Recomendados
Mais conteúdo relacionado
Semelhante a You Experience Innovation Success ... Strategyn Uk 2009
Semelhante a You Experience Innovation Success ... Strategyn Uk 2009 (20)
Último
Último (20)
You Experience Innovation Success ... Strategyn Uk 2009
- 2. 60% of all new‐product development efforts are p scuttled before they reach the market the market 40% that are launched fail to become profitable and are withdrawn 75% of all innovation investments are wasted investments are wasted SOURCE: Clayton Christensen, The Innovators Solution
- 3. How can we increase the probability of innovation success? To achieve 70% success rates?
- 4. Strategyn Outcome‐Driven Innovation is a set of proven concepts and a systematic methodology for driving predictable, repeatable innovation and growth… Achieve predictable Discover new important 1 2 market growth through kt th th h unaddressed market dd d kt innovation opportunities Determine a successful Instil a repeatable 4 3 market growth strategy market growth strategy innovation process that innovation process that and plan drives growth
- 5. Strategyn s process operates at the front end of innovation Strategyn’s process operates at the front‐end of innovation and feeds all development activities … Strategy Opportunity Idea / Concept Concept Development Discovery Generation Strategyn Outcome Concept Driven Selection Develop Launch test Innovation Process
- 6. Outcome‐Driven Innovation has been proven effective in multiple industries over 18 years of application i lti l i d t i 18 f li ti BIOTECH /PHARMA FINANCIAL HEALTH / MEDICAL Novozymes AXA UK Medtronics Merck Serono Merck Serono Friends Provident Friends Provident Guidant G idant Pfizer Washington Mutual Coloplast Syngenta State Farm AMO Morgan Stanley Dentsply CHEMICALS / H&R Block Johnson & Johnson MANUFACTURING Aetna Kimberley Clark Kimberley Clark Ingersoll Rand MetLife Colgate Bosch AIG Unilever John Deere GE Capital PUBLIC SECTOR Rohm and Haas ITI Scotland IT / TELECOMS Bristan Group Harvard HMRC Hewlett Packard Masco Kennedy School Nortel Networks Motorola OTHER SOFTWARE V‐Tech Harvard University Microsoft Pipex Wireless Ecolab Intuit United Technologies United Technologies Hallmark H ll k Ceridian Telstra MeadWestCo ESRI RH Donnelly Reynolds & Reynolds FOODS TurboTax Simplot Cargill g Chiquita Hills 6
- 7. We Identified the opportunity that led to the creation of the fastest selling medical device in history – the stent the fastest selling medical device in history the stent “Using Strategyn’s approach we reprioritized resources so we could be the first to market with the stent, an opportunity that became a $1 billion product in less than 2 years – the fastest growing medical device in history.” Cordis (J&J) VP of Marketing Rick Faleschini Featured in Harvard Business Review January 2002 J 2002
- 8. Outcome‐Driven Innovation is a Harvard‐Business Review best practice Harvard‐Business Review best practice Best Business Idea Winner quot;Strategyn's outcome‐driven concepts and method bring discipline and predictability to the often random process of innovation.quot; Clayton Christensen, Harvard Business School Professor and “innovation guru”
- 9. What is Stalling the Evolution of Innovation? li f i? 9
- 10. How important is innovation to your i i company? company?
- 11. Is there agreement in your company as to what h innovation is? innovation is?
- 12. Is understanding customer needs d important for innovation important for innovation in your company? in your company?
