[En] MIB Dauphine - ICT4

Paris, 2011
some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
information and communications
technology (ICT) products and
services
the marketing of technological innovation
day four
2

Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec2
copyright notice
•This presentation is made available to all the
registered readers of visionarymarketing.com
•This work is licensed under the Creative
Commons Attribution-Noncommercial-Share Alike
3.0 License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-
sa/3.0/ or send a letter to Creative Commons,
543 Howard Street, 5th Floor, San Francisco,
California, 94105, USA.
•You are allowed to use one or all the
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•You are also welcome to recommend this
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my personal research online… since 1995
• http://visionarymarketing.com
• http://visionarymarketing.wordpress.com
a French Web 2.0 website

agenda
module timing topic
one 3 hours ICT marketing and innovation, main
characteristics and principles
Two 3 hours innovation management: towards wikinomics
Three 3 hours online marketing innovation
material will be made available online at http://visionarymarketing.com/mibdauphine

Paris, 2011
module two - part three
(some) classic innovation traps and
innovation myths

the ‘widget’ trap
“While great devices are invented
in the laboratory, great products
are invented in the marketing
department”
William Davidow

a ‘widget’ can be either
a swiss army knife type of product
luring clients into buying widgets
they will never use
a product aimed at technical
prowess
competitors might be impressed
clients might not

what happens if you pile up features? (Kathy Sierra)

however …
who said people weren’t interested in technology anymore?
don’t jump to conclusions

the ‘innovate or die’ myth
•Gary Hamel (2000): ‘We’ve
reached the end of
incrementalism, and only
companies capable of creating
industry revolutions will prosper
•Tom Peters (1999), The Circle of
Innovation: ‘Incrementalism is
innovation’s worst enemy […] The
bottom line is: ‘Innovate or die’ (p.
308).
•not sustained by facts
souce: innovate or die, beyond deceptive
appearances, Isaac Getz & Alan G. Robinson
http://visionarymarketing.wordpress.com/2006/07/06/innovate-or-die-beyond-
deceptive-appearances/

pioneers aren’t always leaders
industry pioneers market leaders
copiers Xerox, 3M Canon
pda's Apple (Newton) Palm
laptops Osborne, Apple IBM
video recorders Ampex JVC, Sony
motorbikes Triumph Honda
conventional cameras Leica Canon, Nikon
microwave ovens
Tappan Stove co.,
Raytheon, Litton
Panasonic, Sharp,
Samsung
rasors
Cutthroat razors,
Autosrop safety razors
Gillette
pocket calculators Bowmar Texas Instruments
nappies/diapers Chicopee Mills (J&J) Procter & Gamble
Source : "Fast second", Paul A. Geroski et Constantinos C. Markides, Jossey-Bass, 2005

the myth of the big market
source: Millier : Marketing the unknown

When the rubber meets the road: avoiding common pitfalls
•Rosabeth Moss Kanter
>former chief editor, the Harvard
Business Review
>years of expertise in innovation
management

Moss Kanter: avoiding common pitfalls
•strategy lessons
>not every innovation idea has to
be a blockbuster
>successful innovators use an
“innovation pyramid (or a basket)
•process lessons
>tight controls strangle
innovation;
>companies should expect
deviations from plan
•structure lessons
>loosen formal controls
>tighten interpersonal
connections between innovation
efforts and the rest of the
business
>don’t create two classes of
corporate citizens (existing
business vs innovation)
•skills lessons
>even the most technical of
innovations requires strong
leaders
>members of successful
innovation teams stick together
>innovation flourishes in cultures
that encourage collaboration”

some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Page 15
4 baskets of innovations for a large investment bank
(example)
where implementation is key disruptive
low hanging fruits a matter of time
less
innovative
very
innovative
here and now future
3 1
10
4
18 21
6
16
9
15
12
8
14
11
22
2
19
13
20
5
7
link
17
Includingabilitytodeliver
Including industry acceptance

Scott Berkun
•The myths of innovation (2007)
O’Reilly: buy it from Amazon
How to tell success from failure? The
best answers come not from popular
myths but from time-tested truths that
explain why we’ve made it this far.

