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Lean Launchpad in Corporate Innovation

Lean Launchpad in Corporate Innovation

These were the slides for my Norwegian Lean Startup Circle talk in Oslo, Norway 2018.03.15

Save the dates: June 7th & 8th
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Vidar Andersen

March 15, 2018
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  1. LEAN
    LAUNCHPAD
    THE EARLY STAGE SUPPORT PROGRAM
    LEAN STARTUP CIRCLE

    OSLO, MARCH 15. 2018

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

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  3. THE 

    OLD VS 

    NEW
    GAME OF GROWTH

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  4. THE
    OLD
    GAME OF GROWTH

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  5. PRODUCT OF
    THE INDUSTRIAL AGE

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  6. ALL ABOUT
    MARKET CAPITALISATION

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  7. DEFENDING
    MARKET POSITION AT ALL COSTS

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  8. CONQUERING
    MARKET SHARE BY ANY MEANS

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  9. AT GLACIAL
    SLOW SPEEDS

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  10. FAILURE
    EQUALED CATASTROPHE

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  11. SPECIALISED
    PROCESSES & PEOPLE

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  12. PREDICTABLE
    ENVIRONMENT

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  13. THE
    NEW
    GAME OF GROWTH

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  14. LIVING IN A
    POST-INDUSTRIAL AGE

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  15. CREATING
    NEW MARKETS

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  16. AND OWNING
    THE NEW MARKETS

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  17. FOREVER
    CONTINUOUSLY

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  18. AT LIGHT SPEED
    FOREVER ACCELERATING

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  19. FAILURE ASSUMED
    PART OF THE PROCESS

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  20. WITH POLYMATHS
    INSTEAD OF SPECIALISED EXPERTS

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  21. UNPREDICTABLE
    ENVIRONMENT

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  22. SHORTER

    LIFE EXPECTANCY FOR CORPORATIONS

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  23. EXPONENTIAL

    TECHNOLOGY DEVELOPMENT

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  24. AUTOMATION

    AFFECTING MOST VERTICALS

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  25. MACHINES

    LEARNING BY THEMSELVES

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  26. BANKS DON’T WORK 

    FOR GROWTH ANYMORE

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  27. YOUR COMPETITION

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

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  28. 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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  29. STARTUP VALUATIONS

    RAPIDLY INCREASING

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  30. YOUR COMPANY

    SLOW & RIGID + COMPLIANT

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  31. YOUR NEW COMPETITORS

    FAST & AGILE + BREAKS THE LAW

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  32. "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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  33. INNOVATE
    OR DIE

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  34. RED PILL
    OR BLUE PILL?

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

    KNOWN UNKNOWNS

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  36. WRONG
    QUESTION

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  37. YOU
    HAVE TO DO
    BOTH

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

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  39. AMBIDEXTROUS
    DISRUPT OR BE DISRUPTED

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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. OK

    DONE -
    RIGHT?

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  42. SEARCH
    EXECUTION
    DISRUPTION IS
    LIKE CANCER TO SUSTAINING
    SUSTAINING
    DISRUPTING

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

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  44. MUST BE SEPARATED
    LIVE IN DIFFERENT WORLDS

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  45. WITH GATEWAYS
    BETWEEN THE WORLDS

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  46. 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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  47. DOING
    THINGS
    THE RIGHT
    WAY IS
    NOT ENOUGH

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

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  49. YOU ALSO
    NEED TO
    DO THE 

    RIGHT THINGS

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  50. THE RIGHT
    THINGS
    THE RIGHT
    WAY

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  51. HOW DO 

    WE KNOW

    THE RIGHT
    THINGS?

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  52. NOT BY USING
    OUTDATED 

    TOOLS
    FURTHER COMPLICATIONS

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

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  54. BCG
    GROWTH MATRIX

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  55. STRATEGY
    MAPS

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  56. WATERFALL
    PROJECT MANAGEMENT

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  57. COMMAND
    LINES

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  58. 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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  59. THE TOOLS THAT WERE ONCE
    SUCCESSFUL FOR EXECUTION 

    HAVE BECOME IMPEDIMENTS 

    THAT ARE ANTITHETICAL TO
    CONTINUOUS INNOVATION

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  60. SO
    WHAT
    TO DO?

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  61. INTRODUCING THE
    THREE HORIZONS

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

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  63. 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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  64. 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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  65. HOW TO MAKE IT WORK
    HOW?