- 14. Is there Is there Is there agreement Is there agreement agreement in in your company your company as as to what a h to what customer need is? innovation is? 95% answer NO 95% answer NO to Both
- 15. “Studies comparing successful and unsuccessful innovation have found that the primary innovation have found that the primary discriminator was the degree to which customer needs were fully understood.” y David Garvin Harvard Business School
- 17. Innovation is the process of devising a product or service Innovation is the process of devising a product or service concept that satisfies the customer’s unmet needs. 0 Growth Strategy Stage-Gate® is a trademark of Stage-Gate Corporation 1
- 18. It’s Like Solving an Algebraic Equation … Variables Constants Variables Constants
- 19. Solutions‐first approach pp
- 20. Solutions first approach Companies devise solutions and idi li d test them with customers “Refinements” are made through an iterative testing/refinement process This approach is time consuming pp g and may never yield the correct answer
- 21. Solutions first approach Successful innovation is a S f li ii numbers game … the more ideas, the better id th b tt The goal is to fail fast – quickly evaluate ideas to see which are best
- 23. Needs‐first approach pp There is no consistent format for a customer need. The right f t d Th i ht inputs have not been defined CONC WANTS Delighters CEPT constraint Solutions N E E D Specification exciters WISHES must haves must haves latent need latent need table stakes BENEFIT expectations
- 24. Segment on the Wrong Things Segment on the Wrong Things Segmenting the market based on market based on customer, product or value attributes leads to innovation failure to innovation failure
- 25. Multiple translations of customer needs contributes to innovation failure partner sales marketing R&D Customer Customer Customer Customer phrasebook phrasebook phrasebook phrasebook What Partners say customers want What Partners say customers want What Sales says customers want What Sales says customers want What Marketing says customers want What Marketing says customers want What R&D says customers want What R&D says customers want
- 26. Listening too literally Voice of the Customer Voice of the Customer Expecting solutions i li Testing concepts
- 27. Customers don’t know what they want they want Customers can’t articulate their needs their needs Customers have latent needs Customer requirements Ct i t change quickly over time Innovation Myths
- 28. Needs‐first approach Companies do not know what inputs to capture Customers do not know what inputs are needed Customers offer “needs” in a language that is convenient to them Many firms try to translate the inputs f into something useful A mix of input types results A i fi tt lt Bad inputs cause the failures managers are trying to avoid ti t id
- 30. What is a Customer Need? What is a Customer Need? 30
- 31. quot;People don't want to buy a quarter‐inch d ill They want a i h drill. h quarter‐inch hole!“ Theodore Levitt, 1975
- 32. There is a better way to think about market segmentation and new product innovation. The structure of a market, seen from the customers' point of view, is very simple: They just need to get things done as Ted Levitt said When people find done, said. themselves needing to get a job done, they essentially hire products to do that job for them. Clayton Christensen, 2005
- 33. JOB Defines the functional and/or Defines the functional and/or emotional task, event, goal or activity that people want to accomplish Defines the action for which a product or service may be needed
- 34. Two Options for Innovation Help a customer get Help a customer get more or new jobs “a” job done better “” done
- 35. The job is the primary unit of analysis Functional Emotional i l 1. Jobs come and go .. New jobs can be discovered 2. 2 Products come and go – th j b i Pdt d the job is a more stable, long‐term focal point around which value creation must be centered 3. The job’s perfect execution reflects the customer’s true definition of value 4. Requirements are not captured on the i d h ACTIVITY JOB product – they are captured on the job the product or service is intended to perform PROBLEM
- 36. The Job of Storing – Retrieving Music Technologies come and go, the job remains the same 1880 1935 1970 1990 2008
- 37. The Job Hierarchy Framework Consumption Chain Jobs i hi b Core Functional Job • Purchase • Delivery Other Functional Jobs • Installation Emotional Jobs Emotional Jobs • Set‐up • Learn to Use • Interface • Store Jobs Indirectly Jobs Directly • Maintain Social Jobs Social Jobs Related to Core Related to Core Related to Core Related to Core Personal Jobs Personal Jobs • Upgrade Job Job • Replace • Dispose Job Map • Outcome 41 Process Process Process • Outcome 42 Step 1 Step 3 Step 2 • Outcome 43 • Outcome 1 • Outcome 44 • Outcome 2 Process Process • Outcome 45 Step 4 Step 4 • Outcome 3 Ot 3 Step 5 • Outcome 4 • Outcome 6 Desired outcomes are the metrics customers use to measure the successful execution of a job.
- 38. Manage Financial Security Consumption p Manage Financial Chain Jobs Security • Purchase • Delivery Other Functional Jobs Emotional Jobs Emotional Jobs • Installation I t ll ti • Set‐up • Learn to Use • Interface Jobs Indirectly Jobs Directly • Store Social Jobs Social Jobs Related to Core Related to Core Related to Core Related to Core Personal Jobs Personal Jobs • Maintain Job Job • Upgrade • Replace • Dispose Job Map • Outcome 41 Process Process Process • Outcome 42 Step 1 Step 3 Step 2 • Outcome 43 • Outcome 1 • Outcome 44 • Outcome 2 Process Process • Outcome 45 Step 4 Step 4 • Outcome 3 Ot 3 Step 5 • Outcome 4 • Outcome 6 Desired outcomes are the metrics customers use to measure the successful execution of a job.
