This is a presentation I gave at numerous occasions to C-level executives in Australia and New Zealand to 'fuel' conversations about Innovation. Chiefly, this presentation promotes our Innovation Lab programme, which we develped since 2005. It combines both our practical as well as our theoretical insight into how organizations worldwide can propel themselves ahead of their competitive curves. This presention only shows the first part of the entire show. The lasts slides inform you how to view the next part. I'd like to invite anyone who views this show to send me an email with comments, suggestions and ideas on this presentation's content. Also, if you'd like to receive a downloadable version of this presentation, contact us directly through that same email address. Thanks for watching!

1. PLAYBOOK FOR CHANGE How Goodman Bergh’s Innovation Labs Helping you Get Ahead of The Competitive Curve Part 1: What These Series Address VERSION 3.0 SEPTEMBER 2010 GOODMAN BERGH LIMITED AUSTRALIA - NEW ZEALAND www.gblcg.com

2. About This Presentation

4. Strategy

5. Advertising

6. Arts

7. Media

9. Prologue This presentation was not just made for them. Instead, what you are about to see was made WITH them. Thanks to them, we are now able to offer what some call a ‘Breakthrough’ approach to helping organizations regain their competitiveness, viability and sustainability.

10. Prologue Also: As we plan to expand and grow our range of partnerships with other business leaders… ..and across multiple industries and geographies.. ..we offer you a screening of this presentation in the hope you’ll provide us with comments and feedback on what you’ll see.

11. Prologue Your comments, feedback and suggestions for improvement help us to enhance our work. We’ll show you a contact email address at the end of this presentation.. ..hoping you’ll use it to send us your thoughts.

12. Prologue This presentation was shown to various audiences in New Zealand and Australia from June 2010 onwards. The purpose of screening this presentation was to promote our Innovation Lab programme Currently, we are running this programme for a number of Public and Private Sector organizations. This programme isn’t just ‘about’ Innovation… IT IS INNOVATION!

13. Prologue INNOVATION Enjoy!

14. “Innovation is the central issue in economic prosperity” Michael Porter

15. “Don't confuse the art of the possible with the art of the profitable.” David Tansley

16. “We are surrounded by engineers' folleys: too many technical solutions still looking for problems to solve.” David Tansley

17. What We’re About To Address This presentation is about: Your Customers Your Organization You ..and discusses how these relate to… INNOVATION

18. What We’re About To Address This presentation is about: Perhaps a good time to clarify some things now… Your Customers Your Organization You ..it has Customers. You are here because you ‘belong’ to an organization Your Organization is ‘here’ because.. If your Organization wouldn’t have customers… ..it wouldn’t be ‘here.’ Where, then, would YOU be?

19. What We’re About To Address This presentation is about: Perhaps a good time to clarify some things now… Your Customers Your Organization You ..it has Customers. You are here because you ‘belong’ to an organization Your Organization is ‘here’ because.. This.. ..depends on this..

20. What We’re About To Address ..depends on this: This presentation is about: INNOVATION Perhaps a good time to clarify some things now… Your Customers Your Organization You ..it has Customers. You are here because you ‘belong’ to an organization Your Organization is ‘here’ because.. Guess what this depends on… ..and if this…

21. What We’re About To Address So: What Does: This presentation is about: INNOVATION Perhaps a good time to clarify some things now… YOU? ..Got To Do With:

22. What We’re About To Address So: What Does: This presentation is about: INNOVATION Perhaps a good time to clarify some things now… YOU? ..Got To Do With:

23. INNOVATION What We’re About To Address The importance of innovation has been described in a multitude of ways in recent years:  Innovation has displaced ‘Quality’ as the standard for ‘Differentiation’  Innovation is the only sustainable competitive advantage  Innovation is a necessity for continued existence.

24. INNOVATION What We’re About To Address No matter how it is portrayed, innovation is understood by today’s vast business audience to be vital to any organization's success.  Innovation has displaced ‘Quality’ as the standard for ‘Differentiation’  Innovation is the only sustainable competitive advantage {But…What Is ‘It?’}  Innovation is a necessity for continued existence.

