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Innovate or Die - Why corporate innovation fails (and what to do about it)

Vidar Andersen
November 29, 2018

Innovate or Die - Why corporate innovation fails (and what to do about it)

This was my keynote at RTL's Digital Shapers conference in Zagreb, November 2018.
You can find a recording of the talk at http://plusandersen.com/innovateordie
For booking inquiries, please contact [email protected]

Vidar Andersen

November 29, 2018
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Transcript

  1. INNOVATE
    OR DIE
    WHY CORPORATE INNOVATION FAILS
    plusandersen.com

    2019.02.07

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  2. SHIFT
    HAPPENS

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  3. REMEMBER STEVEN SASSON

    ODDS ARE YOUR DON’T
    1975

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

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  5. +ANDERSEN 

    & ASSOCIATES
    tomorrow
    today
    plusandersen.com

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  6. THE 

    OLD VS 

    NEW
    GAME OF GROWTH

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  7. THE OLD
    GAME OF GROWTH

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  8. PRODUCT OF
    THE INDUSTRIAL AGE

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  9. ALL ABOUT
    MARKET CAPITALISATION

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  10. DEFENDING
    MARKET POSITION AT ALL COSTS

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  11. CONQUERING
    MARKET SHARE BY ANY MEANS

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  12. AT GLACIAL
    SLOW SPEEDS

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  13. FAILURE
    EQUALS CATASTROPHE

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  14. SPECIALISED
    PROCESSES & PEOPLE

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  15. PREDICTABLE
    STABLE ENVIRONMENT

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  16. THE NEW
    GAME OF GROWTH

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  17. LIVING IN A
    POST-INDUSTRIAL AGE

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  18. CREATING
    NEW MARKETS

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  19. AND OWNING
    THE NEW MARKETS

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  20. FOREVER
    CONTINUOUSLY

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  21. AT LIGHT SPEED
    FOREVER ACCELERATING

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  22. FAILURE ASSUMED
    PART OF THE PROCESS

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  23. WITH POLYMATHS
    INSTEAD OF SPECIALISED EXPERTS

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  24. UNPREDICTABLE
    ENVIRONMENT

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  25. SHORTER

    LIFE EXPECTANCY FOR CORPORATIONS

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  26. EXPONENTIAL

    TECHNOLOGY DEVELOPMENT

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  27. AUTOMATION

    AFFECTING MOST VERTICALS

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  28. MACHINES

    LEARNING BY THEMSELVES

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  29. YOUR COMPETITION

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

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  30. 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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  31. STARTUP VALUATIONS

    RAPIDLY INCREASING

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  32. YOUR COMPANY

    BIG, SLOW & RIGID
    THIS IS YOU

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  33. YOUR NEW COMPETITORS

    ARE SMALL, FAST & AGILE
    YOUR COMPETITION

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  34. YOUR COMPANY

    COMPLIANT WITH LAWS & REG
    YOU

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  35. STARTUPS 

    ARE BREAKING THE RULES
    THE
    COMPETITION
    Breakin’ the law
    Breakin’ the law

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

    KNOWN UNKNOWNS

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  37. RED PILL
    OR BLUE PILL?

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  38. WRONG
    QUESTION

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  39. YOU
    HAVE
    TO DO
    BOTH
    CREATE
    NEW
    EXTEND
    EXISTING
    +

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  40. "If you don't create the things
    that will kill Facebook, 

    someone else will."
    - MARK ZUCKERBERG 

    FOUNDER OF FACEBOOK

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

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  42. AMBIDEXTROUS
    DISRUPT OR BE DISRUPTED

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  43. DOING
    THINGS
    THE RIGHT
    WAY IS
    NOT ENOUGH

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

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  45. YOU ALSO
    NEED TO
    DO THE 

    RIGHT THINGS

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  46. THE RIGHT
    THINGS
    THE RIGHT
    WAY

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  47. THE RIGHT THINGS
    THE RIGHT WAY
    FOR THE RIGHT
    TYPE OF
    INNOVATIONS

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  48. HOW DO 

    WE KNOW

    THE RIGHT
    THINGS?

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  49. NOT BY USING
    OUTDATED 

    TOOLS
    FURTHER COMPLICATIONS

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  50. BCG
    GROWTH MATRIX

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  51. STRATEGY
    MAPS

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  52. WATERFALL
    PROJECT MANAGEMENT

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  53. COMMAND
    LINES

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  54. 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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  55. THE TOOLS THAT WERE ONCE
    SUCCESSFUL FOR EXECUTION 

    HAVE BECOME IMPEDIMENTS 

    THAT ARE ANTITHETICAL
    TO CONTINUOUS
    INNOVATION

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  56. SO
    WHAT
    TO DO?