- 39. When performing a job, When performing a job, • Metric 1 Job Activity Map Job Activity Map • Metric 2 Metric 2 • Metric 3 Customers intrinsically • Metric 4 • Metric 5 use metrics to define use “metrics” to define the successful execution Process Process Process of a specific job of a specific job Step 3 Step 1 Step 2 These metrics (or desired Process Process Step 5 Step 4 outcomes) ARE the outcomes) ARE the customer’s needs • Metric 41 • Metric 42 • Metric 43 Metric 43 • Metric 44 • Metric 45 See The Customer‐Centred Innovation Map, Harvard Business Review, May 2008
- 40. Desired Outcomes … Desired Outcomes Are the fundamental metrics used by customers to measure success • when getting a job done Are used by customers to assess the value of one product/service over • another Can be captured in markets where products and competitors do not • yet exist, e.g., white spaces, blue oceans, etc. Are the key to discovering opportunities for core market growth and • disruptive innovation Are integral to all downstream innovation tasks, e.g., identifying • opportunities, segmenting markets, evaluating ideas, etc. …are Customer Needs 40
- 41. When capturing desired outcomes, we first build a Job Activity Map (JAM). Here, we depict a JAM for the job of Activity Map (JAM). Here, we depict a JAM for the job of Manage Financial Security Assess Current Income Search for Financial Evaluate Financial Options Options Assess Current Expenditure Assess Current Debt Assess Current Debt Position Evaluate Financial Evaluate Timing of a Services Providers Financial Decision Assess Current Savings/Investments S i /I Make a Financial Conclude Financial Decision Assessment
- 42. Specific Questions Reveal Desired Outcomes For each step of the job as defined in the job map, ask … What makes [step x] unstable, What makes [step x] time What makes [step x] unreliable, consuming, error prone, costly, wasteful, unpredictable, etc. slow, etc. etc. This yields outcomes related to This yields outcomes related to This yields outcomes related to STABILITY – eliminating SPEED – getting the job done OUTPUT –eliminating waste, variability: faster: loss, etc: Outcomes Outcomes Outcomes Minimize the number of seeds Minimize the time it takes the Increase the percent of needed that fail to germinate seeds to germinate nutrients that are absorbed Minimize the time it takes to for Increase the percent of plants the plant to come out of the Minimize the yield loss due to that emerge at the same time ground excess heat during pollination yield
- 43. The precise measurable structure of a desired outcome statement a desired outcome statement Direction of improvement Unit of measure Object of control Minimise the time it takes to determine the total amount of household spend in a given time period e.g., spend of all family members, spend on household bills, etc. Contextual clarifier Example of object of control p j • The statement’s structure, content and format limit variability • The statement prompts a course of action h fi • It is not open to interpretation • Does not confound the way it or other statements are prioritized y p • We have captured over 15,000 such statements in all industry sectors 43
- 44. Example desired outcomes for the job step of Assess Current Expenditure in the job of Manage Financial Security Expenditure in the job of Manage Financial Security Assess Current 1. Minimise the time it takes to determine the total amount of personal Income Search for Financial Evaluate Financial expenditure for a given time period Options Options 2. Minimise the time it takes to determine the total amount of household Assess Current expenditure for a given time period Expenditure 3. Minimise the time it takes to determine the amounts spent on different expenditures in a given time period, e.g., on food, petrol, utilities, etc. 4. Minimise the time it takes to determine changes in the amounts spent on Assess Current Debt Assess Current Debt different expenditures over a given time period, e.g., amounts going up, Position Evaluate Financial Evaluate Timing of a down, etc. Services Providers Financial Decision 5. Minimise the time it takes to learn of a change in the cost of living, e.g., higher petrol prices, higher utility bills, higher interest rates, etc. Assess Current Savings/Investments S i /I 6. Minimise the time it takes to determine how to reduce a level of expenditure, e.g., spending on utility bills, petrol, food, etc. 7. Minimise the likelihood of forgetting to budget for a large item of household Make a Financial expenditure, e.g., an insurance renewal, a utility bill, a tax bill, etc. Conclude Financial Decision Assessment These are actual outcomes from a financial services project on Manage Financial Security – in total there were 143 need statements (outcomes) y related to this job.