25. What Are We Talking About: “Innovation?” {But…What Is ‘It?’} Innovation can be defined as: “The application of new ideas to the products, processes, or other aspects of the activities of an organization that lead to increased “value.” “value.” This “value” is defined in a broad way to include higher value added for the organization and also benefits to consumers or other organizations.

26. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  The introduction of a new product, or a significant qualitative change in an existing product. Process Innovation  The introduction of a new processfor making or delivering goods and services.

27. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  Product innovations may be tangible manufactured goods, intangible services, or a combination of the two. Process Innovation  The introduction of a new processfor making or delivering goods and services.

28. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  Recent tangible product innovations have had a very significant impact on the way we live and work Personal Computers, Mobile Phones, Automotive, Appliances Process Innovation  The introduction of a new processfor making or delivering goods and services.

29. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  Intangible products can complement these types of physical equipment… Process Innovation  The introduction of a new processfor making or delivering goods and services.

30. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  ...include various pieces of computer software needed to control flows of information through these devices. Process Innovation  The introduction of a new processfor making or delivering goods and services.

31. What Are We Talking About: “Innovation?” Two Important Definitions Are: Product Innovation  ...include various pieces of computer software needed to control flows of information through these devices. Process Innovation  Process innovations [new ways of making and doing things] can arise from the use of new combinations of tangible and intangible inputs.

32. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. Key Question  “How much novelty is enough to identify any change as “innovation?” Key Issue  ‘To distinguish innovation, the bringing to market of a truly novel item, from imitation, the adoption of a new technique or design that is already in the market.’

33. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. A product or process can be new to the organization, new to the domestic market, or new to the world market. Clearly, the last of these, global novelty, is sufficient to qualify the product or process as an innovation.

34. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. In our view, being “new to the organization” is an insufficient test for innovation, as the organization in question may simply be adopting a product design, or a production method, introduced by a competitor.

35. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. In our Innovation Lab ‘Lingo’ we call this: ‘Diffusion of Innovation’

36. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. We define an innovation as new to the organization and new to relevant markets. Whether this relevant market is local or global is dependent on the product or process in question… ..and the degree to which it is traded in a competitive global or local environment.

37. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. ..and the degree to which it is traded in a competitive global or local environment. It seems ill-understood by business leaders… ..that this applies to both Public and Private Organizations…

38. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. Another feature of our two definitions of innovation is that the product or process must be introduced into the market place so that consumers or other firms can benefit. This distinguishes an innovation from an invention or discovery.

39. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. This distinguishes an innovation from an invention or discovery. An invention or discovery enhances the stock of knowledge, but it does not instantaneously arrive in the market place as a full-fledged novel product or process.

40. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. This distinguishes an innovation from an invention or discovery. Innovation occurs at the point of bringing to the commercial market new products and processes arising from applications of both existing and new knowledge.

41. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. Innovation occurs at the kernel of a complex process.. ..preceded by inventions.. ...and succeeded by the widespread adoption of the new genre of products by customers.. ..or the adoption of best-practice processes in the majority of organizations.

42. What Are We Talking About: “Innovation?” Inherent in the above definitions of innovation is an element of novelty. We call this final ‘Stage Diffusion’.. ..and it is clear that the benefits of innovation to organizations, the economy and its citizens are not fully realized until this has taken place.

43. What Are We Talking About: “Innovation?” Our Innovation Labs are designed to help you Innovate in cost-effective, to-the-point ways to deliver outcomes that are directly consequential to your future customers. They are designed to help you achieve this.. ..and this.. ..and this.. ..and this.. ..and this.. Competitive Advantage Corporate Survival Improved Bottom-line Strategic Focus

44. What Are We Talking About: “Innovation?” Our Innovation Labs are designed to help you Innovate in cost-effective, to-the-point ways to deliver outcomes that are directly consequential to your future customers. More than five years of research underpins this Programme, for which we relied on 2,500+ Articles, Journals, Papers and Reports authored by Thought Leaders on Strategy, Organizational Change, Business Transformation…. ..and, of course, Innovation.

