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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
The "Innovator Masterclass" is coming to Oslo, Norway

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Vidar Andersen

March 15, 2018
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Transcript

  1. LEAN LAUNCHPAD THE EARLY STAGE SUPPORT PROGRAM LEAN STARTUP CIRCLE


    OSLO, MARCH 15. 2018
  2. MORE VIDARANDERSEN.COM VIDAR ANDERSEN • STARTUP FOUNDER • EDUCATOR •

    INNOVATION ADVISOR FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
  3. THE 
 OLD VS 
 NEW GAME OF GROWTH

  4. THE OLD GAME OF GROWTH

  5. PRODUCT OF THE INDUSTRIAL AGE

  6. ALL ABOUT MARKET CAPITALISATION

  7. DEFENDING MARKET POSITION AT ALL COSTS

  8. CONQUERING MARKET SHARE BY ANY MEANS

  9. AT GLACIAL SLOW SPEEDS

  10. FAILURE EQUALED CATASTROPHE

  11. SPECIALISED PROCESSES & PEOPLE

  12. PREDICTABLE ENVIRONMENT

  13. THE NEW GAME OF GROWTH

  14. LIVING IN A POST-INDUSTRIAL AGE

  15. CREATING NEW MARKETS

  16. None
  17. AND OWNING THE NEW MARKETS

  18. FOREVER CONTINUOUSLY

  19. AT LIGHT SPEED FOREVER ACCELERATING

  20. FAILURE ASSUMED PART OF THE PROCESS

  21. WITH POLYMATHS INSTEAD OF SPECIALISED EXPERTS

  22. UNPREDICTABLE ENVIRONMENT

  23. WHY?

  24. SHORTER
 LIFE EXPECTANCY FOR CORPORATIONS

  25. EXPONENTIAL
 TECHNOLOGY DEVELOPMENT

  26. THEN

  27. NOW

  28. AUTOMATION
 AFFECTING MOST VERTICALS

  29. MACHINES
 LEARNING BY THEMSELVES

  30. BANKS DON’T WORK 
 FOR GROWTH ANYMORE

  31. YOUR COMPETITION
 NO LONGER PEERS OR NEAR-PEERS THE AMOUNT OF

    VENTURE CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER
  32. 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
  33. STARTUP VALUATIONS
 RAPIDLY INCREASING

  34. YOUR COMPANY
 SLOW & RIGID + COMPLIANT

  35. YOUR NEW COMPETITORS
 FAST & AGILE + BREAKS THE LAW

  36. "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
  37. SO…

  38. INNOVATE OR DIE

  39. BUT…

  40. RED PILL OR BLUE PILL?

  41. SEARCH EXECUTION EXTEND EXISTING OR CREATE NEW DISRUPTING CORE UNKNOWN

    UNKNOWNS SUSTAINING BUSINESS AS USUAL
 KNOWN UNKNOWNS
  42. WRONG QUESTION

  43. YOU HAVE TO DO BOTH

  44. SEARCH EXECUTION IN PARALLEL BUSINESS AS USUAL & DISRUPTION DISRUPTING

    CORE EXTENDING BUSINESS AS USUAL
  45. AMBIDEXTROUS DISRUPT OR BE DISRUPTED

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

    
 someone else will." - MARK ZUCKERBERG 
 FOUNDER OF FACEBOOK
  47. VS

  48. OK
 DONE - RIGHT?

  49. NOT SO FAST

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

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

  52. MUST BE SEPARATED LIVE IN DIFFERENT WORLDS

  53. WITH GATEWAYS BETWEEN THE WORLDS

  54. 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
  55. AND…

  56. DOING THINGS THE RIGHT WAY IS NOT ENOUGH

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

    ELOP CEO NOKIA
  58. YOU ALSO NEED TO DO THE 
 RIGHT THINGS

  59. THE RIGHT THINGS THE RIGHT WAY

  60. HOW DO 
 WE KNOW
 THE RIGHT THINGS?

  61. NOT BY USING OUTDATED 
 TOOLS FURTHER COMPLICATIONS

  62. OPERATIONS INNOVATIONS NEED NEW KPI & MANAGEMENT TOOLS HAS PRODUCT

    MGMT & BIZ ADMINISTRATION
  63. BCG GROWTH MATRIX

  64. STRATEGY MAPS

  65. WATERFALL PROJECT MANAGEMENT

  66. ORGA CHARTS

  67. COMMAND LINES

  68. OUTDATED TOOLS • All tools assuming projecting and linearity •

    All tools prohibitive to speed and agility • All tools prohibitive to customer centricity
  69. THE TOOLS THAT WERE ONCE SUCCESSFUL FOR EXECUTION 
 HAVE

    BECOME IMPEDIMENTS 
 THAT ARE ANTITHETICAL TO CONTINUOUS INNOVATION
  70. SO WHAT TO DO?

