Lean Launchpad in Corporate Innovation

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LEAN LAUNCHPAD THE EARLY STAGE SUPPORT PROGRAM LEAN STARTUP CIRCLE  OSLO, MARCH 15. 2018

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MORE VIDARANDERSEN.COM VIDAR ANDERSEN • STARTUP FOUNDER • EDUCATOR • INNOVATION ADVISOR FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES

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THE   OLD VS   NEW GAME OF GROWTH

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THE OLD GAME OF GROWTH

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PRODUCT OF THE INDUSTRIAL AGE

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ALL ABOUT MARKET CAPITALISATION

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DEFENDING MARKET POSITION AT ALL COSTS

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CONQUERING MARKET SHARE BY ANY MEANS

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AT GLACIAL SLOW SPEEDS

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FAILURE EQUALED CATASTROPHE

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SPECIALISED PROCESSES & PEOPLE

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PREDICTABLE ENVIRONMENT

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THE NEW GAME OF GROWTH

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LIVING IN A POST-INDUSTRIAL AGE

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CREATING NEW MARKETS

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AND OWNING THE NEW MARKETS

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FOREVER CONTINUOUSLY

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AT LIGHT SPEED FOREVER ACCELERATING

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FAILURE ASSUMED PART OF THE PROCESS

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WITH POLYMATHS INSTEAD OF SPECIALISED EXPERTS

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UNPREDICTABLE ENVIRONMENT

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WHY?

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SHORTER  LIFE EXPECTANCY FOR CORPORATIONS

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EXPONENTIAL  TECHNOLOGY DEVELOPMENT

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THEN

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NOW

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AUTOMATION  AFFECTING MOST VERTICALS

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MACHINES  LEARNING BY THEMSELVES

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BANKS DON’T WORK   FOR GROWTH ANYMORE

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YOUR COMPETITION  NO LONGER PEERS OR NEAR-PEERS THE AMOUNT OF VENTURE CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER

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YOU DON’T EVEN NEED VC  IT DOESN’T MATTER WHERE THE AMOUNT OF LOCATION  & CLASS FREE  CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER

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STARTUP VALUATIONS  RAPIDLY INCREASING

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YOUR COMPANY  SLOW & RIGID + COMPLIANT

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YOUR NEW COMPETITORS  FAST & AGILE + BREAKS THE LAW

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"In the new world, it is not  the big fish which eats the small fish, it's the fast fish which eats the slow fish." - KLAUS SCHWAB  WORLD ECONOMIC FORUM

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SO…

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INNOVATE OR DIE

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BUT…

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RED PILL OR BLUE PILL?

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SEARCH EXECUTION EXTEND EXISTING OR CREATE NEW DISRUPTING CORE UNKNOWN UNKNOWNS SUSTAINING BUSINESS AS USUAL  KNOWN UNKNOWNS

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WRONG QUESTION

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YOU HAVE TO DO BOTH

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SEARCH EXECUTION IN PARALLEL BUSINESS AS USUAL & DISRUPTION DISRUPTING CORE EXTENDING BUSINESS AS USUAL

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AMBIDEXTROUS DISRUPT OR BE DISRUPTED

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"If you don't create the things that will kill Facebook,   someone else will." - MARK ZUCKERBERG   FOUNDER OF FACEBOOK

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OK  DONE - RIGHT?

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NOT SO FAST

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SEARCH EXECUTION DISRUPTION IS LIKE CANCER TO SUSTAINING SUSTAINING DISRUPTING

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SUSTAINING DISRUPTIVE OUTSIDE OF DAILY OPERATIONS INSIDE OF DAILY OPERATIONS

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MUST BE SEPARATED LIVE IN DIFFERENT WORLDS

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WITH GATEWAYS BETWEEN THE WORLDS

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CERTAIN FAILURE IF WITHIN SAME STRUCTURE SUSTAIN DISRUPT DESTROY CORE BUSINESS MOVE FAST AND BREAK THE RULES PROTECT CORE BUSINESS GO SLOW AND FOLLOW THE RULES HORIZON 1  DAILY OPERATIONS HORIZON 2/3   DISRUPTIVE INNOVATIONS

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AND…

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DOING THINGS THE RIGHT WAY IS NOT ENOUGH

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“We didn’t do anything wrong, but somehow, we lost.” STEPHEN ELOP CEO NOKIA

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YOU ALSO NEED TO DO THE   RIGHT THINGS

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THE RIGHT THINGS THE RIGHT WAY

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HOW DO   WE KNOW  THE RIGHT THINGS?

