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InnoAction LLC Proprietary and Confidential
Where
to Play
How
to Win Governance Capabilities
Define the
Innovation
Mandate
Build a Diversified
Innovation
Portfolio
• Are we balancing risk
and reward in a
diversified portfolio of
Core and New Growth
initiatives?
Sustaining Innovation
• Cost, Process and
Product Improvement
Transformative
Innovation
• Adjacencies
• New Growth Platforms
Disruptive Innovation
• Market Making
Balance the Core
Business vs. New
Growth Platforms
Engage
Leadership to
Drive Innovation
Develop the
Essential
Capabilities for
Innovation
Innovation
Mandate
Innovation Operating Model
• What is the specific
contribution of
innovation to
delivering growth?
• Do we have the
different organizational,
financial and
performance models for
innovation?
• Separate teams for
Transformative &
Disruptive Innovation
• Special funding model to
plan and allocate
investment in innovation
• Dynamic measurement
system balanced between
learning and results
• New IP Management
Strategies
• Is Leadership
actively managing
innovation?
• Are there incentives to
innovate and take risks,
and disincentives
not to?
• Are there clear
decision rights and
accountabilities?
• Are there regular
Innovation Reviews?
• Is the Innovation
Portfolio continually
rebalanced?
• Are we strong in the
following areas?
• Superior Customer
Insights
• Internal Knowledge
Sharing and Learning
• External networks and
ecosystems
• Innovative new business
models
• Finding and acquiring
new talent
•Capital Efficient Innovation
Methods (e.g. Lean)
InnoAction LLC Proprietary and Confidential
Establish Innovation Leadership Team (ILT) & Its Goals
1) Build the ILT, to provide Group-wide leadership and to drive the Innovation
Mandate (e.g.50% net new growth from innovation by 2020)
2) Balance the Core Business and New Growth Platforms, to defend/extend
the current franchise and to diversify the portfolio long-term
3) Develop Adjacencies as the first step in creating New Growth Platforms,
focusing on close-to-the-Core, risk-managed opportunities that leverage existing
assets and knowledge
4) Deploy Innovation Capabilities throughout the organization, to support both
Core and New Growth, in the areas of Cost, Process, Technology, Product and
Business Model Innovation(e.g. Lean Start-up, Design Thinking, etc.)
5) Create an Innovation Culture that can unlock creativity and entrepreneurship
InnoAction LLC Proprietary and Confidential
3
Innovation Portfolio Strategy
Sustaining Transformative Disruptive
Cost
Process
Product
Technology
Business
Model
70% for
established
companies
50% for high
growth
companies 20%
established,
30%
high growth
10%
established,
20%
high growth
Benchmark ratios for innovation investment: 70-20-10 for established companies, 50-30-20 for
high growth companies (e.g., technology sector, developing markets, etc.)
InnoAction LLC Proprietary and Confidential
Sustaining: incremental improvement
to existing products (“er” benefits;
better, easier, cheaper), line extensions
on same product dimensions (efficacy,
convenience, etc.)
• Ultra-concentrated laundry detergent
• Disposable battery-powered toothbrushes
• Universal remote controls for TV
• Form-fitting shoes
• Etc.
Transformative: re-frames
existing categories (order of
magnitude improvements and
fundamental changes to the
category)
• Digital cameras (no film)
• Drinkable yogurt (no spoon)
• Liquid bandages (invisible, no
adhesives)
• Home routers/networks (more
capacity, control)
• Google Apps (no software)
• Etc.
Disruptive: New-to-the-world
businesses with radically new offerings
that disrupt incumbents (there are
clear winners and losers, legacy
companies/brands decline sharply)
• Smart phones disrupt: mobile phone, PC,
music, gaming, and GPS industry (e.g.,
Apple wins, long list of losers includes
Nokia, Blackberry, Dell, EMI, Electronic Arts,
Garmin, et al.)
• Cloud-based storage disrupts hard drive
industry
• Online trading platforms disrupts financial
advisor networks
• Tablets disrupt video players, print media
• Etc.