  71. INTRODUCING THE THREE HORIZONS

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

  73. 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 ≠ ≠
  74. 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
  75. HOW TO MAKE IT WORK HOW?

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

    DAILY OPERATIONS
  77. METHODOLOGY FOR HORIZON 1 INNOVATION EXECUTING KNOWN KNOWNS

  78. EXECUTE INSIDE OF DAILY OPERATIONS

  79. 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
  80. OK H1
 DONE

  81. HORIZON 2 / 3 
 INNOVATIONS SEARCHING FOR THE UNKNOWN

  82. SEARCH OUTSIDE OF DAILY OPERATIONS

  83. “The electric light did not come from the continuous improvement

    of candles” - OREN HARARI
 PROF, UNIVERSITY OF SF
  84. FAIL FAST FAIL OFTEN LEARN ITERATE OR PIVOT

  85. 1.
 METHODOLOGY

  86. 1. METHODOLOGY THE LEAN STARTUP

  87. 1. METHODOLOGY BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING +

    + THE LEAN STARTUP HORIZON 3 SEARCHES FOR
 NEW BUSINESS 
 MODELS THAT DISRUPT CURRENT CORE BUSINESS =
  88. LEAN METHOD HAS COME FULL CIRCLE 2013 2011 THE LEAN

    STARTUP 1940s AGILE & KANBAN 2005 LEAN INNOVATION MANAGEMENT 2016 KAIZEN
  89. BUT WHAT ABOUT DESIGN THINKING

  90. 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
  91. 2.
 PROCESS

  92. 2. PROCESS THE LEAN LAUNCHPAD PROGRAM

  93. BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA

    METHODOLOGIES EVIDENCE BASED PROCESS + + MENTORSHIP 2. PROCESS THE LEAN STARTUP The Lean Launchpad
  94. 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
  95. 100% EXPERIENTIAL

  96. TEAM BASED
 LEARNING

  97. SUPPORTED BY MENTORS & COHORT

  98. GOING OUT OF THE BUILDING

  99. TALKING TO REAL CUSTOMERS

  100. CONDUCTING REAL EXPERIMENTS

  101. BUILDING REAL MVPS

  102. ITERATING OR PIVOTING AS NEEDED

  103. ONLINE LEARNING
 MATERIAL

  104. WEEKLY PEER REVIEW MEETUPS

  105. FIRST LLP COLOGNE
 2012 / 2013

  106. 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
  107. 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
  108. DATA TALKS BULLSHIT WALKS

  109. STRUCTURE & DISCIPLINE

  110. SENSE OF URGENCY

  111. COHORT EFFECTS

  112. 5 WEEKS OR 12 WEEKS DURATION

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

  114. STUDENT
 VERSION

  115. 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
  116. STARTUP
 COMMUNITY VERSION

  117. 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)
  118. CORPORATE
 VERSION

  119. 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
  120. 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
  121. AS PRACTICED BY AND MANY, MANY MORE…

  122. +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
  123. LEAN LAUNCHPAD ALSO BY GOS

  124. +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/
  125. 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
  126. 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.
  127. 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.
  128. 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.
  129. 3.
 MANAGEMENT
 KPI

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

  131. 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
  132. 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
  133. 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
  134. 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
  135. 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
  136. 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+
  137. WHAT THIS 
 MEANS FOR AN INNOVATION 
 METRIC INNOVATION

    READINESS LEVEL
  138. 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
  139. 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
  140. 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
  141. 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
  142. 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
  143. 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
  144. 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
  145. 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
  146. TRACKED BY A CENTRAL MANAGEMENT TOOL

  147. 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
  148. 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
  149. 5. STRUCTURE - THE ENGINE

  150. 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
  151. 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
  152. +ANDERSEN 
 & ASSOCIATES tomorrow today PLUSANDERSEN.COM

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

  154. …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
  155. …achieving a 
 50x speed-up of innovation the startup 


    way PLUSANDERSEN.COM
  156. MORE PLUSANDERSEN.COM • Education & Training • Programs & Processes

    • Innovation Metrics • Management Tools • Innovation Outposts • Human Assets
  157. None
  158. THE +A INNOVATION ENGINE GENERATE

  159. MORE PLUSANDERSEN.COM

  160. MORE PLUSANDERSEN.COM

  161. MORE PLUSANDERSEN.COM

  162. ONE MORE THING…

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

  164. INNOVATOR MASTERCLASS OSLO JUNE 7 + 8

  165. INNOVATOR MASTERCLASS OSLO JUNE 7 + 8 SAVE THE DATES

    Send an email to YOU@PLUSANDERSEN.COM 
 with the subject “FUS OSLO” for a 30% early bird DISCOUNT
 AVAILABLE UNTIL END OF MARCH 2018 - SEATS LIMITED