Innovation the New Currency of Business

Innovation:
The New Currency of Business
June 18, 2018

Presented at: Project Summit Business Analyst World Washington 2018
Copyright 2018. All Rights Reserved
info@everevolving.biz | (302) 242-7778
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 We specialize in helping companies
maximize the value of continual growth and
experimentation.
 We have over 25 years of experience
helping companies large and small drive
their businesses forward.
 We developed a framework to help
companies overcome the biggest
challenges in becoming more innovative.
Ever Evolving, Inc.
Who we are, and what do we do

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Decreasing Average Corporate Lifespan
Source: INNOSIGHT Executive Briefing Sprint 2016

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Companies that Prioritize Innovation vs. Everyone Else
Source: Organization for Economic Co-Operative Development

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6% of Executives are Satisfied with their Innovation Performance
Source: McKinsey and Company

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If Cash is King,
then Innovation
is Immortality.

 This presentation is designed for those who
are interested in bringing consistent and
perpetual innovation to their organization.
 It will deep dive into the smart phone
industry. And:
– Examine how one performer (Apple)
consistently stays atop of the field, and
– What cause a one time industry leader
(Blackberry) to fall from grace
 We will use that as a backdrop to work in
what we work with our clients on, and how
we push them toward the former and away
from the latter
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Presentation Overview

Learning Objectives
What are the important aspects of
an innovation-focused culture?
How can you get your organization
to the top of its industry?
How do you stay on top of your
industry?
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Background in the Battle
for Our Cell Phone

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Game of Phones: Winter is Coming!
BlackBerry brought
secure messaging and
email to the masses
1998
During 9/11 attacks, the
only messages being
delivered were through
BlackBerry’s network
2001
“CrackBerry” craze
peaked, moving beyond
initial business focus into
personal lives
2006
Apple introduced the
world to the iPhone,
and turned the
industry on its head
2007
BlackBerry, in a rushed
attempt to keep up,
launched The Storm
2008
The Android Operating
System was introduced,
opening the flood of
smartphone competition
2008
A “modernized”
BlackBerry OS was
released to complete
with Android and iOS
2013
BlackBerry announced
that it will stop
manufacturing its own
phones
2016

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Anatomy of a Disruptive Occurrence
Source: The Innovator’s Dilemma by Clayton Christensen
When you are OUT
of business…
Δt is SHRINKING
When you START
losing business…

Today: Apple
iPhones are still the market leader in
the United States
They leveraged their expertise and
market position to build products in
tangential markets; such as:
– iPad
– iWatch
– Apple TV
– HomePod
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Software Services and Security
company
They still dabble in phones, some even
still have keyboards. However:
– They now outsource the
development of smartphones to TCL
Communications
– And their phones are now Android-
based
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Today: BlackBerry

Preventing Your
Organization From
Becoming a White Walker

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The Various Aspects of the Innovation S-Curve
Lead and Disrupt by Charles O'Reilly and Michael Tushman

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Continuous Waves of Innovation Keep Organizations Trending Up
Source: The Innovator’s Dilemma by Clayton Christensen

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Capture REFINE Retire
 New ideas are collected from
sources both internal and
external to your organization.
 The most promising ideas are
taken from concept to creation
and rolled out to interested
stakeholders.
 The company cuts ties with
products and processes before
they become an emotional and
economical drain.
Ever Evolving’s Three-Phase Framework
* Capture, REFINE, and Retire is a Trademark property of Ever Evolving, Inc.

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Phase I: Capture

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 During the Capture Phase, an organization
looks for new initiatives that drive their
business forward
 Those sources can be internal or external
 Common methods to capture ideas include
product and service surveys, employee
evaluations, and focus groups
All Fires Start with a Spark
And All Innovations Start With an Idea

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PRO TIP: Reach out to non-
customers to get feedback as
to why they are NOT buying
your product.

Realized that business stopped when
decision makers were away from their
desk
Knew that network bandwidth had
limited messaging capabilities
Built a product that securely brought
email to Executives on the move,
without compromising network
integrity
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Mid-1990’s: BlackBerry

Mid-2000’s: Apple
Apple realized that there was a vast
consumer market
They made a bet that user’s would
be drawn to their phone if they gave
a superior experience
– Much to the detriment of AT&T
– Personal email was included
BEFORE corporate
– Brought the “whole” internet
– Oh, and apps…
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Ask yourself and your people:
– what processes take the most time?
– What are the biggest drags on
employee morale?
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Tips and Tricks for Phase I: Capture
Facilitate these discussions by:
– Providing tools to capture new ideas
that are convenient and easy to use
– Establishing and executing
communication and compensation
plans

The Wilkem staff realized two things
were killing their staff’s productivity:
– An overly manual and convoluted
order fulfillment process
– Outdated technologies that were
being kept around to support one
system
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Client Example: Wilkem Scientific

