Challenges and solution to innovation management. Framework for a) understanding the state of your innovation efforts, b) determine where to focus to improve - to find the "choke point", and c) examples of new tools to enable best practices to align work to what customers value, fast
2. Increase Your Chances of Breakthrough Revenues
• Create to new revenues faster then projected
• Lead teams to create compelling, breakthrough offerings that change markets - in a fraction of the projected
time
• Engage the right people in the market most likely to adopt your breakthrough offering - Gateway Adopters
• Mitigate your downside
• Identify, manage and mitigate your biggest risks – tailored to the project profile
• Drive your strategy with the project model that fits: Agile, Lean, Design thinking etc.
• Continuously Improve how you innovate
• With high impact, low risk, scoped steps – tailored to how you innovate now
3. 3
Gateway Adopters
Breakthrough Innovation Solutions
Challenge: Innovation Projects Largely Fail with Big
Consequences
▶ 90% of innovation projects don’t make it to production
▶ Innovation theaters are not producing tangible results
▶ Fortune 500 churn rate is very high ~ 40% in 10 years
▶ Average Venture Capital returns are below the market
4. 4
Gateway Adopters
Breakthrough Innovation Solutions
Are you focusing on the right things?
Features
Are you investing in the right features?
Are you putting the right amount of effort into your features?
Value
Are you solving a compelling enough customer problem?
Are you selecting the most innovative solutions?
Teams
Are you leveraging your team’s competitive advantage?
Are you aligned across your teams’ functions?
Risks
Are you clear on your risks?
Are you mitigating your risks?
Customers
Are you engaging the right customers?
Are you getting feedback from customers fast enough?
5. 5
Gateway Adopters
Breakthrough Innovation Solutions
Progression of Execution
From Waterfall methods to Learning / Iterative Models
AgileWaterfall
Lean
Project Management Models
Predictable
Low risk
Sequential/
Control
Dynamic
High Risk
Learning
6. 6
Gateway Adopters
Breakthrough Innovation Solutions
Gateway Adopters Pull Effective Solutions Across the Chasm
Source: Crossing the Chasm book by Geoffrey A. Moore
explains how to market high tech products during the early
startup period. He explains that the chasm between the early
adopters and the early majority is the most difficult step in
gaining access to the mainstream market.
Gateway Adopters The Gateway Adopters are the people that make innovation
real – successfully, repeatedly disrupting their world adopting –
and proving - breakthrough solutions the mass market follows
Chasm?
Built skills focus on novel best practices
• To manage risky, breakthrough innovation
• Within and across 5 key areas
• Supporting Agile, Lean, Design and other Project models
I manage, coach and Lead teams based on…
• Innovation loop best practices – that wrap Lean and Agile
with complimentary Strategy and tactical frameworks for
“what”
• Leverage Insight and principles from Gateway Adopters
8. 8
Gateway Adopters
Breakthrough Innovation Solutions
My Methods Provide Principles and Frameworks That Solve
Ubiquitous Strategic and Tactical Innovation Challenges
Execution; Product / Build3
3.1 How do I create a roadmap of compelling offerings?
3.2 How do I mitigate my biggest risks?
3.2 How can my sales team qualify the right customers?
3.3 Which partners should I engage first?
3.4 How do I use big data to find a Minimum Compelling Concept?
Ideas: Compelling Product Strategy2
2.1 How can we generate and select the most Innovative concept and
not kill it?