- 45. What is the Opportunity Algorithm? • If 90% of the respondents rate an f % fh d OUTCOME IMP SAT OPP outcome a 4 or 5 for importance, the Minimise the time it takes to determine changes in the amounts spent on different 9.0 3.0 15.0 Importance value entered into the expenditures over a given time period, e.g., amounts going up, down, etc. algorithm is a 9.0. l ith i 9 0 Minimise the likelihood of forgetting to budget • for a large item of household expenditure, If 30% of the respondents rate an 8.5 3.5 13.5 e.g., an insurance renewal, a utility bill, a tax bill, etc. outcome a 4 or a 5 for satisfaction, the Satisfaction value entered into the Minimise the time it takes to determine the 8.0 5.0 11.0 total amount of personal expenditure for a algorithm is a 3.0 given time period Minimise the time it takes to determine the 7.5 75 6.5 65 8.5 85 total amount of household expenditure for a total amount of household expenditure for a given time period Opportunity = Importance + max (Importance – Satisfaction, 0) 45
- 46. When is a Need Unmet? If a desired outcome is both important and unsatisfied, it is unmet p , • The more important and less satisfied an outcome is (the more unmet it is) the • greater it represents an opportunity for value creation Outcomes are prioritized based on their attractiveness as opportunities for value • creation Importance Importance Opportunity Opportunity Satisfaction Satisfaction
- 47. Applications of Outcome Driven Insights Applications of Outcome‐Driven Insights 47
- 48. Outcome‐Driven Innovation Insights can be applied for multiple purposes multiple purposes Formulate Market Segment Markets Segment Markets Build Business Case Build Business Case GROWTH Growth Strategy / For Growth for Market Strategy STRATEGY Portfolio Undertake Undertake Focus Review of IP Focus Review of IP MARKET Focus Technology / Competitive Analysis Landscape / EVALUATION Enablers Scouting (Current / Potential) Inventions Reassess Resources Assess Internal / Make Go ‐ Kill RESOURCE Allocated to Current External Capabilities ALLOCATION Decisions Projects to Execute Position To Current Assist Channels to Brand On The Job‐ MARKETING / Under‐Messaged Focus On Unmet COMMS to‐be‐Done Strengths Needs Generate Concepts Build Internal Align Open INNOVATION to Address Growth Engagement with Innovation Inputs to St ategy Strategy Innovation o at o St ategy Strategy
- 49. Segment markets for growth by identifying under‐ Segment Markets For Growth For Growth served / over‐served segments served / over‐served segments • Identify unique opportunities when none exist in the broad market • Discover high‐potential growth segments – groups of customers who have distinct opportunities hh d related to executing the job • Traditional segmentation methods – based on product or demographic based on product or demographic classifications such as price point, business size, product type or age – y p g yield phantom targets • It is best to group customers into segments based on what jobs and/or outcomes they are trying to achieve
- 50. Position To Current Redefine position/message linked to the key opportunities that are Under‐Messaged can already be addressed by the product or service can already be addressed by the product or service Strengths “This insight enabled • Product features are tied to us to identify a specific underserved outcomes specific underserved outcomes unique competitive i titi position for our skin • A meaningful competitive and wound care analysis is conducted business. Upon • repositioning, we ii i The message connects solidly went from with the targeted customers stagnating growth to double digit growth in 6 months.” David Hotchkiss VP Sales & Marketing Prevent Coloplast Corp. p p Complications
- 51. Reassess Resources Resources are placed on the likely winners in the current project Allocated to Current pipeline, speeding time to market i li di i k Projects • The initiatives with the best chance The initiatives with the best chance OUTCOME OPP for success are identified Minimize restenosis, i.e., the recurrence of 15.3 the blockage • Likely product failures are identified and aborted – the justification to kill a project is made “Using this approach • Resources are placed on the likely p y we reprioritized we reprioritized winners, speeding time to market resources so we • … more winning products, less could be the first to market with the development expense development expense stent, an opportunity that became a $1 billion product in less than 2 years – the fastest growing medical device in history.” Cordis (J&J) VP of Marketing Rick Faleschini
- 52. Generate Concepts to Address Growth Strategy Ideas were brainstormed for the top 14 opportunities. The new features could not add cost to the product.
