INNOVATOR MANAGEMENT

INNOVATOR / INTRAPRENEUR

management|consulting

Generates new and creative ideas for global innovations and solutions
• Takes the lead in creating new businesses and aligning resources and stakeholders
• Exploits change as a business opportunity
•

Preparation [alone / group of 3]

!

[MANDATORY]
Do Innovation Value Chain Assessment
Review Apple Design Thinking Case
Study
•
•

!

[OPTIONAL]
Review Article - The innovation value
Chain
Review Article - Reverse Engineering
Google’s Innovation Machine 
•

•

DAY 2

DAY 1
Intended Learnings
• Understanding Basic Innovation
Management Concepts
• Understanding and applying the
Innovation Value Chain of Your
company
• Identifying Innovation Best Practices of
Innovative Companies
Content
• What is innovation?
• Innovation in Emerging Countries
• Models of Innovation
• The Innovation Value Chain
• The role of the Entre/Intrapreneur
• Success factors of Innovative Firms

!

Exercises
• Is this Innovation?
• Matching Technologies and Social
Needs - Deﬁne your own innovative
idea.
• The Innovation Value Chain
• Characteristics of the Entrepreneur
• Case Study Review
•

!

Homework in Mentee Peer Group of 3
Review the innovation value chain of
your LoB
Review the innovation management of
your competitors Oracle,
Salesforce.com, Local Players
Read Recommended Books on
Innovation Management
•

•

Intended Learnings
Understanding challenges to
innovation and how to adress them
Understanding how to position and
lobby ideas within Your company
•

•

•

Suggested Mentor Assignments
Additional Case Studies
Discuss LoB Innovation
Jointly review the Innovation of your
competitors Oracle, Salesforce.com,
Local Players
Discuss success factors to drive ideas
through the innovation value chain at
your company
•
•
•

•

Content
Recap of Booster 1 Concepts
Presentation of Homework: 
- Innovation in my LoB
Obstacles to Innovation at Your
company
Best practice to drive Innovation at Your
company
Meet the Your company Entrepreneur

Exercises
• [to be deﬁned]


WHAT IS
INNOVATION ?

REVOLUTIONARY

THE iSHAVE



THE
H
E
A
D
BED


THE SUBWAY
BUNK SEAT
!
!
!
!

...always a seat in crowded
subways


Innovation =
theoretical conception
+
technical invention
+
commercial exploitation

iTunes APP Store


theoretical conception ?
!
!

technical invention ?
!
!

commercial exploitation ?

In Memory Computing


!

!


The iSHAVE


!
!

!
!



„Innovation is when
the customer uses it.”
Hasso Plattner


INNOVATION
IN EMERGING
COUNTRIES

Innovation in Emerging Markets remains mostly invisible

Visible Innovation!
New Product / Service Development!
Substantial Product Redesign!
!

Invisible Innovation!
Process Innovation!
Business Model Innovation!
Management Innovation!
Social Innovation!
Constraint-Based Innovation!
[…]

China’s Map of Innovation
Measured by Patents – by Kairos Future



MODELS OF
INNOVATION

The role of technologies and markets in Innovation

PRODUCT

Marketing

Manufacturing

TECHNOLOGY PUSH

R&D

IDEA

Latest Science !
and technology !
advances!
in society

Needs in !
society !
and the !
marketplace

MARKET PULL

Latest Science and technology advances in society

Source: Gartner, 2012.


Big Data
Cloud
Mobile

Source: Gartner, 2012.


CLOUD
COMPUTING

BIG DATA
The exponential growth in
data across all industries
requires new technologies for:

Cloud computing provides
“convenient on-demand 
network access to a shared  
pool of configurable computing
resources that can be quickly
provisioned and released with minimal
management effort or service provider
interaction.”1 The various subsets of
could computing as SaaS, PaaS, Iaas
or more generic XaaS provide cost
effective and high available computing
resources with near to unlimited
scalability.

!
•

Data Sourcing
and Storage
• Data Integration and
Transformation
• Data Analysis and
to generate new insights and opportunities.

Classification

!

MOBILE COMPUTING
The increasing penetration of connected mobile phones and tablet computers
allows new context based services as e.g. location based services, augmented
reality and rapid data collection e.g. for traffic analysis. Always on mobile devices
allow quick communication and collaboration. By 2013, more than 15 billion
devices will be connected to the Internet using a mobile device.

