In this slide deck we show the basic overview of our methodology "Innovation Lab Canvas" which has been developed by mantro to design and evaluate innovation initiatives in corporates like Labs, Digital Hubs, Accelerator Programs, Incubator Programs, etc. The method and the canvas are published under the Commons License and are to be reused by the world.

1. Innovation Lab Canvas
mantro GmbH | Feb 2017

2. the innovation lab canvas helps to build successful innovation labs.

3. the innovation lab canvas :
• focuses your ideas
• checks the match between between mission, agenda, organization and available
resources
• process and investment / financing model

4. Cost Structure Success KPIs
Value PropositionKey Partners Key Services
Output Product Maturity
Ideation Validation Incubation Product Nurture Scale
Key Resources
Channels Cultural Impact
Innovation SourcesSupervising Business Unit
Sponsor

5. corporate innovation is our hometurf.

6. Conventional corporate innovation is limited
Corporate structures and resources are optimized to develop new technologies and better
products. Though, they are limited when it comes to create completely new and disrupting
products and business models.

7. You can’t compete with startups!
Many corporations try to adopt startup techniques – even though a corporate environment is
not optimal for disruptive ideas to flourish.

8. Buying startups or building the next
corporate incubator often fails.
1. Incompatibility of company structures and processes.
2. Lack of start-up mentality and hands-on mind set.
3. Missing of failing culture.
4. Digital Transformation just a word but not lived in the company.

9. Innovation Lab Canvas as a Workshop Tool
The Innovation Lab Canvas has been created to assist in the process of designing and
setting up a new corporate innovation lab.
We identify the objective, the resources, the market, the financials and the ownership of the
lab as the most important parameters for a successful creation of new innovation initiatives.
Our canvas is best used as a tool to structure a workshop together with the most important
stakeholders.
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10. Cost Structure Success KPIs
Value PropositionKey Partners Key Services
Output Product Maturity
Ideation Validation Incubation Product Nurture Scale
Key Resources
Channels Cultural Impact
Innovation SourcesSupervising Business Unit
Sponsor
1
What (measurable) value does the lab create
for the organization?
2
What maturity level do products and business
models in this lab achieve?
3
Which services
are provided by
the lab to its
participants to
achieve the
target maturity
level?
5
Which (external)
partners are
assisting the lab
to achieve the
target maturity
level?
What
competences are
provided
externally?
8
What cultural
impact does the
lab (want to)
have? How is this
cultural impact
measured and
sustained?
6
Through which
channels are
potential
participants
addressed by the
lab?
11 Which business unit does the lab belong to?
4
Which (internal)
resources are
working in the lab
to achieve the
target maturity
level?
7
What kind of
people or teams
are the target
participant group
of the lab?
Internal teams, external teams,
single persons, etc.
10
What is the cost structure of the lab? For what does the lab spend how much
money?
Total budget, media spendings, trainer spendings, external costs, room costs, etc.
9
Which KPIs define the success of the lab? How are they measured? What is
the current value of the KPI?
Amount of teams/topics, amount of prototypes, amount of batches, etc.
12
Which person is the sponsor for the lab? Who
does provide the budget for the lab?

11. Objective of the Innovation Lab
What kind of value is generated by the Innovation Lab?
ValuePropositionOutputProductMaturity
Which (measurable) value does the lab provide for the organization? This section describe
the reason why the innovation lab is implemented. Is the lab supposed to develop new
innovative technologies that broaden the focus of the organization? Is the objective to
develop new products that generate new streams of revenue? It is important for a lab to
have these clear objectives to focus on the delivery of this value.
What maturity level do products and business models achieve in this lab? This section
describes the maturity of the innovation that is developed within the lab. There are five
stages within innovation development. Ideation, Validation, Incubation, Nurture and
Scaling. All these stages are vital to the success of a product. Though it can make sense
to leave parts of this process uncovered by the innovation lab when other entities in the
organization are more suitable to do the job.

