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The Old vs The New (game of innovation & growth)

The Old vs The New (game of innovation & growth)

On the challenges of corporate innovation today and the future. Bookings: [email protected]

Vidar Andersen

October 06, 2017
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  1. THE OLD VS THE NEW ON THE CORPORATE GAME OF

    GROWTH LEARN MORE
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  2. THE OLD GAME •A product of the industrial age •All

    about market cap •All about defend and conquer market cap •At relative slow and predictable speed •With replaceable and highly specialised workforce •With well-defined and optimised processes and organisation •A zero sum game with finite growth; The Current pie was all there was •Highly fragile to change and disruption; Assumed growth was finite •Obsolete
  3. YOUR COMPETITION
 NO LONGER PEERS OR NEAR-PEERS THE AMOUNT OF

    VENTURE CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER
  4. DOING BOTH WITHIN SAME STRUCTURE WILL FAIL 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
  5. THE NEW GAME •Creation of new markets vs only market

    cap •And owning the new markets •And continuously creating new markets •With entrepreneurial, polymath, non-cookie cutter people •With adaptive, lean & anti-fragile processes •The search for new business models in parallel to executing business as usual - it’s and, not either-or (ambidextrous) •With an ever more unpredictable globalised, chaotic and continuously and rapidly disruptive post-industrial future •Assumes infinite growth •A game ideal for entrepreneurial types
  6. OUTDATED TOOLS • Growth Share Matrix • Strategy Maps •

    Waterfall Project Management (linear) • Organisational Charts • Command Lines • All tools assuming projecting and linearity • All tools prohibitive to speed and agility • All tools prohibitive to customer centricity
  7. THE TOOLS THAT WERE ONCE SUCCESSFUL FOR EXECUTION 
 HAVE

    BECOME IMPEDIMENTS 
 THAT ARE ANTITHETICAL TO CONTINUOUS INNOVATION
  8. 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 ≠ ≠
  9. 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
  10. 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
  11. 1. METHODOLOGY BUSINESS MODEL GENERATION CUSTOMER
 DEVELOPMENT AGILE ENGINEERING +

    + THE LEAN STARTUP HORIZON 3 SEARCHES FOR
 NEW BUSINESS 
 MODELS THAT DISRUPT CURRENT CORE BUSINESS =
  12. 2. 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) INNOVATION READINESS LEVEL (IRL)
  13. 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. PROCESS THE LEAN STARTUP Innovation Readiness Level (IRL) The Lean Launchpad Curriculum
  14. 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
  15. 5. STRUCTURE / ENGINE IRL 0-3 IRL 4-6 IRL 9+

    IRL 7-8 5 OR 12 WEEKS 3 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 2-5 DAYS PRODUCT- MARKET 
 FIT STAGE COMPANY BUILDING STAGE DISCOVER EXPLOIT VALIDATE EXPLORE CUSTOMER CREATION STAGE PEOPLE- IDEA FIT STAGE MANAGEMENT TOOL, INNOVATION READINESS LEVEL KPI (IRL) TIME & QUALITY RISK & QUANTITY IDEATION DEALFLOW PRE-ACCELERATION ACCELERATION GENERATION EDUCATION SELECTION FINAL DECISION SCALING UP • SPIN IN? • SPIN OUT? • KILL? • EXTEND?
  16. WE HELP 
 YOUR COMPANY 
 GET READY 
 FOR

    TOMORROW TODAY PLUSANDERSEN.COM
  17. MORE PLUSANDERSEN.COM • Education & Training • Programs & Processes

    • Innovation Metrics • Management Tools • Innovation Outposts • Human Assets
  18. PRE-ACCELERATION ACCELERATION GENERATION EDUCATION SELECTION FINAL DECISION SCALING UP DEALFLOW

    LEARNING JOURNEY LEARNING KEYNOTE KILL YOUR COMPANY INNOVATOR MASTERCLASS INNOVATOR BOOTCAMP LEAN LAUNCHPAD MVP AS 
 A SERVICE INNOVATION OUTPOSTS DEMO DAY PITCHING MASTERCLASS EXPERTS AS A SERVICE MENTORS AS A SERVICE TRAIN THE TRAINER SPINNING OUT +ANDERSEN PROGRAMS AT ALL STAGES
  19. +ANDERSEN 
 & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE +

    ENTREPRENEURSHIP LEARN MORE
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