Needs in society and the marketplace


New Mega Trends
Macro to Micro Opportunities on
Future Business, Cultures and Personal
Lives

Sarwant Singh

Source: http://www.slideshare.net/LillyFrost/the-new-mega-trends-sarwant-singh-frost-sullivan-13527392

Needs in society and the marketplace (1/2)

URBANISATION

SMART = THE NEW GREEN

Mega Cities

Mega
Regions

Mega
Corridor

Mega Slums
BEYOND BRIC

SOCIAL TRENDS

The Next Game Changers in 2025
Surge in
Asian Work
Pool

Russia
$6,189
Billion

Geo

Turkey

Gen Y

Socialization

Poland

Middle
Bulge

Generational
Political Shift

$1,167
Billion

$2,601
Billion

$687
Billion

$2,212
Billion

Brazil

Egypt

Mexico

“Sheconomy”
Ageing
Population

Reverse
Brain Drain

$6,235
Billion

$803
Billion

$4,816
Billion

Next Game Changers
Note : The figure denotes GDP at market
prices. Forecasts have been made based
on Real GDP growth rates

$654
Billion

Argentina

$709
Billion

South Africa

Indonesia

China

Thailand

India

$5,467
Billion

BRIC Nations

$38,526
Billion

$323
Billion

Vietnam
$483
Billion

Philippines

Needs in society and the marketplace (2/2)

NEW BUSINESS MODELS / VALUE FOR MANY
+

Free

=

Future of WELLNESS & WELLBEING
HEALTH,Health, Wellness and Wellbeing

Premium

Freemium

“Value for Many”

Will Replace

“Value for Money”

INNOVATE TO ZERO

Snapshot of a “Zero Concept” World in 2020

CONNECTIVITY & CONVERGENCE
The will Game Convergence of Products,
Connectivity NextLead toChangers in 2025
Technologies and Industries
Technology Convergence

Russia
Industry Convergence
Product Convergence

Zero Defects
and Zero
Faults

Carbon Neutral
Cities

Unmanned Aerial Vehicle
Vehicle to vehicle

V2H

Zero Waste/
Emissions

V2I

Zero Emails

Complete
Recyclability from
Households (Cradle
to Cradle Concept)

UAV
$6,189
Billion
V2V

Carbon Neutral
Factories and
Retail Stores

Turkey
Poland

Zero
Corporate
Debts

Zero
Emissions
from Cars

$2,601
Billion

$687
Billion

$2,212
Billion

Zero
Breaches of
Security

$1,167
Billion

Brazil

Egypt

Mexico

$6,235
Billion

$803
Billion

Zero Crime
Rates

Note : The figure denotes GDP at market
prices. Forecasts have been made based
on Real GDP growth rates

$654
Billion

$4,816
Billion

Argentina

$709
Billion

South Africa

Indonesia

China

Thailand

India

$5,467
Billion

BRIC Nations

$38,526
Billion

Next Game Changers
Zero
Accidents

Vehicle to Home
Vehicle to Infrastructure

$323
Billion

Vietnam
$483
Billion

Philippines

IDEA

Matching technologies and social needs


Now it’s your turn: Match a technological trend with a
current or future need of society to develop an idea for
an innovative product or service.

Latest Science !
and technology !
advances in
society

IDEA

Needs in
society !
and the
marketplace

Critical factors for innovation success
Firm-related factors!
• Organizational

Product-related factors!

heritage!

• Experience!

• Relative

Price!
• Relative Quality!
• Uniqueness!
• Technological advanced

• R&D Team!
• Strategy

towards innovation!
• Organizational structure!
• R&D intensity

Technological!
viability

Project-related factors!
• Complementarity!
• Management


Style!
• Top Management Support

Successful
marketable
product

Commercial
viability

Market-related factors!
• Concentration

of target

markets!
• Timing of market entry!
• Competitive pressure!
• Marketing
Source: van der Panne et. al (2003)


INNOVATION
VALUE CHAIN

FROM IDEA TO CASH - THE INNOVATION FUNNEL


IDEA
IDEA

IDEA

IDEA

IDEA IDEA

IDEA

IDEA

IDEA

CA$H

... IS ACTUALLY MORE LIKE A NARROWING CAVE

IDEA

IDEA

IDEA

IDEA

IDEA

IDEAIDEA

IDEA

IDEA

IDEA

IDEA

IDEA

CA$H


„The fact is coming up with an idea is what is
the least important part of creating
something great. The execution and the
delivery are what’s key.”
Sergey Brin

"People think focus means saying yes
to the thing you've got to focus on. But
that's not what it means at all. It
means saying no to the hundred other
good ideas that there are. You have to
pick carefully. I'm actually as proud of
the things we haven't done as the
things I have done. Innovation is
saying no to 1,000 things.”


Steve Jobs

The Innovation Value Chain
IDEA GENERATION
IN-HOUSE

!

CROSS
POLLINATION

Creation  
within a unit

Collaboration!
across units

 

 


DIFFUSION

CONVERSION

EXTERNAL

SELECTION

DEVELOPMENT !

SPREAD

 
Collaboration with
units outside of firm

 

 

 

!

!

Screening and  
initial funding

!

Movement from idea
to first result

!