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  57. THREE
    HORIZONS

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  58. H1: KNOWN
    H2: PARTIALLY KNOWN
    H3: UNKNOWN
    HORIZONS

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  59. 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
    ≠ ≠
    3-12M
    24-36M
    36-72M

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  60. HORIZON 1
    HORIZON 3
    HORIZON 2
    Horizon 1 ideas provide continuous innovation to a company’s 

    existing business model and core capabilities.
    Horizon 2 ideas extend a company’s existing business/model and
    core capabilities to new customers, markets or targets.
    Horizon 3 is the creation of new capabilities to take advantage of
    or respond to disruptive opportunities or to counter disruption.

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  61. 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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  62. HBR
    Feb 1st
    2019
    https://hbr.org/2019/02/mckinseys-three-horizons-model-defined-innovation-for-years-heres-why-it-no-longer-applies

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  63. HORIZON 1
    HORIZON 3
    HORIZON 2
    New features that could be delivered in the short term of 3 to 12 months
    Business Model extensions that will be ready 24 to 36 months out
    Creating new disruptive products or business models 36 to 72 months out

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  64. HORIZON 1
    HORIZON 3
    HORIZON 2
    New features that could be delivered in the short term of 3 to 12 months
    Business Model extensions that will be ready 24 to 36 months out
    Creating new disruptive products or business models 36 to 72 months out

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  65. This time-based definition made sense
    in the 20th century when new disruptive
    ideas took years to research, engineer,
    and deliver.
    That’s no longer true in the 21st
    century — and leadership hasn’t gotten
    the memo

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  66. While traditional analysis suggests that
    Horizon 3 disruptive innovations take
    years to develop, in today’s world this is
    no longer the case.
    The three horizons are no longer
    bounded by time. Today, disruptive
    Horizon 3 ideas can be delivered as fast
    as ideas for Horizon 1 in the existing
    product line.

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  67. For those who grew up with the
    notion that creative disruptive
    Horizon 3 products takes years
    are in for some unpleasant
    surprises.

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  68. In fact, it’s the speed of
    deployment of H3
    products, strategies,
    and capabilities that
    are a devastating upset
    to the status quo.

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  69. "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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  70. INNOVATE
    OR DIE
    BE QUICK OR BE DEAD
    plusandersen.com/innovateordie/

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  71. HOW TO
    MAKE IT
    WORK

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

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  73. METHODOLOGY
    FOR HORIZON 1
    INNOVATION
    EXECUTING KNOWN KNOWNS

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  74. 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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  75. CHANCES ARE
    YOU ARE ALREADY
    DOING HORIZON 1
    RIGHT

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  76. HORIZON 2 / 3 

    INNOVATIONS
    SEARCHING FOR THE UNKNOWN

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  77. FAIL FAST
    FAIL OFTEN
    LEARN
    ITERATE OR
    PIVOT

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  78. 1. METHODOLOGY
    BUSINESS MODEL
    GENERATION
    CUSTOMER

    DEVELOPMENT
    AGILE
    ENGINEERING
    + +
    THE
    LEAN
    STARTUP HORIZON 3
    SEARCHES FOR

    NEW BUSINESS 

    MODELS THAT
    DISRUPT CURRENT
    CORE BUSINESS
    =

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

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  80. ZEBRA HIPPO
    INTELLECTUAL
    HONESTY
    VERSUS…

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  81. THE
    SCIENTIFIC
    METHOD
    APPLIED TO
    INNOVATION
    INSURING INTELLECTUAL HONESTY
    DATA TALKS - BULLSHIT WALKS

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  82. BUSINESS MODEL
    ENGINEERING
    CUSTOMER

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

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  83. SPEED OF
    INNOVATION
    QUICK VS DEAD

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  84. 2. THE PROCESS
    THE
    LEAN

    LAUNCHPAD
    (LLP)

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  85. AS PRACTICED BY
    AND MANY, MANY MORE…

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  86. LEAN LAUNCHPAD
    AND ALSO BY GOS

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  87. 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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  88. LEAN LAUNCHPAD
    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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  89. LEAN LAUNCHPAD
    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
    fitness 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 and has now been

    turned into law.

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

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  91. TRL 1
    TRL 2
    TRL 3
    TRL 4
    TRL 5
    TRL 6
    TRL 7
    TRL 8
    TRL 9
    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

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  92. 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
    THE PROCESS STACK
    THE
    LEAN
    STARTUP
    Innovation Readiness Level (IRL)
    The Lean Launchpad Curriculum

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  93. 4. ORGANISATION

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  94. SEARCH
    EXECUTION
    DISRUPTION IS
    MUTUALLY EXCLUSIVE TO SUSTAINING
    SUSTAINING
    DISRUPTING

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  95. OPERATIONS
    INNOVATIONS
    NEW KPI & MANAGEMENT TOOLS
    PRODUCT MANAGEMENT & BIZ ADMINISTRATION

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  96. SUSTAINING
    DISRUPTIVE
    OUTSIDE OF DAILY OPERATIONS
    INSIDE OF DAILY OPERATIONS

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  97. MUST BE SEPARATED
    LIVE IN DIFFERENT WORLDS

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  98. WITH GATEWAYS
    BETWEEN THE WORLDS

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  99. 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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  100. 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

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  101. HOW DO
    WE KNOW
    WHEN TO
    DO WHAT?