45. What Are We Talking About: “Innovation?”  Out of all that material… Three publications describe best what Innovation Labs are about..

46. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “We occupy a world that is connected on multiple dimensions and at a deep level a global system of systems…”

47. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “That means, among other things, that it is subject to systems-level failures, which require systems-level thinking about the effectiveness of its physical and digital infrastructures..”

48. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “[In] the agendas of [1,541] global business and public sector leaders, three widely shared perspectives stand in relief:

49. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “First, the world’s private and public sector leaders believe that a rapid escalation of ‘complexity’ is the biggest challenge confronting them..” Complexity

50. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “Second, they are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment..” Complexity Readiness for Change

51. What We’re About To Address In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying: “Third, they identify ‘creativity’ as the single most important leadership competency for enterprises seeking a path through this complexity.” Complexity Readiness for Change Creativity

52. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “At a time when entire economies and industries are reeling from the financial crisis, business leaders are struggling to balance the near-term needs of survival with the long-term demand to find new sources of growth..”

53. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “Never has the need to innovate and be entrepreneurial been more urgent..” Urgency

54. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “Research and experience show that innovation offers substantial bottom-line benefits: the most innovative companies outperform their industry peers and are the most attractive to shareholders..” Urgency Bottom-line Benefits

55. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “But innovation needs help. The creative process is stunted whenever ideas, capital or talent can’t move freely. Without [..] funding and support, even the best ideas can fail –” Urgency Bottom-line Benefits Funding & Support

56. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “— and in this daunting economic environment, failure has grave consequences.” Urgency Bottom-line Benefits Funding & Support

57. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “We must do everything we can to nurture and stimulate creative thinking across our organizations, teams and processes.” Urgency Bottom-line Benefits Funding & Support

58. What We’re About To Address In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state: “Global economic recovery depends on it.” Urgency Bottom-line Benefits Funding & Support

59. What We’re About To Address JWT, one of the world’s best-known marketing communications agencies with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “Driven by a ‘we vs. me’ mind-set and the realities of the recession, the newest entrants to the workforce are motivated more by their Passions than by Pay Cheques or Promotions..” Passion Vs. Pay

60. What We’re About To Address JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “Usually referred to as Millennials, or Gen Y, this Generation - born between 1978 and 2000 - can be characterized by a preference for meaning over money..” Passion Vs. Pay Generation Y

61. What We’re About To Address JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “Corporations are increasingly catering to Millennial preferences and attitudes, given the sheer size of the generation (in the U.S. alone, there are 80 million Millennials).” Passion Vs. Pay Generation Y

62. What We’re About To Address JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “While the recession has slowed their influx into the corporate world, it’s clear that this generation’s personality profile will force some shifts in business culture…” Passion Vs. Pay Generation Y

63. What We’re About To Address JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “…many businesses are already changing in a bid to retain the strongest young workers, and are actively looking for ways to change the way they operate to remain competitive in this space…” Passion Vs. Pay Generation Y

64. What We’re About To Address JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009: “From this perspective, Innovation is not longer merely an option – but an absolute requirement for businesses – both Public and Private – to succeed..” Passion Vs. Pay Generation Y Corporate Survival

66. READINESS FOR CHANGE

67. CREATIVITY

68. URGENCY

69. BOTTOM-LINE RESULTS

70. FUNDING & SUPPORT

71. PASSION VS. PAY

72. GENERATION Y

73. CORPORATE SURVIVALNone of these challenges are new… ..They’ve simply become harder to grasp, control, and understand…