2.2 Which new market should we enter?
2.3 Is my offering compelling enough to get adopted?
Business Strategy (that get followed)1
1.1 What is my growth strategy?
1.2 What type of business am I in?
1.3 How can I quickly explain my concept?
Engage Market; Measure/Synthesize4
4.1 How do I find the right customers for market leading feedback?
4.2 What demographic should I engage for market feedback?
4.3 How can I engage the right part of the market?
4.4 How do I make sure we are solving an important problem?
4.5 How do we make sure we have a compelling solution?
Improve/Make Repeatable5
5.1 How do I improve my innovation process?
5.2 What steps do I take to innovate successfully?
5.3 How do we make change stick?
5.4 How do I safely transition these concepts into my business? Each item targets a specific challenges with a tailored tool and best practice
Items in bolded text are a few examples shared in Appendix
9. 9
Gateway Adopters
Breakthrough Innovation Solutions
The Gateway Adopters methodology is based on both
enterprise and startup experience
35+ years of Experience
• Envisioning and driving new offerings
Rigorous Research
• Adopting, creating new and improving innovation tools and best practices
• 100+ of C level executives interviews
• 1,000+ of consumer interviews
• 100,000+ data point from thousands of projects
Across many markets
• New Cloud Dev API’s and supporting application platforms
• Developer tools
• Big data analytics solutions
• Imaging and VR application platforms
• Digital media consumer advertising analytics
• CRM and mobile applications
• New hosted authoring platform for ecommerce websites
Bridge across many industries – beyond high-tech
• Automotive and aerospace
• Consumer banking
• P&C insurance
• Healthcare and eldercare
• Online resort travel
10. Proprietary and confidential. No portion of this presentation should be modified or
distributed without the prior written consent of Gateway Adopters LLC
Patrick Hogan
Patrick.Hogan@GatewayAdopters.com
www.GatewayAdopters.com
Phone: +1 (425) 444 2904
12. My Methods Provide Principles and Frameworks That Solve
Ubiquitous Strategic and Tactical Innovation Challenges
Execution; Product / Build3
3.1 How do I create a roadmap of compelling offerings?
3.2 How do I mitigate my biggest risks?
3.2 How can my sales team qualify the right customers?
3.3 Which partners should I engage first?
3.4 How do I use big data to find a Minimum Compelling Concept?
Ideas: Compelling Product Strategy2
2.1 How can we generate and select the most Innovative concept and
not kill it?
2.2 Which new market should we enter?
2.3 Is my offering compelling enough to get adopted?
Business Strategy (that get followed)1
1.1 What is my growth strategy?
1.2 What type of business am I in?
1.3 How can I quickly explain my concept?
Engage Market; Measure/Synthesize4
4.1 How do I find the right customers for market leading feedback?
4.2 What demographic should I engage for market feedback?
4.3 How can I engage the right part of the market?
4.4 How do I make sure we are solving an important problem?
4.5 How do we make sure we have a compelling solution?
Improve/Make Repeatable5
5.1 How do I improve my innovation process?
5.2 What steps do I take to innovate successfully?
5.3 How do we make change stick?
5.4 How do I safely transition these concepts into my business?
Bolded text indicates tools covered in Appendix
13. 1.1 What is my growth strategy?
Market
Development
Diversification
Market
Penetration
Product
Development
Products
Markets
Existing New
NewExisting
Use the Ansoff Matrix to:
• Categorize projects by growth strategy
• Create KPI’s to select of the most innovative
concepts
• Identify project risks before you take them on
The Ansoff MatrixProjects
Source: Igor Ansoff, in his 1957 paper,
described the four growth alternatives
Derive a clear product strategy:
• Aligned with your business strategy
• Allocate resources with a clear portfolio strategy
• Select the most innovative concepts
• Make Design thinking, Agile and Lean far more
effective
14. 2.3 Is my offering compelling enough to get adopted?
B
a
c
k
l
o
g
Categorize capabilities backlog:
• Consider customer persona,
customer scenario, and customer
problem
• Allocate to one of five customer
value types
Team is focused on customer
value and is on “same page”:
• Capabilities
• Investments
Value Types
15. 3.1 How do I create a roadmap of compelling offerings?
First MCO
Apply guidance to capabilities to create road map:
• One compelling delighter per release (MCO)
• Leverage competitive advantage
• Embellishing only one theme
• Don’t build what you don’t need, now, for MCO
Transparent decision making for allocating resources:
• Drastically shorter time to market
• Drive the evolution of the market - down the layers
• Great product-market-fit
• Coherent product team
• Simplified team management/governance
• Clear MCO aligns business functions to common
theme
16. 3.2 How do I mitigate my biggest risks?
Business Value
Enough
value?