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NOT BY USING OUTDATED   TOOLS FURTHER COMPLICATIONS

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OPERATIONS INNOVATIONS NEED NEW KPI & MANAGEMENT TOOLS HAS PRODUCT MGMT & BIZ ADMINISTRATION

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BCG GROWTH MATRIX

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STRATEGY MAPS

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WATERFALL PROJECT MANAGEMENT

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ORGA CHARTS

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COMMAND LINES

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OUTDATED TOOLS • All tools assuming projecting and linearity • All tools prohibitive to speed and agility • All tools prohibitive to customer centricity

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THE TOOLS THAT WERE ONCE SUCCESSFUL FOR EXECUTION   HAVE BECOME IMPEDIMENTS   THAT ARE ANTITHETICAL TO CONTINUOUS INNOVATION

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SO WHAT TO DO?

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INTRODUCING THE THREE HORIZONS

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H1: KNOWN H2: PARTIALLY KNOWN H3: UNKNOWN HORIZONS

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TIME SALES HORIZON 1 HORIZON 2 HORIZON 3 MATURE BUSINESS RAPIDLY GROWING BUSINESS EMERGING BUSINESS FOCUS: OUTPUT: EXECUTING TO DEFEND, EXTEND, AND INCREASE PROFITABILITY OF EXISTING BUSINESSES ANNUAL PLANNING AND FORECASTING; DETAILED PLANS FOR GROWTH THROUGH ADJACENCIES RESOURCING INITIATIVES TO BUILD NEW BUSINESSES BUSINESS BUILDING STRATEGIES: INVESTMENT, BUDGET, DETAILED BUSINESS PLANS FOR NEW VENTURES UNCOVERING OPTIONS FOR FUTURE OPPORTUNITIES AND PLACING BETS ON SELECTED OPTIONS DECISIONS TO EXPLORE; INITIAL PROJECT PLAN, PROJECT MILESTONES SOURCE: BAGHAI, COLEY, WHITE ≠ ≠

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HORIZON 1 - EXECUTING THE CURRENT CORE BUSINESS MODEL TO GENERATE VALUE TODAY HORIZON 2/3 SEARCHING FOR NEW BUSINESS MODELS TODAY TO GENERATE VALUE TOMORROW

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HOW TO MAKE IT WORK HOW?

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HORIZON 1 HORIZON 2/3 OUTSIDE OF DAILY OPERATIONS INSIDE OF DAILY OPERATIONS

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METHODOLOGY FOR HORIZON 1 INNOVATION EXECUTING KNOWN KNOWNS

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EXECUTE INSIDE OF DAILY OPERATIONS

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PRODUCT MANAGEMENT HORIZON 1 EXTENDS EXISTING CORE  BUSINESS MODEL USE TRADITIONAL PRODUCT MANAGEMENT FOR HORIZON 1 PROJECTS IDEA SCREEN SECOND SCREEN GO TO DEVELOPMENT GO TO TESTING GO TO LAUNCH G ATE 1 STAGE 1 G ATE 2 STAGE 2 G ATE 3 STAGE 3 G ATE 4 STAGE 4 G ATE 5 STAGE 5 SCOPING BUILD BUSINESS CASE DEVELOPMENT TESTING & VALIDATION LAUNCH PROCESS INNOVATION

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OK H1  DONE

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HORIZON 2 / 3   INNOVATIONS SEARCHING FOR THE UNKNOWN

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SEARCH OUTSIDE OF DAILY OPERATIONS

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“The electric light did not come from the continuous improvement of candles” - OREN HARARI  PROF, UNIVERSITY OF SF

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FAIL FAST FAIL OFTEN LEARN ITERATE OR PIVOT

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1.  METHODOLOGY

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1. METHODOLOGY THE LEAN STARTUP