Dissemination !
across the
organization

KEY QUESTIONS
Do people in our unit
create good ideas on
their own?

KEY
PERFORMANCE
INDICATORS

Number of highquality ideas
generated with a unit

Do we create good
ideas by working
across the company?

generated across
units.

Do we source
enough good ideas
from outside the
firm?

generated from
outside of the firm

Are we good at
screening and funding
new ideas?

Are we good at
turning ideas into
viable products,
businesses and best
practices?

Percentage of all
Percentage of funded
ideas generated that
ideas that lead to
end-up being selected revenues, number of
and funded
months to first sales

Are we good at
diffusing developed
ideas across the
company?

Percentage of
penetration in
desired markets,
channels, customer
groups. Number of
months to full
diffusion.

Source: Hansen, M. T. & Birkinshaw, J. (2007). The innovation value chain. Harvard Business Review, 85(6), 121

SURVEY RESULTS: INNOVATION VALUE CHAIN @ Your
company
IN-HOUSE
 

Creation  
within a unit

CROSS
POLLINATION
Collaboration!
across units

DIFFUSION

CONVERSION

IDEA GENERATION


EXTERNAL

SELECTION

DEVELOPMENT !

SPREAD

Collaboration with
units outside of firm

Screening and  
initial funding

Movement from idea
to first result

Dissemination !
across the
organization

!

 

!

!

9
8
7
6
5
4
3
2
1
0

The culture in People in our
Few of our
our team/LoB team/LoB at
innovation
at Your
Your company
projects
company
come up with involve team
makes it hard very few ideas members from
for people to
on their own.
different
put forward
teams/LoBs or
novel ideas.
locations.

The people in
Few good
People in our
our team/LoB ideas for new
team/LoB at
at Your
products and Your company
company
businesses in often exhibit a
typically don't our team/LoB "not invented
collaborate on
at Your
here" attitude
projects
company
- ideas from
across units,
come from
outside aren't
businesses or
outside the
considered as
locations.
company.
valuable as
those invented
within.

We have tough We don't take New-product Our managers We are slow to
rules for
risk to invest
development
have a hard
roll out new
investment in in new ideas in projects often
time to
products and
new projects our team/LoB don't finish on
developing
businesses in
at Your
at Your
time in our
new
our team/LoB
company - it's
company.
team/LoB at businesses at
at Your
often too hard
Your company. Your company.
company.
to get ideas
funded.

(n=14)

Competitors
quickly copy
our product
introductions
and often
make fast
product
launches in
other
countries.

We don't use
all possible
channels,
customer
groups and
regions to
launch new
products and
services.


INNOVATION

DISRUPTIVE INNOVATIONS

Product Performance

Performance
demanded at the high
end of the market

Disruptive
technological
innovation


su

to
ue logies
sd
res chno
g
Pro ing te
in
sta

o
es
et
du ologi
s
n
res
og tech
Pr ing
ain
ust
s

Time

Performance
demanded at the low
end of the market

WE LIVE IN A DISRUPTIVE WORLD



ENTRE
PRENEUR
INTRA

What is an Entre- / Intrapreneur


͝
entrepreneur |ˌäntr"pr"ˈnoor, -ˈn"r|
a person who organizes and operates a
business or businesses, taking on greater than
normal ﬁnancial risks in order to do so.

Characteristics of an Entre- / Intrapreneur


What do you think are
important characteristics of
successful entrepreneurs?

???
???

???

??
??

Characteristics of an Entre- / Intrapreneur

Conﬁdent
Lead

ing b

y Exa

Grate
fu


Optimistic

Ownership
Sense of

mple

l

Strong Communicator

Dedicated

- Oriented
earning System
ssion for L
Pa

Team Player

Sociable


„If you have not made mistakes frequently,
then you haven’t challenged yourself enough”
Ferdinand Porsche

“The real measure of success is the number
of experiments that can be crowded into
twenty-four hours.”„
!

Genius is one percent inspiration, ninety
nine percent perspiration”
Thomas Alva Edison

“I do not think there is any thrill that can go
through the human heart like that felt by the
inventor as he sees some creation of the brain
unfolding to success . . . Such emotions make
a man forget food, sleep, friends, love,
everything.”
Nicola Tesla


“I do not think you can name many great
inventions that have been made by married
men.”


COMPETING
ON
INNOVATION

...A Truly Innovative Company


CASE STUDY DISCUSSION - APPLE DST


Why has Apple been so successful? What do you
attribute it to?  
Is there as systematic “approach” to innovation at Apple?
If yes, how would you characterize it? Can it be imitated?
If no, why not?  
Imagine that Apple’s management is running your
organization—or the last organization that you have
worked for. What would that be like? What would
change? What obstacles would be encountered? What
would it be like to work there?