- 53. Generate Concepts The Cutting Wood “Job Map” g p to Address Growth Strategy Operate the Adjust the Saw Plan the Cut Start the Cut Saw Outcomes Minimize the time it takes to change the blade Increase the accuracy of saw gauge calibrations, i.e., the angle/mitre and cut width calibrations Maintain the Complete the Minimize the movement in the handle position (angle) when setting the blade to a different depth Making a Cut Saw Minimize the time it takes to set the blade to the desired cut depth Minimize the time it takes to set the blade to the desired cut depth Straight Cut Minimize the time it takes to set the saw to the desired cut angle Ensure Safety y
- 54. Generate Concepts Cutting Wood Opportunity Landscape to Address Growth Strategy 10 9 Over‐Served 8 Table Stakes Limited Opportunity 7 Ripe for faction Opp >10 Disruption 6 Solid Opportunity Satisf 5 Opp >12 High Opportunity 4 Potential for Disruption 3 2 Opp >15 Extreme Opportunity Opportunity 1 Appropriately Served Under‐Served 1 2 3 4 5 6 7 8 9 10 Importance
- 55. Generate Concepts Creating the Bosch CS20 Circular Saw to Address Growth Strategy OUTCOME OPP Minimize the cost of repairs due to cut cords Minimize the cost of repairs due to cut cords 11.5 11 5 Direct Connect; removed the Minimize the likelihood of snagging the cord on 12.7 cord the material Minimize the likelihood of dropping the saw when 10.5 lower it l i OUTCOME OPP Blower is aimed down and at Minimize the amount of debris that is thrown up the cut line to blow debris 11.4 into the users face away and provide line of sight Minimize the likelihood of inadvertently moving 13.5 off the cut line/path Served Value Delivered perfectly
- 56. Formulate Market When it comes to growth through innovation, Growth Strategy / only six growth paths are possible only six growth paths are possible Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 6 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 56
- 57. What does the Opportunity Landscape reveal? Sustaining or core market growth opportunity Sustaining or core market growth opportunity 10 1. Improve performance on current platform f f 9 2. Target underserved customers Table Stakes Limited Over‐Served 3. Help most profitable customers get current 386 Opportunity 8 job done better Table Stakes Limited Opportunity 4. How to move up the sustaining growth path 7 Opp >10 Solid Opportunity286 Ripe for faction Opp >10 Disruption 6 Solid Opportunity 5 Satisf Opp >12 High Opportunity 4 Potential for Disruption 3 2 Opp >15 Extreme Opportunity Opportunity 1 Appropriately Served Under‐Served 1 2 3 4 5 6 7 8 9 10 Importance 57
- 58. Formulate Market Core or Sustaining Market Growth Growth Strategy / Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 6 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 58
- 59. What does the Opportunity Landscape reveal? Adjacent market growth opportunity Adjacent market growth opportunity 10 9 Over‐Served 8 Table Stakes Limited Opportunity 1. Help current customers get new or 1 Help current customers get new or 7 underperforming related jobs done Ripe for faction better Opp >10 Disruption 6 2. Extend the current platform by adding Solid Opportunity more important unsatisfied jobs 5 Satisf Opp >12 High Opportunity 4 Potential for Disruption 3 2 Opp >15 Extreme Opportunity Opportunity 1 Appropriately Served Under‐Served 1 2 3 4 5 6 7 8 9 10 Importance 59
- 60. Formulate Market Related Market Growth Growth Strategy / Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 customers get a job or new platform to help new customers get a related job 2 group of related jobs done customers get a related job or jobs done. better. or jobs done. 6 2 3 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 60
- 61. Formulate Market New Platform Creation Growth Strategy / Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 6 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 61
- 62. What does the Opportunity Landscape reveal? Low‐end / new market disruption of existing over‐served job and/or target non‐consumption j b d/ i 10 9 Over‐Served 8 Table Stakes Limited Opportunity 7 Ripe for faction Opp >10 Disruption 6 Solid Opportunity 5 Satisf Opp >12 High Opportunity 1. Target over‐served customers or non‐ 4 Potential for Disruption consumption with a lower‐cost/ poorer pe o performing platform g p at o 3 2. Disrupt incumbents with a lower cost platform‐ they will be focused on core 2 market growth (Asymmetric motivation) Opp >15 Extreme Opportunity Opportunity 1 Appropriately Served Under‐Served 1 2 3 4 5 6 7 8 9 10 Importance 62
- 63. Formulate Market Growth Strategy / Core Platform Disruption p Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 63
- 64. Formulate Market Growth Strategy / Core Market Disruption Core Market Disruption Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 6 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 64