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1. METHODOLOGY BUSINESS MODEL ENGINEERING CUSTOMER  DEVELOPMENT AGILE ENGINEERING + + THE LEAN STARTUP HORIZON 3 SEARCHES FOR  NEW BUSINESS   MODELS THAT DISRUPT CURRENT CORE BUSINESS =

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LEAN METHOD HAS COME FULL CIRCLE 2013 2011 THE LEAN STARTUP 1940s AGILE & KANBAN 2005 LEAN INNOVATION MANAGEMENT 2016 KAIZEN

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BUT WHAT ABOUT DESIGN THINKING

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FOUNDER’S PRODUCT VISION BUILD ENTIRE PRODUCT FIND CUSTOMERS FOUNDER’S PRODUCT VISION BUILD MVPS ITERATE & PIVOT CUSTOMER NEEDS BUILD MVPS ITERATE & PIVOT 20TH CENTURY TECH STARTUP 21ST CENTURY LEAN STARTUP DESIGN   THINKING • Launch-timing driven by Business Plan • Hire Sales Staff Good-Enough Data Launch-timing driven by Customer Validation Hire Sales Staff • Extensive Data • Launch Product • Hire Sales Staff WARNING: NO BUSINESS MODEL FOCUS WHATSOEVER BUSINESS MODEL FOCUS

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2.  PROCESS

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2. PROCESS THE LEAN LAUNCHPAD PROGRAM

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BUSINESS MODEL ENGINEERING CUSTOMER  DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA METHODOLOGIES EVIDENCE BASED PROCESS + + MENTORSHIP 2. PROCESS THE LEAN STARTUP The Lean Launchpad

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OUTSIDE  WORK MEETUPS MENTORING Video Lectures  Written Material  Customer Interviews Experience-Based Discussions - Insights   Additional Lectures  Accountability  Feedback, Peer Review During Meetups  Between Meetups With experienced  entrepreneurs THE LEAN LAUNCHPAD (LLP) 2011

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100% EXPERIENTIAL

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TEAM BASED  LEARNING

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SUPPORTED BY MENTORS & COHORT

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GOING OUT OF THE BUILDING

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TALKING TO REAL CUSTOMERS

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CONDUCTING REAL EXPERIMENTS

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BUILDING REAL MVPS

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ITERATING OR PIVOTING AS NEEDED

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ONLINE LEARNING  MATERIAL

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WEEKLY PEER REVIEW MEETUPS

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FIRST LLP COLOGNE  2012 / 2013

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Feedback is given verbally by peers, mentors and educators and is saved at each meetup in writing for posterity by typing the feedback in realtime into a shared document or management system during the meetups.  Suggested solutions to roadblocks and problems are worked out in the meetup sessions, but with a focus on being as little instructional as possible. It is up to the ventures themselves to drive progress and ask for help.   Meetups also allows for educational content to be discussed or questions regarding the methodologies or to receive a custom prepared presentation on a speciﬁc topic by the educator.     In between the meetups, the LLP Educator is available by email and phone or Skype to give feedback and mentoring. THE PEER REVIEW MEETUP

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At each meetup, the startups present their progress and ﬁndings in front of their peers, educator and mentors in a standardised format using a 4 slide (and 4 slides ONLY) presentation. 1. How many customers they talked to and what they learned from it? 2. What they said they would do at the last meetup (5 next steps), what did they do,   what did they not do, why, and what did they learn? 3. What changed in the business model since the last meetup, what did they validate or invalidate and what do they base it on,? (Presented using the Business Model Canvas) 4. What are the concrete next 5 steps until the next meetup and what is standing in your way? THE PEER REVIEW FORMAT

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DATA TALKS BULLSHIT WALKS

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STRUCTURE & DISCIPLINE

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SENSE OF URGENCY

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COHORT EFFECTS

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5 WEEKS OR 12 WEEKS DURATION

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ACHIEVING 50X SPEED-UP OF INNOVATION SOURCE:   http://steveblank.com/2015/06/26/lean-innovation-management-making-corporate-innovation-work/