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  102. 5. STRUCTURE: THE PIPELINE

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  103. +ANDERSEN 

    & ASSOCIATES
    tomorrow
    today
    plusandersen.com

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  104. We help you

    get ready for
    tomorrow
    today…
    plusandersen.com

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  105. …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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  106. …achieving a 

    50x speed-up
    of innovation
    the startup 

    way
    plusandersen.com

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

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  108. +ANDERSEN 

    & ASSOCIATES
    tomorrow
    today
    plusandersen.com

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  109. ONLINE
    BONUS
    MATERIAL

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  110. PROBLEMS &
    SOLUTIONS

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  111. SHINY OBJECTS
    • Tech founder enamored with new
    tech, obsessed by “shiny object”
    • Abandoning core - Horizon 1
    (H1) - business
    • Treating core business (H1) as
    “old guys who doesn't get it”
    • Company still dependent on H1
    until new tech gets adopted (e.g.
    Apple, RIM)
    • Do not demoralise the current
    product team
    • Have a transition plan
    • Insure money, people and
    infrastructure are in place to cross
    the Tech transfer, to survive

    the “Valley of death”
    PROBLEM SOLUTION

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  112. ONLY “NOW”
    • Leadership acting only on
    current mission, the “NOW”
    • Not investing for long term
    • CEO and management
    incentives all about current
    mission and goals
    • No incentives for CEO or
    management on innovation for
    Horizon 2 and Horizon 3
    • You need need a corporate chief
    innovation officer who
    understands innovation
    • And you need a chief innovation
    officer in all of your divisions
    PROBLEM SOLUTION

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  113. BUZZWORD BINGO
    • Innovation is being abused as a
    word to describe everything and 

    anything in the company
    • Use the horizons 1 2 3 metaphor to
    describe and position innovation
    • Understand that incubators &
    similar are just the innovation
    vehicles
    • Lean is the best methodology for
    accelerating learning
    • Lean Launchpad is the best
    program to implement it
    PROBLEM SOLUTION

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  114. CAREER KILLER
    • Failed projects are avoided at all
    costs
    • Projects that are risky are avoided at
    all costs
    • “Projects are expensive, years of
    people and money invested!”
    • In lean organisations, failure is part
    of the process
    • Failure is acceptable because
    failures are required as learning
    process, achievable at very low
    cost and at very high speed
    • Pivoting from failure gives you
    more new learnings
    PROBLEM SOLUTION

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  115. H1/H3 CONFUSION
    • Daily operations (H1) loses
    sight that the goal is to
    move forward, not to
    reinvent what already
    works
    • Fundamental issues,
    confusion about the goal of
    innovation in horizon 1 (H1)
    • Use the horizons 1 2 3 metaphor to
    describe what kind of innovation
    you are talking about
    • You need a corporate chief
    innovation officer who understands
    innovation
    PROBLEM SOLUTION

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  116. NO H3 INCENTIVES
    • No divisional incentives for
    Horizon 3 (Disruptive)
    innovations
    • No divisional or senior job level
    description for horizon 3 (H3)
    • No strategy or tactics for
    integration of H3 into
    operating dIvisions
    • Develop meaningful incentives for
    Horizon 3 innovation
    • Develop a written job description
    for H3 support
    • Develop strategy and tactics for
    integration of Horizon 3 into the
    rest of the organisation
    PROBLEM SOLUTION

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  117. NO-GO TOP-BOTTOM
    • Top of organization says 

    “do it” (“GO!”)
    • Bottom of the organization (the
    innovators) are ready to “GO!”
    • Middle management kills it
    (“NO!”)actively, by sabotage or
    benign neglect
    • And thus innovation programs die
    • Prove that it can work
    • Then communicate, communicate,
    communicate:
    • Big idea, shared goal & mission
    • Strategy, big picture of how the 

    pieces work together
    • Tactical implementation
    • Update job specs to include innovation support
    • Change incentives to include innovation
    support
    • Give those who came before much appreciation
    • Support those who try and fail 

    and try again
    PROBLEM SOLUTION

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  118. SALES DEPARTMENT
    • Sales says “no one can talk to our
    customers”
    • Legitimate concern of pitching new
    capabilities in place of the ones that
    exist
    • Believe they understand all user
    needs
    • Customer discovery is not about
    pitching new products
    • It’s about understanding user
    problems/needs and how they use
    current solutions
    • Impossible for a single individual to
    predict all of users needs now and
    the future
    PROBLEM SOLUTION

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  119. ENGINEERING DEPT.
    • Engineering believes innovation is
    about technology
    • So they just talk to the subject
    matter expert
    • Talks to the same small group of
    users they've talked to for the past
    5 years
    • They are not talking to the total
    available market so they miss
    solving the bigger problems
    • Focus the organisation on
    understanding customer
    problems
    • Focus on solving current or future
    problems
    PROBLEM SOLUTION

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