Does it
Perform well
enough? Can we sell it?
Emulate Successful Gateway Adopters
• Target and mitigate the biggest risks implicit in your
strategy
Match investment to your project’s risk profile
• Sequenced Lean, Agile and other risk mitigation models
• Engage the right market for each
Clear coherence between strategy and execution:
• Investment governance driven by business strategy:
learn the most for the least, before big investments
• Pivot/Ramp as risks mitigated
• Kill concepts that should be killed early
• Increase % of success
• Increase ROI
Experience Design
Technology
GTM
Can the
value be
realized?
The Next Generation of Lean
Lean Epics target Risks Inherent in Project
17. 4.1 How do I find the right customers for actionable feedback?
Gateway Adopters
Chasm
Mindset – they want to gain a competitive advantage
• Focused on their top challenges
• Metrics for success are overall business impact
and effectiveness
Skills - they rigorously manage risks
• Know their risks before they take them
• Apply risk mitigation techniques by type and
level
• Full Lean, not just AgileBehavior - they have a pragmatic solution for the problem:
• Satisfice; achieve an effect, move to next issue
• Continually build risks mitigation skills
• Innovate how they innovate
18. 5.1 How do we improve our innovation practices?
Create a competitive advantage with
breakthrough Innovation
• Successful innovation – quickly
• Repeat what works now
Solve key challenge - move to next
• Kaizen on you innovation process
• Address a key problem
• Organize, adopt what is needed for the
challenge
• Manage risks
Impactful, repeatable improvements
• Undramatic but quick steps – with dramatic
outcomes
• No big failures
Lean Innovation adoption
Innovation
Process
B. Organize
Team,
Target
Solution
C.
Implement
change,
Transition
D. Make
change
repeatable
A. ID
Target
“Choke
Point”
Managerial
Breakthrough
19. How to Engage
Act like
Gateway
Adopters
Streamline
Product
Development
Identify &
Engage
Gateway
Adopters
Strategy and Ideation
Execution Market
Four Engagement Models
• Workshops; hands-on experiences
working with new concepts
• Consulting; Lean business growth,
product Market Fit and project
strategy analysis and assessment.
• Coaching; guide Implementing
new concepts
• Full Time Role
Notes de l'éditeur
generating revenue,
getting products unstuck,
increasing company value, etc.
Keep the CxO deck to no more than 5-6 slides, and not so text heavy.
Innovation Loop: Create, select and deliver high value concepts
Identify and Engage GA’s
Make sure you are solving a top problem - with a compelling solution
Aligning your team to customer value
Book - Good strategy / bad strategy – NOT a strategy if not implemented coherently
Stories / case :
Car – type -consequences fender liner, interior etc.
Mng - Office API – team dyn. Align -Dev managers
TTM - startup – Bet3z – fail fast, - Avanade offerings
Stores: Scale – House/Kitchen remodel, Coffee, Bridegroom, fortune 500
Stories –
Office API – feedback by each role – councils Env.&CSi –
Startup – ID DM’s 1/3rd of road map
New markets – SME’s w/ Elevator pitch
What I don’t do/use
“big bang” change
“Rip and Replace”
stop doing what you do now / section of how you innovate
Require adopted a bunch of new stuff all at once a
What you don’t get
Changes that fail spectacularly / Failed changes / spectacular flame out’s
Changes that don’t stick / Can’t repeat what works
I compliment/help a team’s domain expertise to streamline their work to deliver compelling breakthrough customer value, fast – typically in three ways:
Product dev/execution: Market Fit Fast and other workshops – along with implementation consulting to help a team think differently to create a compelling offering in less than 1/2 the time
Market engagement targeting: consulting to help teams profile and target GA's for their breakthrough concept - for 1) feedback, 2) Sales qualification and 3) Marketing messaging/positioning
Overall Innovation strategy: consulting or as an FTE with an org looking to build a team that practice the most successful breakthrough innovates principles, e.g. Risk ID at the business strategy level and risk mitigation like the Next Generation of Lean
As one CEO quipped, "Your the guy I go to when I want to unstick my team".