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STUDENT  VERSION

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TARGET AUDIENCE College or University Students or even Primary School & Highschool GOALS • Create more competent startup founders (learning through experience) • Get the right new knowledge to the students before they get taught the old • Avoid students spending a long time (sometimes +6 years) doing the wrong things, building a product nobody needs or wants DURATION  • 5 Weeks as a part of other curricula • 12 Weeks for credits (1x semester, complete curriculum) LLP FOR STUDENTS

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STARTUP  COMMUNITY VERSION

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LLP FOR STARTUPS TARGET AUDIENCE Pre-Funding early-stage startups GOALS • Create more competent regional startup founders (education through experience) • Validate (or invalidate) the startup idea; iterate, pivot or persevere • Reach a decision on how (or if) to proceed; give up, apply to accelerator, raise funding or bootstrap (self-fund) DURATION  • 5 Weeks, with meetups in the evening (facilitates having a day-job)

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CORPORATE  VERSION

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TARGET AUDIENCE Internal (intrapreneurship) H2/H3 corporate innovation ventures / teams GOALS • Provide a repeatable support structure for early-stage corp. innovation teams (answers to what and how) • Create more competent corporate intrapreneurs (education through experience) • Avoiding spending too much time or resources on the wrong idea or team, metered funding • Avoiding Innovation Theatre; data-talks, bullshit walks (kills HIPPOs & ZEBRAs) • Reaching a transparent decision on IF and WHEN to commit more resources and time (or not) • Getting results quicker and more frequently (50x speed-up of innovation)   DURATION  • 5 weeks, meetups on work time, either on or offsite • 12 weeks, meetups on work time, either on or offsite • Customised for needs (speed vs risk) LLP FOR CORPORATIONS

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TYPICAL SCENARIOS   FOR CORPORATE LEAN LAUNCHPAD PROGRAMS • Teams have been working on innovation challenges for some time, but with out structure and management wants to bring them to a conclusion   (support and decision program for existing teams, one time to clean the slate) • New innovation teams are forming as a result of other efforts, now management needs to provide them with an answer to the question on how to proceed  (support and decision program for new teams, on a recurring need basis) • The company is currently building out, or already has, a concerted effort, an innovation engine, in place where the Lean Launchpad program is a regular part of the pre-acceleration phase, the validation phase, of internal innovation ventures, metered funding  (pre-qualifying support and decision program for any team going through the perpetual innovation engine) LLP FOR CORPORATIONS

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AS PRACTICED BY AND MANY, MANY MORE…

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+20.000 TEAMS WORLD WIDE • Using the Lean Launchpad (LLP) • National Science Foundation’s  Innovation-Corps (iCorps) • +200 Universities, World Wide • +100 Accelerators / Incubators • Several Fortune 500 Corporations

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LEAN LAUNCHPAD ALSO BY GOS

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+300 LLP EDUCATORS TRAINED PER YEAR • Lean Launchpad Educators Training & Certiﬁcations • Standardised Process & Curriculum • Standardised, Validated Training & Certiﬁcation • Held at Stanford, Berkeley, Columbia University NYC and more   on a regular basis • https://venturewell.org/lean-launchpad/

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LEAN LAUNCHPAD SCIENTIFIC CASE STUDY The National Science Foundation (NSF) is the United States government agency that supports fundamental research and education in all the non-medical ﬁelds of science and engineering They decide which public scientiﬁc research projects will get federal funding for commercialisation in the US with an annual budget of   $7 Billion

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LEAN LAUNCHPAD @ NSF LEAN LAUNCHPAD VALIDATED The NSF had a challenge. Most applicants their accelerator program iCORPS were getting were not fundable by their standards of readiness. The NSF is as science-oriented as one can get, so they wanted to experiment with improving their fundability rate by providing the applicants with a fitness program before they could apply and get the data, the scientific facts, on how these applicants would perform compared to the baseline of normal applicants not taking the fitness program to see if there would be a difference, if at all. So the NSF started requiring applicants to take the Lean Launchpad as a prerequisite, as a fitness program, before applying to their NSF iCORPS accelerator.

