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Bright Spots Analysis - Sample Report

It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years. In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success

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Bright Spots Analysis - Sample Report

  1. 1. Personalized Report for : Your target company Analysis
  2. 2. Why is this report important ? It is difficult to objectively evaluate if a company will be a winner or not. Interviews, financial analysis and business plans are not enough anymore to guarantee a successful investment. The solution is to go from subjective to objective measures. This report measures 2 key elements in a objective way: • Scalability of the business. • Ability to deliver innovation consistently. This is based on a database of several thousand companies and 4 years of research. The results that follow are compared against this research
  3. 3. The Hard Facts 75% of venture-backed startups fail 94% of companies are unhappy with their ability to innovate 99% companies value innovation 5% are classified as innovative by their peers
  4. 4. How to use this report ? INVESTABILITY RANKING • This is a 0 -10 score BUILD ON STRENGTHS • Focus on the innovation capabilities and exponential attributes where you have strengths ONE RIGHT THING AT A TIME • When a companies work on too many things progress doesn’t happen. You also need to on the right thing now
  5. 5. How to use this report ? INVESTABILITY RANKING • This is a 0 - 10 score BUILD ON BRIGHT SPOTS (STRENGHTS) • Focus on the innovation capabilities and exponential attributes where you are good at ONE RIGHT THING AT A TIME • When companies work on too many things progress doesn’t happen. You also need to go on the right thing now Scalability Able to execute innovation Take-off Could be’sLaggards Wanna be’s
  6. 6. How to use this report ? INVESTABILITY RANKING • This is a 0 - 10 score BUILD ON BRIGHT SPOTS (STRENGTHS) • Focus on the innovation capabilities and exponential attributes where you are good at ONE RIGHT THING AT A TIME • When a companies work on too many things progress doesn’t happen. You also need to go on the right thing now Bright spots bring energy, bright spots are motivating. No successful business grows on it’s weaknesses. When people see work is being done on bright spots, they will be more ready to fix weak spots. Bright Spots increase Employee Engagement, Employee Engagement is Key for Growth. 1 2 3 4 5
  7. 7. Partnerships Processes How to use this report ? INVESTABILITY RANKING • This is a 0 - 10 score BUILD ON BRIGHT SPOTS STRENGTHS • Focus on the innovation capabilities and exponential attributes where you are good at ONE RIGHT THING AT A TIME • When companies work on too many things progress doesn’t happen. You also need to go on the right thing now Persistence Purpose / Passion Innovation Over 90% companies go through these stages sequentially. That means the right way to move forward is almost always to simply to identify the stage a company is at now and then work on what will get them to the next stage Companies become innovative step by step. Each stage is dependent on the previous stages.
  8. 8. ABOUT THE ASSESSMENTS 2 Scales: 10 years of research with thousands of companies
  9. 9. Y-Axis Exponential Quotient (ExQ) measures the scalability of your business model X-Axis Innovation Readiness (IR) measures the ability to execute innovation over the time Scalability Able to execute innovation
  10. 10. Exponential Quotient (ExQ) measures the scalability of your business model Innovation Readiness (IR) measures the ability to execute innovation over the time Origins The Singularity University Sample Size: Over 10,000 assessments run Validation A study from Hult University Top quartile ExQs outperform the average 3 to 1
  11. 11. Companies with the highest ExQs (i.e. those that possess the greatest number of attributes and characteristics found in Exponential Organizations (ExOs) consistently outperform industry and earnings projections as well as their competitors. Two years after ranking the top Fortune 100 companies by their exponential quotient, the 10 companies with the highest ExQs (i.e. the most flexible and adaptable of the Fortune 100) out- performed S&P projections by an average of 3x over two years from 2015 to 2016. An ExQ score can predict performance Source: exoworks
  12. 12. Independent Variables Dependent Variable Overall Exponential Results MTP 1. Massive Transformative Purpose Internal Attributes 2. Staff on Demand (SoD) 3. Community & crowd 4. Algorithms 5. Leveraged Assets 6. Engagement External Attributes 7. Interfaces 8. Dashboards 9. Experimentation 10. Autonomy 11. Social Technologies Independent Variables Dependent Variable Overall Exponential Results MTP 1. Massive Transformative Purpose Internal Attributes 2. Staff on Demand (SoD) 3. Community & crowd 4. Algorithms 5. Leveraged Assets 6. Engagement External Attributes 7. Interfaces 8. Dashboards 9. Experimentation 10. Autonomy 11. Social Technologies Independent Variables Dependent Variable Overall Exponential Results MTP 1. Massive Transformative Purpose Internal Attributes 2. Staff on Demand (SoD) 3. Community & crowd 4. Algorithms 5. Leveraged Assets 6. Engagement External Attributes 7. Interfaces 8. Dashboards 9. Experimentation 10. Autonomy 11. Social Technologies How does ExQ measure scalability ?
  13. 13. General recommendations to become an exponential company 1. MTP: inspiring a community to form around their massive vision; tracking and and retaining top talents; orienting the organization towards external impact rather than internal politics; supporting a cooperative nonpolitical culture; providing focus during rapid growth; and enabling agility and learning. 2. Staff on Demand: using of demand-based contractors vs. full time employees. Leverage external talent for business functions. 3. Community and Crowd: engaging users, customers, partners and fans directly and allowing them to engage between them, and engaging the community using digital tools. 4. Algorithms: substituting or complementing purely human decision making by machine learning. 5. Leveraged assets: flexibly access your assets rather than own them or lease them long term. 6. Engagement: converting the cloud into community members and leveraging their knowledge digitally. 7. Interfaces: interact at arm's length both inside and outside the organization, decoupling the systems that interact. 8. Dashboards: tracking critical growth drivers in real time. 9. Experimentation: learning about environment and market, maximizing the value capture and measuring and tracking experiments. 10. Autonomy: operating in small, multidisciplinary, self-organizing teams with decision making power. 11. Social Technologies: deploying new collaboration and communication technology (live conversations across organization) to increase the companies metabolism.