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

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  67. METHODOLOGY
    FOR HORIZON 1
    INNOVATION
    EXECUTING KNOWN KNOWNS

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  68. EXECUTE
    INSIDE OF DAILY OPERATIONS

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  69. 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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  70. OK H1

    DONE

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  71. HORIZON 2 / 3 

    INNOVATIONS
    SEARCHING FOR THE UNKNOWN

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  72. SEARCH
    OUTSIDE OF DAILY OPERATIONS

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  73. “The electric light did not come
    from the continuous improvement
    of candles”
    - OREN HARARI

    PROF, UNIVERSITY OF SF

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  74. FAIL FAST
    FAIL OFTEN
    LEARN
    ITERATE OR
    PIVOT

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  75. 1.

    METHODOLOGY

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  76. 1. METHODOLOGY
    THE
    LEAN
    STARTUP

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

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  79. BUT WHAT
    ABOUT
    DESIGN
    THINKING

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  80. 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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  81. 2.

    PROCESS

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  82. 2. PROCESS
    THE
    LEAN
    LAUNCHPAD
    PROGRAM

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  83. 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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  84. 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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  85. 100%
    EXPERIENTIAL

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  86. TEAM
    BASED

    LEARNING

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  87. SUPPORTED
    BY MENTORS
    & COHORT

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  88. GOING OUT
    OF THE
    BUILDING

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  89. TALKING
    TO REAL
    CUSTOMERS

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  90. CONDUCTING
    REAL
    EXPERIMENTS

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  91. BUILDING
    REAL MVPS

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  92. ITERATING
    OR PIVOTING
    AS NEEDED

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  93. ONLINE
    LEARNING

    MATERIAL

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  94. WEEKLY
    PEER REVIEW
    MEETUPS

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  95. FIRST LLP COLOGNE

    2012 / 2013

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  96. 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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  97. 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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  98. DATA TALKS
    BULLSHIT
    WALKS

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  99. STRUCTURE
    & DISCIPLINE

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  100. SENSE OF
    URGENCY

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  101. COHORT
    EFFECTS

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  102. 5 WEEKS OR
    12 WEEKS
    DURATION

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  103. ACHIEVING 50X
    SPEED-UP
    OF
    INNOVATION
    SOURCE: 

    http://steveblank.com/2015/06/26/lean-innovation-management-making-corporate-innovation-work/

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  104. STUDENT

    VERSION

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  105. 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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  106. STARTUP

    COMMUNITY VERSION

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  107. 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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  108. CORPORATE

    VERSION

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  109. 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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  110. 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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  111. AS PRACTICED BY
    AND MANY, MANY MORE…

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  112. +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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  113. LEAN LAUNCHPAD
    ALSO BY GOS

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  114. +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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  115. 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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  116. 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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  117. 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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  118. 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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  119. 3.

    MANAGEMENT

    KPI

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  120. 3. MANAGEMENT KPI
    THE
    INNOVATION
    READINESS
    LEVEL
    (IRL)

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  121. 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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  122. 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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  123. 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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  124. 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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  125. 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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  126. 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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  127. WHAT THIS 

    MEANS FOR AN
    INNOVATION 

    METRIC
    INNOVATION READINESS LEVEL

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  128. 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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  129. 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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  130. 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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  131. 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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  132. 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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  133. 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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  134. 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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  135. 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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  136. TRACKED BY A CENTRAL
    MANAGEMENT TOOL

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  137. 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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  138. 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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  139. 5. STRUCTURE - THE ENGINE

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  140. 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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  141. 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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  142. +ANDERSEN 

    & ASSOCIATES
    tomorrow
    today
    PLUSANDERSEN.COM

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  143. We help you

    get ready for
    tomorrow
    today…
    PLUSANDERSEN.COM

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  144. …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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  145. …achieving a 

    50x speed-up
    of innovation
    the startup 

    way
    PLUSANDERSEN.COM

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

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  147. THE +A INNOVATION ENGINE
    GENERATE

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  148. MORE
    PLUSANDERSEN.COM

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  149. MORE
    PLUSANDERSEN.COM

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  150. MORE
    PLUSANDERSEN.COM

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  151. ONE
    MORE
    THING…

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  152. INNOVATOR
    MASTERCLASS

    THE POPULAR
    2-DAY, HANDS-ON
    OPEN WORKSHOP

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  153. INNOVATOR
    MASTERCLASS
    OSLO
    JUNE 7 + 8

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  154. 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

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