- 65. Formulate Market Growth Strategy / Related Growth in a Disrupted Market p Portfolio f li New Platform Creation Related Growth in a Related Market Growth Disrupted Market (s) Construct a f C feature set on a Add a set of features to the ff Other Job( new platform to help Add a set of features to the core platform to help 2 2 2 customers get a job or new platform to help new customers get a related job group of related jobs done customers get a related job or jobs done. better. or jobs done. 3 6 2 Core Platform Disruption Core Market Disruption Core or Sustaining Market Growth Core Job(s) Construct a feature set on a Construct a feature set on a new platform to help new platform to enable new Add a set of features to the J customers get a core job or customers to perform the core platform to help jobs done cheaper and/or core job of a specialist. customers get a core job or better. jobs done better. 4 5 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 65
- 66. Formulate Market Six Market Growth Paths Growth Strategy / Portfolio f li To optimize growth, a Which growth path(s) to pursue are dictated by the opportunities that exist company must be able to in the market … discover and address the opportunities that exist for value creation. Jobs Jobs Jobs … customers (and their (s) opportunities) dictate the t iti ) di t t th Other Job( strategy that should be 2 taken – not the company All markets evolve through these six growth Outcomes Outcomes Outcomes paths Core Job(s) Knowing how a market evolves i a prerequisite l is i it J to formulating a proactive and effective growth strategy 1 Core Platform New Value Delivery Platform Current Job Executor New Executor 66
- 67. Formulate Market Customer Inputs → Growth Paths Growth Strategy / Portfolio f li Core Functional Job Other Functional Jobs Emotional Jobs Jobs Jobs Directly Indirectly Personal Social Jobs Related to Related to Jobs Core Job Core Job Job Map • Outcome 41 Process Process Process • Outcome 42 Step 1 Step 2 Step 3 • Outcome 43 • Outcome 1 • Outcome 44 • Outcome 2 Process Process • Outcome 45 Step 4 • Outcome 3 Step 5 • Outcome 4 Jobs Jobs Jobs • Outcome 6 Desired outcomes are the metrics customers use s) Other Job(s to measure the successful execution of a job job. 2 Outcomes Outcomes Outcomes Co Job(s) ore 1 Core Platform New New Value Delivery Platform Value Delivery Platform Core Platform Current Job Executor New Executor 67
- 68. Formulate Market Benefits of the Six Growth Path Framework Growth Strategy / Portfolio f li • Companies know when to abandon an old platform and move to a new one • It takes the mystery out of disruption and explains how and when It takes the mystery out of “disruption” – and explains how and when to architect a disruptive strategy • It reveals those strategies that will work – and those that will not • Drives predictable innovation 68
- 70. Strategyn UK Outcome‐Driven Innovation Service And Support Options 1 ODI PROJECTS, TRAINING, MENTORING AND PROGRAMMES Execute ODI Projects Train Employees as Obtain Ongoing Build a Corporate using Strategyn g gy ODI Practitioners Strategyn Expertise gy p O Capab ty ODI Capability Strategyn UK consultants Strategyn consultants Strategyn UK consultants Strategyn UK consultants undertake your ODI train you to become mentor you to run your support you to establish project quickly and with proficient in ODI own ODI projects (post‐ your own internal ODI needed precision training) process / capability 2 GROWTH STRATEGY, CONCEPT GENERATION AND CONSULTANCY Map your Markets Formulate a Growth Generate Powerful Build Robust and Strategy for ODI and Strategy for ODI Strategy Ideas / Concepts Id /C t Business Cases Bi C Strategyn UK frames Strategyn UK analyses Strategyn UK facilitates Strategyn UK models the your market(s) and your and recommends growth the generation of new market growth potential ODI project programmes strategy options using concepts from ODI of your new concepts the Six Growth Paths opportunities 3 CUSTOMER‐CENTRED AND MARKET OPPORTUNITY ANALYSIS Segment Markets Assess Competitive Assess Technology Align Market for Growth Situation Enabler Potential Positioning / Brand Strategyn UK reviews Strategyn UK completes Strategyn UK completes Strategyn UK completes your current and precise segmentation of opportunity‐based market opportunity‐ potential market market opportunities for competitive assessment oriented technology p positioning and branding g g innovation scouting
- 71. Further reading The Customer Centred The Customer‐Centred Innovation Map, Harvard Business Review, May 2008 Giving Customers a Fair What Customers Want What Customers Want The Innovator’s Solution Th I t ’ S l ti Hearing, MIT Sloan l a bestselling book by In Professor Clayton Management Review, Spring Strategyn CEO Tony Christensen's book ‐ The 2008 Ulwick, details the Innovator's Solution ‐ he theory and practice of explains why Strategyn's p y gy outcome‐driven thinking and segmentation innovation methods are critical to the successful management of Best Business Idea Winner new market creation Turn Customer Input into Innovation, Harvard Business Review, January 2002
- 72. You Experience Innovation Success ® Strategyn UK Strategyn UK Portland House Bressenden Place London UNITED KINGDOM UNITED KINGDOM SW13 1RE www.strategyn.co.uk UK@strategyn.com UK@strategyn com + 44 (0)845 057 4091 72