10 myths of innovation
1. the myth of epyphany
• ‘a sudden manifestation of the essence or meaning
of something’ (m-w.com)
• e.g: e-bay founders’ story not attracting media  Pez dispenser
trade for founder’s spouse legend triggered buzz
2. we understand the history of innovation
• e.g. 90’s browser wars: up to 40 different browsers in 1997.
many paths could have been taken. Netscape once was dominant

3. there is a method for innovation
• innovation can start in many different ways
• 1) hard work in a specific direction (Xerox copier)
• 2) hard work with direction change (post it note / weak glue)
• 3) curiosity (velcro/burrs on clothes)
• 4) wealth & money (Google! could not be sold to Yahoo! Alta Vista)
• 5) necessity (craiglist, Mcdonald’s)
• 6) combination (stroke of luck)
• the probability of innovation
• 50%*50%*50%*50% etc.
4. people love new ideas
• managing the fears of innovation
• eg. Eiffel Tower

5. the lone inventor
• e.g. A Roddick, R Branson, Steve Jobs, Henry Ford etc.
• e.g. “Apple did not invent the GUI,
the computer mouse, or the
digital music player”
6. good ideas are hard to find
• the history and misuse of brainstorming: not jump to conclusions

7. your boss knows more about innovation than you
• Chester Carlson, inventor of 1st copy machine was told the
technology he needed would never exist
• Drucker: “management tends to believe that
anything that lasted for a fair amount of time
must be normal and go on forever”
8. the best ideas win
• e.g. Sony’s superior betamax technology didn’t survive VCR
• e.g. Qwerty keyboards designed to prevent jamming by slowing
typists

9. problems and solutions
• ‘discovering problems requires as much creativity as discovering
solutions’
• e.g. Dr Percy Spencer finds a melted chocolate
bar in his pocket while playing
with radar equipment
10. innovation is always good
• Wright brothers invent plane to end wars by
enabling observation of ennemy movements
• DDT was aimed at controlling malaria and typhus
• innovations can be good for
• you
• others
• industry/economy
• society
• the world

part three - what have we learnt?
• build products or services, not
‘devices’
• devices pile up features
• inventors like their devices
• silver bullet innovation: not a
great idea
• don’t believe in myths, be a
hands-on person

Paris, 2011
module two – part four
towards mass collaboration?

introductory thoughts about wikis
•most people know wikipedia, but
ignore wikis
•wikiwebs are up and coming
•wikiwebs are as much more about
cooperation as they are about
technology
compare wiki engines at: http://www.wikimatrix.org

wiki webs
•wikis=collaborative websites
whose content can be edited
by anyone who has access to it
•invented by Ward Cunningham
•a subset of the open source
revolution
•no it’s not just about wikipedia
>Wikiletics
• prepare your online sermon!
>Wikinomics
• the more you share, the more
you win
>enterprise wikis

we are in the conceptual age

but …
•wikinomics require openness
•wikinomics mixes real and virtual world
•wikinomics isn’t about turning us into nerds

innovating from the outside (of the IT market) in
•the goldcorp example
(wikinomics)
>sample chapter for free
>http://wikinomics.com/book/Intr
oAndOne.pdf
•other examples include
>IBM’s thinkplace
>Procter & Gamble
>Ely Lilly?
http://www.robmcewen.com/biography/

http://www.crowdsourcingdirectory.com/
•Innocentive:
>125,000 scientists from 175
countries
>launched as an e-business
venture by Eli Lily in 2001
•NineSigma
>2007 revenue: $8.0m (source:
www.inc.com)
>founded in 2000 by Dr. Mehran
Mehregany, Goodrich Professor of
Engineering Innovation
•Yet2.com
>solutions in need of a problem

competence nodes networking
“value is created in
whatever way is
appropriate, no longer
dictated by
organisational relations
and boundaries”
M=Management response of a given task in a given
time point is given to the competence node which
understands the customers problem best
Bror Salmelin (SEEM Single European Electronic
Market 2003), http://europa.eu.int (Europa at
Work Future Trends)
M
M
M customers

chicken and egg: technology and organisational models
2 home-truths
>Technology enables changes in
organisational forms
>Organisational forms motivates
changes in technology
2 open questions
>are organisations supporting the
process?
>are organisations
creating/adding value?
operation
reconfig-
uration
creation
dissolut-
ion

what impact on the stage-gate process?

part four - what have we learnt?
• the wiki revolution
• not just technological
• technology triggers
organisational change which
triggers technological change
> or is it the other way round?
• technological collaboration can
inspire organisational change

worthy of note
•points of view of the essence:
innovation means different things
to different people
•ICT marketing is different and
requires skills: not for the faint-
hearted!
•traditional marketing isn’t
enough, experience required and
paradigm shift
•the lifecycle con
•wikinomics: IT can be
inspirational too
•innovation management: when
the rubber meets the road and the
human factor
THANK YOU!

