The attached presentation provides a high level overview of the strategic innovation, technology, and planning framework. Questions can be sent to: Travis Barker, MPA GCPM Innovate Vancouver Consulting@innovatevancouver.org https://innovatevancouver.org

1. Innovate Vancouver
2018
Integrated Consulting,
Technology, & Strategic
Innovation Framework
Where Ideas Meet
Strategy

2. 2
Strategic Innovation Depends on an Ecosystem of Assets &
Tools
Innovate Vancouver’s Integrated Technology, Tools, Online
Resources Support Distributed Planning, Engagement, &
Development Efforts
This Framework Disrupts the Silos, Learning Barriers, and
Tunnel Vision of the Past
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“Strategic Innovation is no longer a competitive advantage.
It is now a necessity.”

3. 3
Potential
Customers/Clients
Overall Market?
• Leadership teams thrive on creativity and engagement but
often lack the structure and tools to drive progress.
• Leadership teams need the tools that can tackle the issue of
organization learning, opportunity evaluation, competency
development, and strategic innovation goal setting across
distributed networks.
• Focus: Small to mid size companies with industry projections
for growth and leveraging opportunities for innovation. This
includes relative startups that have yet to ‘cross the chasm’
and existing corporations struggling with maturity issues and
leveraging novel opportunities.
The Problem
• The traditional approach to innovation are outdated. Plans
(when they exist) sit on a shelf unused. They do not evolve
with changing trends and often lack the informed insight of
available stakeholders.
• Existing tools and products make innovation more
complicated than it needs to be. Simpler and better informed
solutions are available!
Some Statistics: Source: Statista.com
• Global Consulting Industry Revenue (2016) $250billion USD
• Management Consulting Sector (2016) $130billion USD

4. 4
• Strategic planning often fails to build upon or generate new learning. The
assumptions of the past continue to be reinforced.
• Poor execution and follow through of a company’s strategic vision is a primary reason
for high turnover, low employee engagement, and depressing satisfaction scores.
• The gap often experienced between vision setting and effective execution includes:
• Inadequate Vision or Insight into Growth & Innovation Opportunities
• Low Risk Tolerance with Resulting Absence of Adequate Resources to Establish
‘Stretch Goals’
• Current solutions are often deterministic and fail to incorporate system’s
knowledge. This is exacerbated in distributed networks.
Expense rates for consulting continue to skyrocket as
standardization is replaced with tailored products. Yet,
significant standardization remains!
‘Between 3% to 33% of executives
claim successful execution of their
strategic plans’ - Forbes
’90% of strategic plans fail due to
poor execution’ – Six Disciplines

5. 5
Standardization is scalable whereas individualized
product offerings are not. Opportunities exist in the
gap between standardization and customization!
Click on
Image to
play
video!

6. 6
A scalable solution is needed to support each company’s unique value proposition.
Innovation is based on building upon existing standards of excellence and visioning new
functionalities.
Introducing the Strategic Innovation Planning & Technology Framework!
An scalable integrated framework
that supports:
• Learning across distributed
networks
• Leveraging best practices
• Computer & mobile access
• Interactive training, learning,
and development tools
• Publications
• And More!

7. 7
The integrated framework supports distributed learning, evaluation, and planning ‘on’
and ‘offline.’
• Explore key issues & opportunities
• Identify courses of action
• Establish accountability systems, processes, and strategies for monitoring &
reporting on progress
A scalable solution is needed to support each company’s unique value proposition.
Innovation is based on building upon existing standards of excellence and visioning new
functionalities.
Mobile Apps Interactive Tools Introductory Videos Publications

8. 8
Travis Barker, MPA GCPM
Accomplishments, Experience,
Education
• Over 10 years in operations and strategic
space (public & private sectors) involving
technology and project delivery, product
development, process improvement, and
supply chain management.
• Formal training and education in public and
private business models, regulatory
frameworks, and leadership innovation
• Author, Founder, and Innovator @ Innovate
Vancouver

9. 9
Targeting
Marketing
Customer
Retention
Strategic
Partnerships/
Channel
• Target Segment: Leadership Teams
• Sales Funnel: Builds upon an integrates other product offerings
• Marketing: Inbound
• Conversion: Multiple app and publication purchases in addition to
option to purchase f2f consultation. Option also exists to customize
existing apps for specific company models
• Customer Retention: Follow the business & strategic innovation
planning cycle
• Acquisition Costs: Scalable. Minimal
• Lifetime Customer Value: Varies. Physical retention efforts will
emphasize customized products and services.
• Channels: Inbound Marketing; Web; Email; Google Play; Free
Downloads; Free Resources, etc.
• Strategy: Many of the interactive tools have ability to print inputs.
Purchases, site activity statistics, and account details yield insights.
Funnel drives customers to website interactive tools & f2f for custom

10. 10
Additional products are in development and will be integrated into the framework when launched.
The following milestone chart provides a high level view of the product launch and
business model iterations.
Q4 2014 Q1 2016 Q2 2017 Q3 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
Proof of Concept
Prototype Developed
and Completed
Product Launch 1.0
Product Launch 2.0
1st Customer
Business
Model
Validated
Product Refinements
Publications Launched
into Funnel
Complete
Business Plan

11. 11
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The integrated framework disrupts existing consulting models.
Scalable components are available for self sufficient customers.
Additional product offerings are in the pipeline
Existing products/solutions are often one-size-fits-all. A more dynamic
model is needed.
Practical innovation is based on structure, process, and vision. Tools
can help identify and embrace these opportunities.
A larger ecosystem of tools is needed to improve strategy execution.

12. 12
Questions?
Contact:
Travis Barker, MPA GCPM
Consulting@
innovatevancouver.org