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KillerInnovationsWorkshopKillerInnovationsIntroductiontoabetterwaytoinnovateKillerInnovationsWorkshop•WhyInnovation?•OtherApproaches•ABetterApproach•Benefits•LessonsLearnedAgendaKillerInnovationsWorkshopInnovationAccelerationTimeImpact-Innovationsarehavingalargerimpact-ThelifecycleofinnovationsisgettingshorterKillerInnovationsWorkshopTechnologyAdoptionisAcceleratingPhone74yearsRadio38yearsPC16yearsTV13yearsInternet2yearsBlogs1yearHowlongdoesittaketogetto50millionusers?KillerInnovationsWorkshopTheInnovationRealityInnovationGapTheshortfallbetweenaorganizationsrapidlyrisingneedforideas/innovationsandtheirinadequatesupplyInnovationDelayThedelaybetweenthetimewhendecisionstoadoptstrategicinnovationsaremadeandtheireventualimpacttotheorganization.KillerInnovationsWorkshopInnovationImpactInnovationhasincreasedinimportanceoverthelast10yearsInnovationplaysanimportantroleinassessmentofcompanyvalueConfidentinabilitytomanageandmeasureinnovationimpact35%73%92%Source:ArthurD.LittleResearch0%20%40%60%80%100%KillerInnovationsWorkshopExecutiveViewofInnovation•87%rankinnovationasoneoftheirtop5priorities•Executivesboastthattheircompaniesexcelatinnovation•Executives,howevercouldn’tdifferentiatebetweenincrementalimprovementsandbreakthroughs•VeryfewexecutivessaidtheirfirmshaveanykindofstructuredapproachtoinnovationSource:DiamondClusterInternational,TechtrendGroupKillerInnovationsWorkshopTheChallengeofInnovation•Maintainefficiencywhilefosteringinnovation•Stressingbottom-lineresultswithoutrestrictinginnovation•AdaptingtochangingmarketsandenvironmentswhilemaintainingstabilityKillerInnovationsWorkshopValueFromInnovationR&D86%14%Revenue62%38%Margin39%61%IncrementalInnovationstoexistingofferingsCreatingnewofferings/markets/industriesSource:HarvardBusinessReview,October2004What’swrongwiththecurrentapproachestofindideas?KillerInnovationsWorkshopWhat’swrongwithcurrentbrainstormingapproaches?•Innovationsareeitherincrementalortotallyunrealistic•Rarelyanyrealfollow-up•Noconfidencethattherearen'tbetterideastobehad•Lackofexecutive/organizationalsupportKillerInnovationsWorkshopIncrementalversusBreakthroughIncrementalimprovements•Reduceexpenses•Extendbrand/productlineBreakthroughimprovements•Findnewmarkets•Createnewstrategicassets•LaunchnewbusinessesEvolutionarychangetools•BPR/TQM/SixSigma•FeatureenhancementRevolutionarychangetools•KillerInnovation•LateralThinking•TRIZ/TIPSKillerInnovationsKillerInnovationsWorkshopWhatisakillerinnovation?AKillerInnovationisdefinedassignificantandhighlyprofitabledeparturesfromcurrentofferingsorpracticesthatisdifficulttoimitateKillerInnovationsWorkshop•Tools–Thetoolstofind/create,rankandexecuteagainstkillerideas•Skills–TrickstohelpchangeyourperspectiveandimproveyourabilitytoapplyempathicdesignthroughobservationKillerInnovationApproachKillerInnovationsWorkshopKillerInnovationToolsUsingFIRE•FocusTheInnovationSearch–Focustheproblem–Depthisbetterthanbreadthforideaquality•Ideation–Structuredquestionsthatdrivediscovery/insight•RankTheIdeas–Willthisideachangethecustomerexpectation?–Willthisideachangethecompetitivelandscape?–Willthisideachangetheeconomicsoftheindustry?•Execution–Defineclearmilestones–KillprojectsearlyKillerInnovationsWorkshop•Questionbasedmethodology–BasedonSocraticmethodofaskingquestionstoeliminateideas…thebestideasaretheonesleftstanding•Buildaroundacoreof+70killerquestions–Basedon“reverse”innovationanalysis–Designedtounlockuniqueinsights•Structureisbasedona“gated”model•Tested–HP,Agilent,CSCandmanystart-upsHistoryoftheKIApproachTool:FocusKillerInnovationsWorkshopFocusthesearchMovingintonewcompetitivearenasExpansionintonewgeographiesImprovementinindustrystructureNeworexistingcustomersInnovationinproductsorservicesInnovationinvaluedeliverysystemKillerInnovationsWorkshopSearchAreasforInnovationSixdegreesoffreedomSuchas…Creatinganewbusinessbysellingexistingproducts/servicestoexistingornew,unfamiliarcustomersegmentCreatinganewproductorservice,normallyinacocoonedmannerCreatinganinnovationthatredesignsthebusinesssystemsufficientlytoalterthevaluepropositionChangingthevalueproposition,valuedeliverysystem,orcompetitiverelationshipsthatimprove/changetheindustrystructureorredefinetheindustryExpandingintoanewgeographicareawithhighvalue-addedtransferfromexistinggeographyorwhentheactivityisnewDevelopinganewbusinessinanindustrywithinwhichacompanyhasnotpreviouslycompetedorwhenthereisnooverlapincustomervaluepropositionNew/ExistingcustomersInnovationinproductsorservicesInnovationinvaluedeliverysystemImprovementinindustrystructureExpansionintonewgeographiesMovingintonewcompetitivearenasSource:TechtrendGroupKillerInnovationsWorkshopFocusonthecustomerYUPPIESYoungUrbanProfessionalsYUFFIESYoungUrbanFailuresMOBY/DOBYMom/DadOlder–BabyYoungerWOOFSWellOffOlderFolksSKIPPIESSchoolKidswithIncome+PurchasingPower“Sandwichers”AdultscaughtbetweencaringfortheirchildrenandtheirolderparentsWhicharetherightsegments?Tool:IdeationKillerInnovationsWorkshopThetypicalbrainstormingsessionbeginswithasimplequestion….“Createsomenewproductideas”“Develop