Paris, 2011
appendix one
innovation survival toolkit

The innovation assessment matrix
STRATEGY OUTCOME
Interdependence risk
Integration risk
Initial
Market
target
Expectat
ions for
success
Intern
al
risk
Source: Adapted from Ron Adler (Insead)
Are all solution
elements up and
running?
Can all solution
elements be glued
together?

evaluation of risk
technical
risk
commercial
risk
source:Millier:Marketingtheunknown
suicide
zone
uncertainty
zone
favourable
zone
priority
segments

the bpt matrix
is it solving any of our clients’
pains?
Value for clients
Value for us
is it really worth it?
Ability to deliver
can we make it, how,
how long it is going to
take to get there? How
could we implement it?
go/no go decision ??!!

bpt – detail (example no.1)
List scenarios and describe them. Group similar scenarios. Drop
unrealistic scenarios
1
2 Rank scenarios against 3 main criteria e.g.
A- value for Client
B- value for users
C- Ability to deliver
3 Compare results,
prioritise, make
decisions, launch
projects

bpt – detail (example no.2)
0
1
2
3
4
5
6
7
8
1. VALUE FOR CLIENTS
2. VALUE FOR US3. ABILITY TO DELIVER
Open embedded XL object to uncover sample BPT spreadsheet template

Paris, 2011
appendix two
bibliography & webography

bibliography (English - 1)

bibliography (English - 2)

bibliography (French - 1)

bibliography (French - 2)

webography
•in English
•www.jpb.com
•http://innovationtools.com
•http://blog.futurelab.net/
•http://blog.guykawasaki.com/
•http://imaginatikresearch.blogspot.com/
•http://www.businessplanarchive.org/login/
•check our blogroll at
http://visionarymarketing.wordpress.com
•in French
•http://e-mergences.blogspirit.com/
•http://billaut.typepad.com/
•http://portail-
innovation.typepad.com/innovationtribune/
•http://marketing-et-convergence.over-
blog.com/
•http://marketingisdead.blogspirit.com/
•http://henrikaufman.typepad.com/et_si_lo
n_parlait_marketi/
•check our blogroll at
http://visionary.wordpress.com

Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
assignment no.4: the innovation quiz
the quiz
the quiz

Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
about Yann Gourvennec
•since 02/2008, director, Web, Digital & Social Media, Orange
•01/2008-02/2011 head of Internet & digital media, Orange Business
Services
•06/2005-01/2008, innovation principal, Orange Business Services
•2003-06/2005, alliance partner manager, france telecom
•1999 – 2002 - director e-business: france telecom teleconferencing
services
•1997 - 1999 – consultant, Internet, marketing & information systems,
cap gemini
•1995-1997 – internet marketing consultant, unisys europe
•1992-1995 – business systems manager, unisys europe
•1988-1992 – business systems manager, unisys france
•1985-1988 – account executive, philips france
my research is available online at: http://visionarymarketing.com/
http://www.linkedin.com/in/ygourven

copyright notice
•This presentation is made available to all the
registered readers of visionarymarketing.com
•This work is licensed under the Creative
Commons Attribution-Noncommercial-Share Alike
3.0 License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-
sa/3.0/ or send a letter to Creative Commons,
543 Howard Street, 5th Floor, San Francisco,
California, 94105, USA.
•You are allowed to use one or all the
slides/images contained within this presentation
provided you quote the author and the source of
this information (http://visionarymarketing.com)
•You are also welcome to recommend this
website to your friends and colleagues and to
invite them to register to our free newsletter
(http://visionarymarketing.com/listbot.html)

[En] MIB Dauphine - ICT4

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