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Phase II: REFINE

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 The REFINETM process takes ideas from
conception to completion through
– Ranking ideas based on priority
– Experimenting with ideas on a small scale
to prove their merits
– Financing the full productization
– Implementing the innovation
– Notifying and working with early adopters
to generate interest
– Expand into broader markets
To Invest in the Right Opportunties
You Must Say No to a Lot of Wrong Ones

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PRO TIP: During the
Experiment Step you want to
build your initial Minimal
Viable Product

Started with two-way pagers
Moved onto Email, (mobile) Internet,
and “apps”
Consistently refined handset with
better keyboards, screen, camera, etc.
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BlackBerry

Mid-2000’s: Apple
 Began with the iPod and iTunes, then
moved into
– iPhone
– iPad
– iWatch
– Apple TV
– HomePod
 Continuously added new value to their
base OS
– Now on iOS 11
– Opened the platform up to developers
through their SDK
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 Provide a framework that ensures idea with
corporate strategic direction
– This keeps everyone involved and reduces confusion
– Develop templates to ensure speed and accuracy as
your team moves through the process
 Develop a consistent set of metrics to help
track and compare various efforts across
business functionality
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Tips and Tricks for Phase II: REFINE
 Depending on the size of your organization,
an Idea Management Tool could be a worthy
investment
– NOTE: an Idea Management Tool is NOT a
replacement for an Innovation Framework
 Communicate with potential early adopters
openly and often.

 Wilkem Executives identified replacing their
outdated ERP as their highest priority
 They then came up with a list of requirements for a
new ERP, and experimented with various
capabilities providers to find a “best fit” solution
 Then, they fully financed the product purchase
 After the purchase, they communicated the
decision and the purpose to each individual
employee, and helped them understand how the
product would make their lives easier
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Phase III: Retire

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 The Retire Phase focuses on getting rid of
technology and business processes BEFORE
they become a drag on your organizations
 They can become a drag in a variety of
ways, including:
– Intellectually
– Emotionally
In Order for the Phoenix to Rise
The old ways of doing business must die

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PRO TIP: This phase becomes
much less scary when
executives properly plan and
can replace the departing
capabilities with new, more
efficient ways

NEVER GOT TO THIS PHASE
Ten years into the BlackBerry craze,
they were still running an old and
outdated Operating System
When Apple introduced iOS, and then
Android was Open Sourced, they
became REACTIVE instead of driving
the market and being PROACTIVE
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BlackBerry

Apple
Constantly retires products the
market has outgrown
– iPod
– Countless chargers and peripherals
– iPhone X?
This keeps their employees from
getting stuck in extended software
and product maintenance
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 Have some overlap between the old and the
new
– People will not immediately jump to the new
way of doing things, and this provides some
comfort to those nervous about change
 Make a backup before pulling the plug so that
data isn’t lost
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Tips and Tricks for Phase III: Retire
 Do everything possible to transition all data
into the new system
– Data is the baseline of information. If you lose
data, you lose the ability to generate that
knowledge.
 Communicate the End of Life date for the
system or process early and often

 Wilkem brought on a consultant to migrate data from
the old ERP to the new ERP system.
 For the first month of the new system, they performed
“double duty” – inputting orders in both systems
– This provided a means to verify how they were
inputting data as well as the information being
generated by the new reports
 Wilkem Executives constantly communicated when the
sunset date for the old ERP system would be, and stuck
to it. This was made easier as employees:
– One, got comfortable with the new system, and
– Two, saw that the new system had all the same
capabilities and generated the same information
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Learning Objectives: Review
 Where should organizations look for
their next innovative ideas?
 What’s the importance of continually
adding new capabilities and
innovations?
 What are the six elements of the
REFINE Phase?
 Why is it important to overlap new
capabilities with the ones they are
replacing?
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Contact Us
Steve Palmer
(302) 242-7778
steve@everevolving.biz
https://everevolving.biz

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InnoSpecting is the idea of looking both internally and
externally for Innovative ideas, and turning those ideas
into profit streams or cost savings measures for the
company through a controlled, repeatable process.
InnoSpecting is a Trademarked property of Ever Evolving, Inc.

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How do you make the process repeatable?1
Most Common Troubles with Corporate
Innovation
Where do new ideas come from and who is
responsible for them?2
How do you align those new ideas with the
strategic direction of the organization?3
How do you compare innovations across
business functions?4
How do you limit wasting time and resources
on ideas that simply won’t work?5
How do you keep any initial momentum
going?6

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We address repeatability through our
three-step process. 1
How We Help You Address Those
Common Troubles
We help you create a culture of innovation to
promote new idea generation. 2
Our process includes executive oversight to ensure
the ideas align with your corporate direction. 3
We capture common metrics allowing executives to
compare innovations across business function. 4
We track project milestones so executives can see if
an idea is performing to expectations. 5
The culture of innovation continues to drive future
employee engagement with the program 6

Innovation the New Currency of Business

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