Key differentiators of Apple
Strategy
• Business

build around a great user experience
• Ecosystem of technologies, products, and services
• Limited openness (e.g., App stores); 
controlled experimentation
• Focus on consumers, not businesses
• Platform strategy


Innovation
• Beautiful

design
• Innovative products and services
• Bold business experimentation
• Customer involvement Simplicity

Leadership
• Push

people to create
• insanely great products
• Demand excellence, management
presents products
• Emphasize simplicity everywhere
(remove features)
• Boldness, go against conventional
wisdom
• Visionary

Execution
• Reuse

between products and software
• Flawless product launches
• High quality of hardware and software
• Ability to manage complex supply chain
• Perfect product launch

The most innovative companies 2012


* The Innovation Premium is a measure of
how much investors have bid up the stock
price of a company above the value of its
existing business based on expectations of
future innovative results (new products,
services and markets) . Members of the list
must have $10 billion in market
capitalization, spend at least 1% of their
asset base on R&D and have seven years
of public data

Source: http://www.forbes.com/special-features/innovative-companies-list.html

OPTIONAL CASE STUDY DISCUSSION - GOOGLE


PROVIDE A SHORT SUMMARIZATION OF THE
CASE STUDY “INNOVATION AT GOOGLE”.
!

WHAT DO YOU THINK ARE CRITICAL ELEMENTS
OF INNOVATION AT GOOGLE?
!

WHY DOES GOOGLE IS CONSIDERED AS ONE
OF THE MOST INNOVATIVE COMPANIES IN THE
WORLD?
!

HOW DOES Your company MATCH UP TO THIS
CASE STUDY.

Myth 1: Free time innovation - Googles 20%


“Could it be worth it? Will the investment pay off in the long run?!
Unfortunately, it probably won't. To see why, you have to recognize that
innovation is a two-part adventure. First, you have to come up with a
great idea. Second, you have to execute it. My co-author Vijay
Govindarajan and I refer to that second step as the other side of
innovation because it is often underappreciated or even completely
overlooked.!
The problem with the 20 percent policy is that it's likely to generate a
great deal of activity on the idea side of innovation and very little on the
execution side — the other side. Think about it. Just how much can one
person accomplish with 20 percent of their time? They might be able to
complete some very small projects, but if we're talking about anything
signiﬁcant — a new product, a new service, or a brand new businesses
— then 20 percent of one person's time is just not much to work with.!
Even if a few people come together organically to tackle the same
challenge with a "group 20 percent," resources are still slim. Perhaps it's
enough to articulate a great idea. Perhaps it's possible to even complete
some research that supports the idea's viability. But what of the rest of
the journey? The other side of innovation is out of reach.!
The hidden risk in the 20 percent policy is that you end up generating a
mountain of great ideas on paper that never become anything more
than a mountain of great ideas on paper.”

http://blogs.hbr.org/cs/2010/08/free_time_innovation.html

Myth 2: Perpetual Beta


Perpetual beta is the keeping of software or a
system at the beta development stage for an
extended or indeﬁnite period of time. It is often
used by developers when they continue to
release new features that might not be fully
tested. !
!

Perpetual beta software is not recommended
for mission critical machines. However, many
operational systems ﬁnd this to be a much more
rapid and agile approach to development,
staging, and deployment.

Source: http://en.wikipedia.org/wiki/Perpetual_beta

Myth 3: Brain Teasers find the best candidates


How many Golfballs fit in one school bus?
If you had to clean all windows in Shanghai, how much
would you charge?
Design a disaster plan for Shanghai
How many piano tuners are there in the world?
"We found that brainteasers are a complete waste of time," Laszlo Bock,
senior vice president of people operations at Google, told the New York
Times. "They don't predict anything. They serve primarily to make the
interviewer feel smart."
http://www.theatlantic.com/business/archive/2013/06/google-finally-admits-that-its-infamous-brainteasers-were-completely-useless-for-hiring/277053/

Recap: What did we learn today?


What is innovation?

Innovation in Emerging Countries

Models of Innovation

The Innovation Value Chain

The role of the Entre/Intrapreneur

Success factors of Innovative Firms

Homework/Mentor Assignments until Booster 2


Homework in Mentee Peer Group of 3
Case Studies (e.g. Google case study)

Conduct a detailed assessment of the innovation value
chain in your LoB with examples of successful  
idea->ca$h and unsuccessful idea -> ca$h
Suggested Mentor Assignments
Case Studies (e.g. Google case study)

Review internal / external innovation of of your LoB

Review the innovation strategies of your competitors
Oracle, Salesforce.com, Local Players

QUESTIONS & ANSWERS


DR. MARKUS ALSLEBEN

Alsleben Ltd. (HK)

Management Consulting
+852 63408158

Front Side: 2c Black/RED embossed print
Card Paper 1077

INNOVATOR MANAGEMENT

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