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LEAN LAUNCHPAD WORKS THE SCIENCE IS IN And when the data came in, they found that the previous fundability rate of 18% of all applicants without the Lean Launchpad improved to a massive +60% of fundability of the teams that had taken the Lean Launchpad as a pre- accelerator readiness program. The science is in; By using the Lean Launchpad as a pre-accelerator program, The National Science Foundation managed to improve their dealﬂow with signiﬁcant 44% hike in fundability.

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To cut a long story short, the US Government adopted the class to commercialise all science in the US. It is now called the I-Corps, or Innovation Corps. Over 15,000 teams of the US’ best scientists and engineers have taken the class. It is a law now in the United States – they made it a mandated class.

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3.  MANAGEMENT  KPI

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3. MANAGEMENT KPI THE INNOVATION READINESS LEVEL (IRL)

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BUSINESS MODEL ENGINEERING CUSTOMER  DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA WEEKLY   PROGRESS EXPERIMENT  SCORECARD DATA, TRAJECTORY EXPERIMENTS,  READINESS LEVEL METHODOLOGIES EVIDENCE BASED PROCESS MANAGEMENT TOOL - INNOVATION METRIC (KPI) + + + = MENTORSHIP 3. MANAGEMENT KPI THE LEAN STARTUP Innovation Readiness Level (IRL) The Lean Launchpad Curriculum

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BASED ON NASA/DOD TRL  TECHNOLOGY READINESS LEVEL • Formal way to assess technology project maturity • Quantify relative risks • Data driven • Adopted by NASA, DOD, FAA, ESA and so on… • Introduced in 1974 by NASA JPL • Also see: http://www.wikiwand.com/en/Technology_readiness_level TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9

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NASA/DOD TECHNOLOGY READINESS LEVEL 1 & 2 BASIC TECHNOLOGY RESEARCH: • Basic principles observed • Technology concept formulated TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 CONCEPT

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RESEARCH TO PROVE FEASIBILITY: • Experimental proof of concept • Breadboard validation in lab RESEARCH CONCEPT TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 3 & 4

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DEMO PROTOTYPE: • Breadboard validation   outside of building • System demo in real world DEMO RESEARCH CONCEPT TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 5 & 6

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DEPLOYMENT: • System development • System development in real world DEPLOYED CONCEPT RESEARCH DEMO TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 7,8 & 9+

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WHAT THIS   MEANS FOR AN INNOVATION   METRIC INNOVATION READINESS LEVEL

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INNOVATION READINESS LEVEL • We can do the same for new   innovation ventures • Emphasis is on DATA IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL • A formal way to quantify relative risk • Data-driven • Analog to NASA/DoD  Technology Readiness Level (TRL) • ADAPTABLE TO YOUR INDIVIDUAL GOALS: urgency, verticals and risk aversion, etc.   (i.e. the IRL is a relative, not absolute, scale) IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL   1 & 2 HYPOTHESES: • Value propositions summarised • BMC hypotheses articulated HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL   3 & 4 PROBLEM / SOLUTION FIT: • Problem-solution ﬁt • Low ﬁdelity MVP PROBLEM /  SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL   5 & 6 VALIDATE: • Product / market ﬁt • Right side of Business Model Canvas • Value props, customer segments,   channels, customer relationships &   revenue sources PRODUCT/  MARKET PROBLEM /  SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL   7 & 8 VALIDATE: • Left side of business model canvas • Activities, resources, partners & costs VALIDATE LEFT   BMC SIDE PRODUCT/  MARKET PROBLEM /  SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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INNOVATION READINESS LEVEL   9+ METRICS THAT  MATTER • Sales & revenue metrics • User & customer growth metrics • Engagement metrics • Cohort, funnel, attrition & churn metrics • Etc PRODUCT/  MARKET PROBLEM /  SOLUTION HYPOTHESES VALIDATE LEFT   BMC SIDE IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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3. MANAGEMENT KPI IRL 9+ Identify and validate metrics that matter IRL 8 Validate value delivery (Left BMC side) IRL 7 Prototype High-Fidelity MVP IRL 6 Validate Revenue Model (Right BMC side) IRL 5 Validate Product-Market ﬁt IRL 4 Prototype Low-Fidelity MVP IRL 3 Problem-Solution validation IRL 2 Market size & competitive analysis IRL 1 Complete ﬁrst-pass of business model canvas (BMC) THE INNOVATION READINESS LEVEL (IRL) IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9