75. Process Re-design

76. Shareholder Value Return Analysis

77. Economic Value Add Rationalisation

78. Strategic Alignment

79. Quality Movement

80. Competitive Force Analysis

81. Management Operating System Re-design

82. Return on Investment Mapping

83. Lean/Six Sigma

84. Project Management Qualifications

85. Business Intelligence Systems

86. Knowledge Management

87. Organizational and Leadership Behaviour Analysis

88. Enterprise Requirements Planning

89. Just-in-Time

90. Strategic Visioning

91. Scenario Planning & Future Studies

92. Productivity Improvement……..

93. COMPLEXITY

94. READINESS FOR CHANGE

95. CREATIVITY

96. URGENCY

97. BOTTOM-LINE RESULTS

98. FUNDING & SUPPORT

99. PASSION VS. PAY

100. GENERATION Y

101. CORPORATE SURVIVAL..ONE GLOBAL CRISIS CAN WHIPE ALL THIS WITHIN MONTHS….

102. ‘So What?’ – Why Innovation Labs? COMPLEXITY The butterfly effect is a metaphor that encapsulates the concept of sensitive dependence on initial conditions in chaos theory; namely that small differences in the initial condition of a dynamical system may produce large variations in the long term behaviour of the system…

103. COMPLEXITY ‘So What?’ – Why Innovation Labs? In relative terms, life was much simpler in in the 1950’s…. Only a few ‘Butterflies’ affected ‘Life As We Knew It’…

104. ‘So What?’ – Why Innovation Labs? But as time moved on…. COMPLEXITY Our World grew far more complex… ..with as consequence… ..that Butterflies started to multiply…

105. COMPLEXITY ‘So What?’ – Why Innovation Labs? COMPLEXITY Evidence? Give five examples of Global Forces that will ‘consequentially’ influence your business within the next six months…..

106. COMPLEXITY ‘So What?’ – Why Innovation Labs? COMPLEXITY …AND CAN PROVIDE BOTH QUANTITATIVE AND QUALITATIVE DATA AND INFORMATION TO SUBSTANTIATE THAT THINKING….?!

108. Retain Talent

109. Attract New Clients

110. Source New Revenues COMPLEXITY People Talk… [But are they talking ABOUT you, or WITH you..?]

112. Service Desks

113. Call Centres

114. Marketing

115. Promotion

116. Advertising

117. Sales Training

118. Product Development

119. Service Development

120. Public RelationsPeople Buy… [But are they buying from you..?]

122. Image

123. Status

124. Value

125. Accessibility

126. Presence

127. Channels

128. Solution

129. SpeedPeople Choose… [But will they Choose You..?]

131. Experience

132. Trust

133. Confidence

134. Support

135. Philosophy

136. Values

137. EthicsCOMPLEXITY People Make… [Will They ‘Make’ or ‘Break’ You?]

138. We seem to respond to this with… Because all this introduces: ‘So What?’ – Why Innovation Labs? But What Tomorrow’s Clients REALLY Want is: COMPLEXITY