12. Resources of the Innovation Lab
How is the value generated?
KeyServicesKeyResources
Which services are provided for the lab’s participants to achieve the aspired maturity level?
In this section, it is described how exactly the innovation lab supports its participants.
Types of service can include monetary support, technological know-how, market
experience, methodological guidance through the process of innovation and the provision
of infrastructure.
Which (internal) resources are provided by the lab to achieve the target maturity level?
What competences are provided internally? Key resources are one of two streams that are
needed to realize the key services described above. Different types of resources can be
budget but also a team of entrepreneurs in residence, researchers, engineers, market
experts or experienced product managers of already successful innovative products.
KeyPartners
Which (external) partners are assisting the lab to achieve the target maturity level? What
competences are provided externally? Partners are the second source to fulfil services in
the innovation lab. These partners can be agencies (such as design or software
development agencies), mentors, customer experience experts and successful
entrepreneurs as operational consultants.

13. Market reach of the Innovation Lab
Who is creating the value in the lab?
ChannelsInnovationSources
Through which channels does the lab reach potential participants? Every lab is only as
good as it participants, so it has to work hard to find the right people. What are the
communication channels, how does the lab get in contact with potential participants and in
which region does the lab search for participants.
What kind of people or teams are the target participants for the lab? Who does the
innovation lab want to address as participants? Target groups can be internal employees
or teams just as external teams that have been operating independently so far.
CulturalImpact
What cultural impact does the lab (want to) have? How is this cultural impact measured
and sustained? Every lab has an overall mission and vision that is described here. It must
be described how the lab is able to and enabled by the organization to fulfil its mission and
reach the described cultural impact.

14. Financial Assessment of the Innovation Lab
How is success measured and how much does it cost?
SuccessKPIsCostStructure
Which KPIs define the success of the lab? How are they measured? What is the current
value of the KPI? The KPIs describe how the delivery of the lab’s value proposition is
measured. Graduating teams, applications, created business value after five years, number
of created prototypes or the amount of funding teams received after the program can be
KPIs.
What is the cost structure of the lab? For what does the lab spend how much money? The
cost structure describes the total budget of the innovation lab and what it is needed for.
What are the spendings for marketing, media and design agencies, infrastructure,
technology development, mentors and trainers and which goal shall they achieve.

15. Ownership of the Innovation Lab
Who is in charge and who is paying?
BusinessUnitSponsor
hich business unit does the lab belong to? The supervising business unit is the manager of
the innovation lab and controls it strategically. It is important to clearly outline who is
responsible for the innovation labs’ success and is the main contact person regarding the
innovation labs’ activities.
Which person is the sponsor for the lab? Who provides the budget for the lab? The
sponsor, different from the supervisor, is providing the budget for the innovation lab. This
has not to be same entity. The sponsor assesses the success of the innovation lab and
decides over the provision of budget to the innovation lab.

16. 500 enterprise projects, 7 own ventures and 5 joint ventures led us to the digital innovation process. It follows an investment logic, similar
to a real start-up’s journey.
mantro Digital Innovation Process
... as baseline to assess Output Product Maturity
• Create a portfolio of user
centric ideas & business models
• Build a prototype
• Contact potential customers
• Create business hypotheses
• Define first business model
Results
• New business model
• Prototype
• First customer validation
• Product market fit analysis
based on potential customers
• Sales test with real customers
• Run basic channel test
• Receive first market feedback
and conversion rates
• Acquisition of distribution
partners
Results
• Validated product concept &
hypothesis
• First acquisition cost validation
• Early adopter feedback
• LOIs of distribution partners
• Create first product version with
key features (MVP)
• Invite early adopters and
partners to test the product
• Improve the product based on
customer feedback
• Acquisition of new team
members
• Setup independent structure
Results
• MVP of product
• First 30-50 real users
• Product market fit done
• Optimize the product for mass
market
• Close contracts with first
distribution partners
• Start of marketing activities
• Setup & run channel test
• Found a new company and
transfer team
Results
• Contract for first products
• Operational company / new venture
• Market-ready product
• Channel test & setup done
• Start mass production &
product sales
• Setup full company
structure
• Build full sales and
marketing structure
• Handover management
to new team
• Bootstrap processes
Results
• Product on sale
• Marketing & sales in place
• Fully operative company
Ideation Validation Incubation Nurture Scale
1st Pitch Day 2nd Pitch Day 3rd Pitch Day 4th Pitch Day

17. Contact
Manfred Tropper
CEO | Founder of mantro
+49 178 2745240 / Cell
@manfredtropper / Twitter
manfred.tropper@mantro.net / Email