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TRACKED BY A CENTRAL MANAGEMENT TOOL

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4. ORGANISATION Executive Chair of the Board CEO Chief of Innovation Chief Internal Ambassador  (Chief Resource Concierge) COO CFO CTO CMO Innovator Innovator Innovator Chief Portfolio Manager Chief VC Chief Risk  Ofﬁcer HORIZON 1 SUSTAINING CORE BUSINESS HORIZON 2/3 DISRUPTING CORE BUSINESS Legal Fast Track 24h response, limited risks assumed Corporate Legal Growth Boards

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5. STRUCTURE - THE ENGINE

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5. STRUCTURE - THE ENGINE IRL 0-3 IRL 4-6 IRL 9+ IRL 7-8 WEEKS MONTHS G ATE 1 G ATE 2 G ATE 3 G ATE 4 G ATE 5 PROBLEM OR NEED-  FIT STAGE SOLUTION- FIT STAGE PERPETUAL DAYS PRODUCT- MARKET   FIT STAGE COMPANY BUILDING STAGE CUSTOMER CREATION STAGE PEOPLE- IDEA FIT STAGE MANAGEMENT TOOL + INNOVATION READINESS LEVEL KPI (IRL) YEARS TIME & QUALITY RISK & QUANTITY DEALFLOW • SPIN IN? • SPIN OUT? • KILL? • EXTEND? CYCLIC RINSE LATHER REPEAT PRE-ACCELERATION ACCELERATION GENERATION EDUCATION SELECTION FINAL DECISION SCALING UP DISCOVER EXPLOIT VALIDATE EXPLORE VET GENERATE

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5. STRUCTURE - THE ENGINE IRL 0-3 IRL 4-6 IRL 9+ IRL 7-8 WEEKS MONTHS G ATE 1 G ATE 2 G ATE 3 G ATE 4 G ATE 5 PROBLEM OR NEED-  FIT STAGE SOLUTION- FIT STAGE PERPETUAL DAYS PRODUCT- MARKET   FIT STAGE COMPANY BUILDING STAGE CUSTOMER CREATION STAGE PEOPLE- IDEA FIT STAGE MANAGEMENT TOOL + INNOVATION READINESS LEVEL KPI (IRL) YEARS TIME & QUALITY RISK & QUANTITY DEALFLOW • SPIN IN? • SPIN OUT? • KILL? • EXTEND? CYCLIC RINSE LATHER REPEAT ACCELERATION EDUCATION FINAL DECISION SCALING UP DISCOVER EXPLOIT VALIDATE EXPLORE VET GENERATE THE LEAN LAUNCHPAD PROGRAM PRE-ACCELERATION

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+ANDERSEN   & ASSOCIATES tomorrow today PLUSANDERSEN.COM

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We help you  get ready for tomorrow today… PLUSANDERSEN.COM

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…by providing actionable answers to the questions of how to attract, motivate, support, and retain innovative people and how to generate, discover, explore, and exploit new business models through innovation… PLUSANDERSEN.COM

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…achieving a   50x speed-up of innovation the startup   way PLUSANDERSEN.COM

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MORE PLUSANDERSEN.COM • Education & Training • Programs & Processes • Innovation Metrics • Management Tools • Innovation Outposts • Human Assets

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THE +A INNOVATION ENGINE GENERATE

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MORE PLUSANDERSEN.COM

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MORE PLUSANDERSEN.COM

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MORE PLUSANDERSEN.COM

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ONE MORE THING…

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INNOVATOR MASTERCLASS   THE POPULAR 2-DAY, HANDS-ON OPEN WORKSHOP

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INNOVATOR MASTERCLASS OSLO JUNE 7 + 8

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INNOVATOR MASTERCLASS OSLO JUNE 7 + 8 SAVE THE DATES Send an email to [email protected]   with the subject “FUS OSLO” for a 30% early bird DISCOUNT  AVAILABLE UNTIL END OF MARCH 2018 - SEATS LIMITED