Presentation by Victor Gbenga Afolabi

2. LEARNING
PURPOSE
Deliver
Professional
Knowledge
- Data School
- Product School
Supporting Businesses Leveraging
Innovation & Technology
in solving poverty and its symptoms in Africa
PURPOSE
ACCELERATING AND
COMMERCIALIZING INNOVATION
RESEARCH
&
SUSTAINABILITY
Drive
social-impact
products
addressing SDGs
ACCELERATION
Commercialize
& scale
high-impact
businesses
Accelerate
idea-to-
commercialization
curve
Support
initiatives that
enable govt
deliver services
to citizens
DIGITAL
PRODUCT
INCUBATION
CIVIC TECH
info@ekoinnovationhub.com

3. LET’S
EXPLORE

4. OIL PRICE
COVID-19
EXCHANGE RATE
INFLATION
INSTABILITY
UNEMPLOYMENT
THE WORLD
CURRENTLY
OPERATE
IN A VUCA
ENVIRONMENT

5. THE SITUATION IS
EVEN WORSE IN
NIGERIA…
OIL PRICE COVID-19
EXCHANGE RATE INFLATION INSTABILITY
UNEMPLOYMENT
POOR INFRASTRUCTURE
CORRUPTION INSECURITY POLITICAL TENSIONS
CIVIL UNREST
EASE OF DOING BUSINESS
INSURGFENCY
VUCA DEMANDS THAT YOU AVOID TRADITIONAL,
OUTDATED APPROACHES TO DOING THINGS DUE
TO THE TURBULENT ENVIRONMENT.

6. THERE’S NO ANY
BETTER TIME TO
INNOVATE THAN
NOW!

7. HOWEVER TO WIN IN THE
FUTURE, WE NEED A SOLID
STRATEGY
▪ Strategy is innovation
▪ Strategy is leadership in the future
▪ Innovation is adapting to change
▪ We need to challenge old ways of doing things
▪ We must change strategy conversation and executional metrics
WHY?
THE FUTURE IS NOT LINEAR, SO YOU CAN’T
PREPARE FOR IT WITH A SINGLE PLAN

8. OPERATIONAL
DYNAMIC
TWO CORE COMPETENCIES
ARE NEEDED TO SURVIVE IN
TODAY’S WORLD,
CAPABILITY
CAPABILITY

9. OPERATIONAL
CAPABILITY OPERATIONAL CAPABILITY (OC) INVOLVES DAY-TO-
DAY LOGICAL DETAILS TO SURVIVE THE IMMEDIATE.
OPERATIONAL CAPABILITY IS CRITICAL HOWEVER
FOR SHORT TERM RELEVANCE.
OPERATIONAL
CAPABILITY
WILL PRODUCE
PROFIT FOR
TODAY IN ORDER
TO CREATE
TOMORROW.
A SUCCSSEFUL
BUSINESS OR
ENTREPRENEUR IS
THE ONE THAT CAN
GIVE CASH FLOW
FOR TODAY.

10. DYNAMIC
CAPABILITY THIS IS THE
MINDSET
NEEDED TO
CURATE THE
FUTURE.
IT IS HIGHLY
CRITICAL FOR
FUTURE’S
RELEVANCE.
To succeed as a leader, you can’t only focus
on fixing the performance gap, you must also
focus on the opportunity gap, and that’s where
Dynamic Capability comes in.

11. FRAMEWORK FOR
DYNAMIC CAPABILITY.
innovate

12. CREATE A DUMP
Idea is a commodity, and to survive these
turbulence times, ideation is a must. This
process starts from creating an Idea dump
where you deposit all kind of ideas.
KNOW WHAT WORKS FOR YOU
Know what triggers your ideation process,
determine the environment your ideation
thrives, embrace systems and people that
think about the future.
CREATE A FEEDBACK SYSTEM
Build into your structure a system that gives
you feedback; and that feedback loop must
be very strong.
LEVERAGE CORE TOOLS
The two critical tools for ideation are
FUTURE CASTING or SCENARIO PLANNING.

13. CRITICAL TOOL FOR IDEATION
FUTURE
CASTING/
SCENERIO
PLANNING.
This is a well-established
approach used to model the
future and to help organizations
make strategic decisions
needed to capture value and
drive future innovation.

14. THE FIRST STEP IN FUTURE CASTING IS RESEARCHING AND EVALUATING
HOW THE WORLD MAY CHANGE, IDENTIFYING TRENDS, AND WHAT NEW
PRODUCTS AND SERVICES MAY BE NEEDED AS A RESULT.
IT CAN BE DESCRIBED AS A ‘DISRUPTION SIMULATOR’.
For example we might imagine that AI will one day control all traffic,
then the question is how do we bring it to life before the future comes?
HOW DOES FUTURE-CASTING WORKS?

15. ‘FROG’ FRAMEWORK TO FUTURE-CASTING

16. ▪ Invent and Prototype.
▪ Change or disrupt a model.
▪ Create a new narrative.
▪ Formulate hypothesis on non linear shifts
▪ Create intent statement
▪ Intent statement is directional, and must
be visual, clear and gives big picture.
THE PROCESS OF
CREATION INVOLVES
DESIGN-THINKING

17. INNOVATE
INNOVATION IS
COMMERCIALIZATION
OF INVENTION;
BUSINESS MODEL INNOVATION IS KEY FOR
STRATEGY, AND THIS IS DIFFERENT FROM NEW
PRODUCT INTRODUCTION OR TECH INNOVATION
IF YOU DON’T INNOVATE NOW IT
HURTS YOU IN THE FUTURE, [IT’S LIKE
EXERCISING TODAY FOR TOMORROW]
LEARN TO COMMERCIALIZE YOUR
CREATION AND INNOVATE YOUR
WAY OUT OF VUCA
A LOGICAL FOLLOW-UP TO IDEATION & CREATION

18. NOW THAT YOU HAVE
IDEATED, CREATED &
INNOVATED, HOW
WOULD YOUR
BUSINESS SURVIVE?

19. The VRIO framework
uncovers “sustained
competitive advantage.”
VRIO is an acronym for a
four-question framework of
value, rarity, imitability, and
organization.
These four components are
typically approached in the
style of a decision tree:
Value. Rarity. Imitability.
Organization.
THE VRIO MODEL

20. TESTING YOUR INNOVATION
ON VRIO MODEL

21. IT