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Organizing for Innovation - Agile2015

Innovation, innovation, innovation. It's all you hear in meetings and all you read about in business books and magazines. The confusing aspect behind all of the innovation hype is that we rarely put thought behind how we design environments for which innovation can emerge. I've found that rarely does meaningful innovation occur when people are directly incentivized or tasked with doing so.

The best you can do as a leader, is empower your people and design an environment where innovation can emerge. In this talk, David J Bland will present real world examples of how corporations are organizing, measuring and leading through disruptive innovations to create their next generation of passionate customers. You'll leave this session with actionable advice on how you, as a leader, can effectively design for innovation to emerge within your company.

Learning Outcomes:
Actionable tools for designing an innovation strategy (4 actions framework)
A model for incremental funding (internal vc + horizon planning)
Working agreements and measures for progress (lean startup + innovation accounting)

Organizing for Innovation - Agile2015

  1. 1. Organizing for Innovation David J Bland Thursday, August 6, 2015 @davidjbland
  2. 2. @davidjbland David J Bland Principal Advisor Neo San Francisco
  3. 3. @davidjbland
  4. 4. @davidjbland
  5. 5. @davidjbland
  6. 6. Product Death Cycle @davidjbland
  7. 7. @davidjbland http://andrewchen.co/this-is-the-product-death-cycle-why-it-happens-and-how-to-break-out-of-it/
  8. 8. @davidjbland http://thefifthwave.files.wordpress.com/2013/02/sp-index-lifespan.jpg
  9. 9. Lean Startup from Eric Ries @davidjbland
  10. 10. Lean Startup from Eric Ries @davidjbland start here
  11. 11. @davidjbland
  12. 12. @davidjbland
  13. 13. @davidjbland
  14. 14. @davidjbland
  15. 15. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424
  16. 16. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424
  17. 17. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424
  18. 18. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424
  19. 19. @davidjbland David J Bland Principal Advisor Neo San Francisco
  20. 20. @davidjbland http://dealbook.nytimes.com/2011/02/24/blockbusters-fall-and-netflixs-rise-in-pictures/?_r=0
  21. 21. @davidjbland
  22. 22. Retention @davidjbland
  23. 23. Retention @davidjbland Satisfaction
  24. 24. @davidjbland Reduce Eliminate Create Raise Adapted from https://www.blueoceanstrategy.com/ New Value Curve
  25. 25. @davidjbland Reduce Eliminate Create Raise Adapted from https://www.blueoceanstrategy.com/ Selection Convenience Personalization Social Sharing Customer Help Rental Cost Physical Stores Late Fees
  26. 26. @davidjbland Adapted from https://www.blueoceanstrategy.com/ As a team, pick a high retention + low satisfaction opportunity and sketch out your strategy.
  27. 27. @davidjbland value time Horizon 1 Core, ROI, Sustaining Innovation
  28. 28. @davidjbland value time Horizon 1 Core, ROI, Sustaining Innovation Horizon 2 Adolescent, New Business
  29. 29. @davidjbland value time Horizon 1 Core, ROI, Sustaining Innovation Horizon 2 Adolescent, New Business Horizon 3 Disruptive Innovation
  30. 30. @davidjbland value time Horizon 1
  31. 31. @davidjbland http://www.bloombergview.com/articles/2015-01-21/netflix-and-dvds-still-together
  32. 32. @davidjbland value time Horizon 1 Horizon 2
  33. 33. @davidjbland http://www.statista.com/chart/2562/2014-emmy-nominations-by-network/
  34. 34. @davidjbland value time Horizon 1 Horizon 2 Horizon 3
  35. 35. @davidjbland https://jobs.netflix.com/category/11/jobs Open positions at Netflix Quantitative Qualitative &
  36. 36. The Lean Startup @davidjbland Innovation Accounting A term Eric Ries described in his book, The Lean Startup: To improve entrepreneurial outcomes, and to hold entrepreneurs accountable, we need to focus on the boring stuff: how to measure progress, how to setup milestones, how to prioritize work.
  37. 37. @davidjbland Adapted from Scaling Lean by Ash Maurya
  38. 38. @davidjbland Adapted from Scaling Lean by Ash Maurya
  39. 39. @davidjbland Adapted from Scaling Lean by Ash Maurya
  40. 40. @davidjbland Adapted from Scaling Lean by Ash Maurya
  41. 41. @davidjbland Adapted from Scaling Lean by Ash Maurya
  42. 42. @davidjbland Adapted from Scaling Lean by Ash Maurya
  43. 43. @davidjbland Adapted from Scaling Lean by Ash Maurya
  44. 44. @davidjbland Adapted from Scaling Lean by Ash Maurya As a team, identify which metric is the riskiest assumption.
  45. 45. @davidjbland Holding Accountable Giving an Account
  46. 46. Corporations don’t lack ideas, instead they have trouble deciding which ones to invest in. @davidjbland
  47. 47. @davidjbland
  48. 48. @davidjbland
  49. 49. @davidjbland
  50. 50. @davidjbland
  51. 51. @davidjbland
  52. 52. @davidjbland The New Yorker
  53. 53. @davidjbland The New Yorker
  54. 54. @davidjbland Pivots Customer
  55. 55. @davidjbland Pivots Customer Problem
  56. 56. @davidjbland Pivots Customer Problem Solution
  57. 57. @davidjbland Recap
  58. 58. @davidjbland What is organizing for innovation?
  59. 59. @davidjbland What is organizing for innovation?Using actionable strategy tools that not only define what you’ll do, but what you won’t do.
  60. 60. @davidjbland What is organizing for innovation?Using actionable strategy tools that not only define what you’ll do, but what you won’t do. Empowering teams to give an account with leading indicators (i.e. traction metrics).
  61. 61. @davidjbland What is organizing for innovation?Using actionable strategy tools that not only define what you’ll do, but what you won’t do. Empowering teams to give an account with leading indicators (i.e. traction metrics). Creating urgency and expectations with incremental funding on Horizon 3.
  62. 62. @davidjbland Q&A
  63. 63. @davidjbland david@neo.com

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