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)

1. Organizing for Innovation
David J Bland
Thursday, August 6, 2015
@davidjbland

2. @davidjbland
David J Bland
Principal Advisor
Neo San Francisco

3. @davidjbland

4. @davidjbland

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6. Product
Death
Cycle
@davidjbland

7. @davidjbland http://andrewchen.co/this-is-the-product-death-cycle-why-it-happens-and-how-to-break-out-of-it/

8. @davidjbland http://thefifthwave.files.wordpress.com/2013/02/sp-index-lifespan.jpg

9. Lean Startup from Eric Ries
@davidjbland

10. Lean Startup from Eric Ries
@davidjbland
start
here

11. @davidjbland

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15. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424

16. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424

17. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424

18. @davidjbland https://medium.com/neo-innovation-ideas/spruce-the-corporate-minimum-viable-product-fc251dc1a424

19. @davidjbland
David J Bland
Principal Advisor
Neo San Francisco

20. @davidjbland http://dealbook.nytimes.com/2011/02/24/blockbusters-fall-and-netflixs-rise-in-pictures/?_r=0

21. @davidjbland

22. Retention
@davidjbland

23. Retention
@davidjbland
Satisfaction

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Reduce
Eliminate Create
Raise
Adapted from https://www.blueoceanstrategy.com/
New Value
Curve

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. @davidjbland
Adapted from https://www.blueoceanstrategy.com/
As a team, pick a high retention + low
satisfaction opportunity and sketch out
your strategy.

27. @davidjbland
value
time
Horizon 1
Core, ROI, Sustaining Innovation

28. @davidjbland
value
time
Horizon 1
Core, ROI, Sustaining Innovation
Horizon 2
Adolescent, New Business

29. @davidjbland
value
time
Horizon 1
Core, ROI, Sustaining Innovation
Horizon 2
Adolescent, New Business
Horizon 3
Disruptive Innovation

30. @davidjbland
value
time
Horizon 1

31. @davidjbland http://www.bloombergview.com/articles/2015-01-21/netflix-and-dvds-still-together

32. @davidjbland
value
time
Horizon 1
Horizon 2

33. @davidjbland http://www.statista.com/chart/2562/2014-emmy-nominations-by-network/

34. @davidjbland
value
time
Horizon 1
Horizon 2
Horizon 3

35. @davidjbland https://jobs.netflix.com/category/11/jobs
Open positions at Netflix
Quantitative
Qualitative
&

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. @davidjbland Adapted from Scaling Lean by Ash Maurya

38. @davidjbland Adapted from Scaling Lean by Ash Maurya

39. @davidjbland Adapted from Scaling Lean by Ash Maurya

40. @davidjbland Adapted from Scaling Lean by Ash Maurya

41. @davidjbland Adapted from Scaling Lean by Ash Maurya

42. @davidjbland Adapted from Scaling Lean by Ash Maurya

43. @davidjbland Adapted from Scaling Lean by Ash Maurya

44. @davidjbland Adapted from Scaling Lean by Ash Maurya
As a team, identify which metric is the
riskiest assumption.

45. @davidjbland
Holding Accountable
Giving an Account

46. Corporations don’t lack
ideas, instead they have
trouble deciding which
ones to invest in.
@davidjbland

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52. @davidjbland The New Yorker

53. @davidjbland The New Yorker

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Pivots
Customer

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Pivots
Customer
Problem

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Pivots
Customer
Problem
Solution

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Recap

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What is organizing for
innovation?

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. @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. @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. @davidjbland
Q&A

63. @davidjbland
david@neo.com