139. Because all this introduces: ‘So What?’ – Why Innovation Labs? But What Tomorrow’s Clients REALLY Want is:

141. Tapes: US$25-75 Each

142. Size Manual: 1,600 pages

143. Delivery Time: Three-Five Weeks

145. Tapes: US$25-75 Each

146. Size Manual: 1,600 pages

147. Delivery Time: Three-Five Weeks

148. Operators/End-user training provided by manufacturer Amphex

149. Cost: US$500 [or less]

150. Discs: US$2,00 – 8,00

151. Size Manual: <35 pages

152. Delivery Time: Instantaneous

154. Tapes: US$3,00 – 7,00 Each

155. Size Manual: 50-60 pages

156. Delivery Time: Retailed Instantaneous

158. Tapes: US$3,00 – 7,00 Each

159. Size Manual: 50-60 pages

160. Delivery Time: Retailed Instantaneous

161. End-users/Customers could only contact Sony by mail or telephone…

162. Cost: US$250 [or less]

163. Discs: No Media Required

164. Size Manual: No Manual

165. Delivery Time: Instantaneous

167. Call cost: US$ 2,00 – 7,00 Minute

168. Size Manual: 500+ pages

169. Delivery Time: Three-five weeks

171. Call cost: US$ 2,00 – 7,00 Minute

172. Size Manual: 500+ pages

173. Delivery Time: Three-five weeks

174. End-users/Customers could only contact Motorola by mail or telephone to communicate with technician

175. Cost: US$250 [or less]

176. Media: No Media Required

177. Size Manual: No Manual

178. Delivery Time: Instantaneous

180. Discs: No Media Required

181. Size Manual: No Manual

182. Delivery Time: Instantaneous

184. Discs: No Media Required

185. Size Manual: No Manual

186. Delivery Time: Instantaneous

188. Media: No Media Required

189. Size Manual: No Manual

190. Delivery Time: Instantaneous

192. Discs: No Media Required

193. Size Manual: No Manual

194. Delivery Time: Instantaneous

195. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.That’s Right [This is called ‘Product Convergence…’]

196. ‘So What?’ – Why Innovation Labs? “Tomorrow's citizens and customers are more likely to do business with you if you can provide them with second-to-none solutions to problems they have, or don’t know they may or will have…” second-to-none solutions to problems they have, or don’t know they may or will have…” ..why are you doing all this? And if you don’t know what this means…

197. ‘So What?’ – Why Innovation Labs? ..it’s unlikely you’ll get all this. And if you don’t know whether tomorrow’s customers are going to care about all this…

198. ‘So What?’ – Why Innovation Labs? COMPLEXITY { Let’s Take Another Perspective On This… }

199. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

200. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

201. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

202. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

203. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

204. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

205. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

206. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

207. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

208. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

209. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

210. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

211. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

212. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

213. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

214. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

215. ‘So What?’ – Why Innovation Labs? Business Intelligence Project Management Productivity Improvement Process Redesign Enterprise Requirements Planning Return on Investment Shareholder Value Return Process Re-engineering Leadership Behaviour Quality Movement Just-in-Time Lean/SixSigma Scenario Planning Economic Value Add Strategic Alignment Knowledge Management Organizational Behaviour Strategic Visioning Management Operating System Future Studies Competitive Force Analysis

216. ‘So What?’ – Why Innovation Labs?

217. ‘So What?’ – Why Innovation Labs?

218. ‘So What?’ – Why Innovation Labs? There’s NO DOUBT that all of this is important -- COMPLEXITY Question is: IMPORTANT TO WHOM?

219. ‘So What?’ – Why Innovation Labs?  ANY OF THIS ORGANIZATIONAL EFFECTIVENESS IN FACT….. IS WORTHLESS…. IF IT’S DONE FOR THE ORGANIZATION FIRST… ..AND FOR CUSTOMER S LAST…

220. ‘So What?’ – Why Innovation Labs? IF YOUR ARGUMENT IS… ..THAT YOUR CLIENT’S DON’T KNOW ..WHAT THEY WANT TOMORROW… [AND IF YOU TRULY BELIEVE THIS] THEN THE PEOPLE WHO ARE SCHEMING TODAY… ..TO KICK YOU OUT OF BUSINESS…. ..WILL DO SOMETHING ABOUT THAT . [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]

221. ‘So What?’ – Why Innovation Labs? IF YOUR ARGUMENT IS… ..THAT YOUR CLIENT’S DON’T KNOW ..WHAT THEY WANT TOMORROW… [AND IF YOU TRULY BELIEVE THIS] THEN THE PEOPLE WHO ARE SCHEMING TODAY… ..TO KICK YOU OUT OF BUSINESS…. ..WILL DO THAT FOR YOU TOMORROW…. [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]

222. ‘So What?’ – Why Innovation Labs? Part 2 of this series about Innovation Labs… ..discusses what Innovation Labs are…. ..how they are structured…. ..and how – and why! – they deliver results. PS: Part 2 also explains what you can do to prevent this ‘little’ issue below from happening… [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]

223. ‘So What?’ – Why Innovation Labs? Part 2 of this series about Innovation Labs… Email us if you want view Part 2: administrator@gblcg.com ..or if you’d like us to present this at an event: AGM Board Meeting Executive Meeting Team Training Seminar Webcast

224. ‘So What?’ – Why Innovation Labs? Part 2 of this series about Innovation Labs… THANKS FOR WATCHING