Dual Cycle Model of Innovation and Strategic Foresight
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Ever wondered why some organisations have the ability to re-invent entire industries, time and time again? Where does this source of continuous innovation and foresight come from? Ever considered that these organisations have two separate innovation cycles in motion? Good organisations are able to innovate and improve what they know. What the great organisations are able to achieve is the continuous ability to regenerate its own core strategies, based on what they don’t yet know, re-inventing entire industries along the way.
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Dual Cycle Model of Innovation and Strategic Foresight
- 1. DUAL CYCLE MODEL OF INNOVATION AND STRATEGIC FORESIGHT Ben Flavel
- 2. = Good Luck! (Attention + Intention) x Purpose Opportunity
- 3. “To be a challenger once, it is enough to challenge the orthodoxies of the incumbents; to be a challenger twice, a firm must be capable of challenging its own orthodoxies. To reinvent its industry a second time, a challenger must regenerate its core strategies.” Gary Hamel – Competing for the future
- 4. THE DUAL CYCLE MODEL
- 6. 1. CONDUCT SWOT ANALYSES
- 7. 2. FOCUS ON CUSTOMER NEEDS 3. INNOVATE AND IMPROVE BASED ON WHAT THEY KNOW
- 8. 4. CHALLENGE THE WAY IT DOES THINGS 5. IMPROVE INTERNAL PROCESSES AND SYSTEMS
- 9. 6. INJECT THESE 5 BEHAVIORS INTO ITS CULTURE
- 10. If I had asked my customers what they wanted, they would have said a faster horse. Henry Ford
- 11. QUICK QUIZ: WHICH OF THESE THREE COMPANIES APPLIES A DUAL CYCLE MENTALITY? a. DELL b. HP c. APPLE
- 13. DOING NOTHING IS NOT AN OPTION!
- 17. Great organisations… • Develop a continuous ability to regenerate its own core strategies • Re-invent entire industries • Are able to train the culture to challenge internal and external assumptions • Create a culture of foresight by challenging the competencies that made the organisation successful in the first place
- 18. 2 CYCLES IN MOTION
- 19. 3M BRAND ESSENCE Official: Harnessing the chain reaction of new ideas Unofficial: “habitually habitate the inhabitable”
- 20. TRANSFORMATIONAL OPPORTUNITIES CREATE NEW INDUSTRIES E x is ting produc ts / T e c hnolog y N e w produc ts / T e c hnolog y E x is ting Ma rke ts N e w Ma rke ts Adjacent Opportunities Exploit current assets and capabilities Transformational Opportunities Create new markets and new products Status Quo Grow market share and profit (expansion, not new business development) Adjacent Opportunities Increase primary market demand
- 22. We have an amazing ability to over-estimate what we can achieve in one year and yet under-estimate what we can achieve in ten. Companies find it risky to think too far ahead. Ideas become “scary”. Limiting futures thinking to what we can prove now, based on what has been, is truly dangerous.
- 24. THE PATHWAYS ARE NOT ALWAYS CLEAR
- 26. “Uncertainty is an uncomfortable position. But certainty is an absurd one." Voltaire
- 30. DOES THE DUAL CYCLE MODEL EXIST IN OUR ORGANISATION? How strong is our vision? Do we know “what we do?” “how else can we do what we do?” Do we encourage questions? Do we challenge our core competencies? Are we willing to change the way we do things? Do we metascan? What happens when things fail? Can we identify the entrepreneurs that will drive change?
- 31. It’s your path, so don’t fuck it up! …but if you do, that’s OK too.
Notas do Editor
- We have an amazing ability to over-estimate what we can achieve in one year and yet under-estimate what we can achieve in ten. Companies find it risky to think too far ahead. Ideas become “scary”, “dangerous”.Limiting futures thinking to what we can prove now, based on what we know, is more dangerous. Exponential thinking.
- How strong is our vision?Do we know “what we do?”Do we ask “how else can we do what we do?”Do we encourage questions?Do we challenge our core competencies?Are we willing to change the way we do things?Do we continually draw in information to better understand the future of our industry?What happens when things fail?Can we identify the entrepreneurs that will drive change?