Improving your ecosystem

@danto_ma | @weareoutcome
Improving your ecosystem

Dan Toma
co-author of the award winning
book The Corporate Startup |
founding partner
weareoutcome.co 12 years
digital product ownership
experience | MBA | certified
lean startup coach

The (lean) startup expert for
big businesses.
“

Law of the minimum:
growth is dictated not by total
resources available, but by
the scarcest resource.

Top 50 most innovative companies of 2018
1. Alphabet (Google)
2. Amazon
3. Apple
4. Microsoft
5. Samsung
6. Netflix
7. IBM
8. Facebook
9. Tesla
10. Adidas
11. Boeing
12. BASF
13. T-Mobile
14. J&J
15. Dow DuPont
16. Siemens
17. Cisco Systems
18. LG
19. Vale
20. JP Morgan Chase
21. McDonalds
22. Marriott
23. Alibaba
24. Bayer
25. AT&T
26. Allianz
27. BMW
28. SAP
29. Philips
30. Royal Dutch Shell
31. Axa
32. Unilever
33. Salesforce
34. Pfizer
35. Strike
36. NTT Docomo
37. Toyota
38. Volkswagen
39. 3M
40. GM
41. Dell
42. Walmart
43. eBay
44. HP
45. ING
46. BP
47. Daimler
48. Huawei
49. Rio Tinto
50. Hilton
Source: BCG report

Top 20 R&D spenders of 2018
1. Amazon
2. Alphabet (Google)
3. Volkswagen
4. Samsung
5. Intel
6. Microsoft
7. Apple
8. Roche
9. J&J
10. Merck
11. Toyota
12. Novartis
13. Ford
14. Facebook
15. Pfizer
16. GM
17. Honda
18. Daimler
19. Sanofi
20. Siemens
Source: Statista report

Working innovation ecosystem
Innovation top position
16th
9th
10th
R&D expenditure top position
20th
>20th
>20th

Faulty innovation ecosystem
Innovation top position
38th
>20th
>20th
R&D expenditure top position
3rd
5th
12th

Innovation & invention
Invention
(Research & Development)
Innovation
(Experiment & Scale)
$ $ $ $ $ $

Understanding
ecosystem limitations
is becoming a
strategic imperative
for growth

Ecosystem elements
Innovation strategy
Innovation practice
Innovation management
Innovation culture

Ecosystem Maturity Levels
Novice ecosystem:
innovation as an ad-hoc
activity
Competent ecosystem:
Elements exist but don’t
work in sync
Expert ecosystem:
constantly able to
launch successful ideas
Leader ecosystem:
Embedded culture of
innovation

Case example: banking
Are we the fast snail in a snail race? We are one of the best banks in the
world but still believe we are missing something as we fail to be faster in
capitalizing on trends and launching new ideas.
➔ We think we need to improve our innovation practice further.

3.09
2.09 2.09
2.01 2.01 2.00 2.00 1.98 1.98 1.96 1.90
XXX
Us vs. the other industries

3.09
Insurance
1
Bank 1 Bank 2
Financial
Services
Bank 3
Pensio
ns
Insurance
2
Bank 4
Insurance
3
3.09
2.48
2.32 2.26
2.13
1.84 1.84
1.77 1.71
1.61
XXX
Us vs. competitors in the same industry

Insurance 1 Bank 1 Bank 2
Financial
Services
Bank 3 PensionsInsurance 2 Bank 4Insurance 3
Maturityscore
Strategy
Leadership
Management
Culture
Processes
XXX
Us vs. competitors in the same industry (by element)

1. STRATEGY
The company doesn't have an agreed upon definition for innovation.
Question: We have an organisation-wide definition of innovation.
Answer from employees: There are different definitions of innovation across the organisation.
2. CULTURE
Employees don’t know how they can contribute to the company’s innovation
efforts.
Question: Contributing to innovation is seen as part of everyone’s job.
Afrom employees: I'm not sure if everyone views contributing to innovation as part of their job.
3. PROCESSES
Employees are not entirely sure of the process used to bring ideas to the
market.
Question: We have a clearly defined innovation process.
Actual answer from employees: I have a basic understanding of our innovation process.
4. PROCESSES
There is low transparency when it comes to the process of developing ideas.
Question: We have a clear process for submitting and developing ideas.
Actual answer from employees: We can submit ideas but I don't know what happens to them.
Biggest blockers

Medium importance blockers
1. STRATEGY
There is low transparency when it comes to outcomes of the company’s
innovations.
Question: Innovation successes are regularly communicated across the organisation.
Actual answer from employees: Innovation successes are communicated but not regularly.
2. MANAGEMENT
The experience of innovation coaches is not properly communicated or is
not transparent enough.
Question: We have innovation coaches with a proven track-record in validating ideas to guide and support
innovation teams.
Actual answer from employees: I am not sure what experience our innovation coaches have.
3. CULTURE
Innovation is not high on employees agenda.
Question: We have an organisation-wide common language around innovation.
Actual answer from employees: Innovation is talked about but it's not part of a common language.

Actions as a result of ecosystem assessment
➔ Create a clear innovation strategy
➔ Clearly communicate the innovation strategy
➔ Improve the communication around the innovation
process
➔ Create training/information programs for
non-innovation-critical employees with respect to the
innovation process

Why measure maturity?
➔ Understand what to work on next
➔ Efficiently deploy your resources
towards the ecosystem really needs
➔ Create a benchmark
➔ Prove that investments give results

https://thinkers50.com/thinkers50-books/ecosystems-inc/

Upcoming research:
Does adaptability
translate to innovation
ecosystem maturity?
If you find the thesis
interesting drop us a line
and see how you can help
the research.

Contact Email: me@danto.ma
Website: danto.ma
thecorporatestartupbook.com
innovationaccountingbook.com
Twitter: @danto_ma
LinkedIN: linkedin.com/in/dantoma/

Improving your ecosystem

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