Governance: Establish Decision Rights
“small i”
“Big I”
4
SBU
Responsibility
ILT
ResponsibilityManaging “small i” vs. “Big I”
Adjacencies, New Growth Platforms, Market Making
InnoAction LLC Proprietary and Confidential
Core SBU Innovation Disruptive Innovation
Type of Innovation Sustaining Transformative
Market Structure Existing Converging
Business Model Contract manufacturing Many alternatives
Customer Habits and preferences well known Doesn’t know what he/she might want
Technology Focused on existing industry methods Discovered in other domains
Competition Established players within industry Non-traditional entrants from different
domains
Partners Customers and suppliers Vast ecosystem, many potential partners
Investment Model Capital allocation based on predictable
cash flows
Futures and options
Success Ratio 3:1 9:1, like venture capital
Process Predictable stage gates Highly iterative, loop backs
Measurement Finite set of variables Large set of variables, highly
interdependent
Practitioner Profile Industry insider Entrepreneur, thinks outside the industry
Outcomes New product, cost or process
improvement
New growth platform, $1B +
Disruptive Innovation vs. Core Innovation
5

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Framework for Organization Corporate Innovation

  • 1. InnoAction LLC Proprietary and Confidential Where to Play How to Win Governance Capabilities Define the Innovation Mandate Build a Diversified Innovation Portfolio • Are we balancing risk and reward in a diversified portfolio of Core and New Growth initiatives? Sustaining Innovation • Cost, Process and Product Improvement Transformative Innovation • Adjacencies • New Growth Platforms Disruptive Innovation • Market Making Balance the Core Business vs. New Growth Platforms Engage Leadership to Drive Innovation Develop the Essential Capabilities for Innovation Innovation Mandate Innovation Operating Model • What is the specific contribution of innovation to delivering growth? • Do we have the different organizational, financial and performance models for innovation? • Separate teams for Transformative & Disruptive Innovation • Special funding model to plan and allocate investment in innovation • Dynamic measurement system balanced between learning and results • New IP Management Strategies • Is Leadership actively managing innovation? • Are there incentives to innovate and take risks, and disincentives not to? • Are there clear decision rights and accountabilities? • Are there regular Innovation Reviews? • Is the Innovation Portfolio continually rebalanced? • Are we strong in the following areas? • Superior Customer Insights • Internal Knowledge Sharing and Learning • External networks and ecosystems • Innovative new business models • Finding and acquiring new talent •Capital Efficient Innovation Methods (e.g. Lean)
  • 2. InnoAction LLC Proprietary and Confidential Establish Innovation Leadership Team (ILT) & Its Goals 1) Build the ILT, to provide Group-wide leadership and to drive the Innovation Mandate (e.g.50% net new growth from innovation by 2020) 2) Balance the Core Business and New Growth Platforms, to defend/extend the current franchise and to diversify the portfolio long-term 3) Develop Adjacencies as the first step in creating New Growth Platforms, focusing on close-to-the-Core, risk-managed opportunities that leverage existing assets and knowledge 4) Deploy Innovation Capabilities throughout the organization, to support both Core and New Growth, in the areas of Cost, Process, Technology, Product and Business Model Innovation(e.g. Lean Start-up, Design Thinking, etc.) 5) Create an Innovation Culture that can unlock creativity and entrepreneurship
  • 3. InnoAction LLC Proprietary and Confidential 3 Innovation Portfolio Strategy Sustaining Transformative Disruptive Cost Process Product Technology Business Model 70% for established companies 50% for high growth companies 20% established, 30% high growth 10% established, 20% high growth Benchmark ratios for innovation investment: 70-20-10 for established companies, 50-30-20 for high growth companies (e.g., technology sector, developing markets, etc.)
  • 4. InnoAction LLC Proprietary and Confidential Sustaining: incremental improvement to existing products (“er” benefits; better, easier, cheaper), line extensions on same product dimensions (efficacy, convenience, etc.) • Ultra-concentrated laundry detergent • Disposable battery-powered toothbrushes • Universal remote controls for TV • Form-fitting shoes • Etc. Transformative: re-frames existing categories (order of magnitude improvements and fundamental changes to the category) • Digital cameras (no film) • Drinkable yogurt (no spoon) • Liquid bandages (invisible, no adhesives) • Home routers/networks (more capacity, control) • Google Apps (no software) • Etc. Disruptive: New-to-the-world businesses with radically new offerings that disrupt incumbents (there are clear winners and losers, legacy companies/brands decline sharply) • Smart phones disrupt: mobile phone, PC, music, gaming, and GPS industry (e.g., Apple wins, long list of losers includes Nokia, Blackberry, Dell, EMI, Electronic Arts, Garmin, et al.) • Cloud-based storage disrupts hard drive industry • Online trading platforms disrupts financial advisor networks • Tablets disrupt video players, print media • Etc. Governance: Establish Decision Rights “small i” “Big I” 4 SBU Responsibility ILT ResponsibilityManaging “small i” vs. “Big I” Adjacencies, New Growth Platforms, Market Making
  • 5. InnoAction LLC Proprietary and Confidential Core SBU Innovation Disruptive Innovation Type of Innovation Sustaining Transformative Market Structure Existing Converging Business Model Contract manufacturing Many alternatives Customer Habits and preferences well known Doesn’t know what he/she might want Technology Focused on existing industry methods Discovered in other domains Competition Established players within industry Non-traditional entrants from different domains Partners Customers and suppliers Vast ecosystem, many potential partners Investment Model Capital allocation based on predictable cash flows Futures and options Success Ratio 3:1 9:1, like venture capital Process Predictable stage gates Highly iterative, loop backs Measurement Finite set of variables Large set of variables, highly interdependent Practitioner Profile Industry insider Entrepreneur, thinks outside the industry Outcomes New product, cost or process improvement New growth platform, $1B + Disruptive Innovation vs. Core Innovation 5