  14. 14. Exponential Quotient (ExQ) measures the scalability of your business model Innovation Readiness (IR) measures the ability to execute innovation over the time Origins A collaboration between Solvay University and 3 consulting companies (Fast Bridge, Benovate and Innovation engineering) Sample Size: Over 500 assessments run Validation A 4 year study. The Innovation readiness score predicts 81% of innovation success and 38% of business results
  15. 15. How does IR measure innovation ? Independent Variables Attitudes 1. Desire / Hunger 2. Philosophies Entrepreneurial orientation 3. Autonomy 4. Competitive 5. Creativity 6. Risk Taking 7. Proactivity 8. Structure Strategy alignment 9. Strategy alignment Processes 10. People processes 11. Organizational design 12. Customer focus 13. Co-creation 14. Ecosystem management 15. Speed / Results focus 16. System to select ideas Learning orientation 17. Commitment to learning 18. Knowledge sharing 19. Open minded Breakthrough Innovation Sustaining Innovation Innovation Results Overall Business Results Dependent Variables
  16. 16. Does IR really measure innovation ? Validity: Scaled measures / Self declared measures had a .8 correlation Reliability: The reliability of all scales was greater than .80 most higher than .9 (typical cut-off values .6-.7) .8 38% >.8 Of business results 81%Of Innovation Results
  17. 17. Innovation culture and capabilities grow over time The Basics Strategy Hunger Philosophy Learning Orientation * Operations Speed Proactivity General systems Customer focus Entrepreneurial Orient. Risk Taking Ecosystem Management Structure Creativity Want it Do it Not scared to do more Room to grow Sustaining Innov. Breakthrough Innov. Companies are built over time ... change also happens over time. Step 1: Identify the status of your company now Step 2: Then focus on the single best next step Step 3: Check for change Step 4: If change move to the next steps
  18. 18. General recommendations to become an innovative company The Basics Strategy alignment Innovation training Lean startup (learning training) Innovation events Training jobs to be done Training business model innovation Attend a startup weekend Reward Proactivity Tell them it is important and get them to believe … Operations Moments of truth (deadlines) Learn how to ask for ideas Systems for speed (eg. Scrum) Acceleration programs Training + create sessions Strategic outsourcing for ideas Innovation sprints Reward Innovation Ask for ideas, push for speed Build ideas and systems to test Entrepreneurial Orient. Ask for more ideas Hackathons (Internal + External) Ecosystem development Celebrate risk taking Bring in entrepreneurs Reward Innopreneurship Expect entrepreneurship, bring in entrepreneurs / partners to shake things
  19. 19. General recommendation to become an innovative company PROCESSES People Processes: Check for change Organizational Design: If change move to the next steps Customer Focus : Identify the status of your company now Co-creation : Identify the status of your company now Eco-system Management Identify the status of your company now Speed/Results Focus: Identify the status of your company now Systems to Select Ideas: Identify the status of your company now LEARNING ORIENTATION: Identify the status of your company now Commitment to Learning: Identify the status of your company now Open-mindedness: Identify the status of your company now Knowledge Sharing: Identify the status of your company now
  20. 20. Your target company Results
  21. 21. Investability and Classification 0 1 2 3 4 5 6 7 8 9 10 Not invest Invest Your target company investability Your target company classification • Take-off: Companies that are ready to be successful and exponentially profitable over the time.
  22. 22. Take-off Could be’sLaggards Wanna be’s Scalability Your target company investability Ability to execute innovation Challengers Exponential Tech SavyLaggards ExQ x IR chart
  23. 23. ExO and IR 10 charts
  24. 24. ExO Charts 1-5
  25. 25. The concept of the Exponential Organization (ExO) first arose at Singularity University, which Salim Ismail co-founded in 2008 with noted futurist, author, entrepreneur-turned-AI director at Google, Ray Kurzweil. An Exponential Organization is one whose impact or output is disproportionately large -- at least 10 times larger -- compared to its peers because of new organizational techniques that leverage accelerating technologies. In other words, it grows faster, bigger and cheaper than its competition because it has a Massive Transformative Purpose and scales as quickly as tech does. Source: Exponential Organizations, Salim Ismail WHAT ARE EXPONENTIAL ORGANIZATIONS ?
  26. 26. ExOs use fewer physical facilities and fewer employees than traditional organizations, as they are grounded in information technology, dematerializing physical structures and transferring them to the digital universe on demand. They learned to organize around an information-based world. To be considered an ExO, the organization must have a Massive Transformer Purpose (MTP) in addition to ten other attributes that reflect internal and external mechanisms that are continually being leveraged to achieve exponential growth, we use the acronym SCALE (Staff on Demand, Community and Crowd, Leverage Assets, Algorithms and Engagement) and for external attributes we use the acronym IDEAS (Interfaces, Dashboards, Experimentation, Autonomy and Social Technologies).Source: Exponential Organizations, Salim Ismail THE ATTRIBUTES OF EXPONENTIAL ORGANIZATIONS
  27. 27. The Massive Transformative Purpose (MTP) marks the “why” behind the organization. The MTP goes beyond a mission statement because it is on a far larger, more aspirational scale and this means it can revolutionize an industry and even a society. An MTP should move a team’s focus from internal affairs to positive external impacts, and should provide a rallying cry that draws people in (while filtering out the uninterested). The ideal MTP should be so sweeping, aspirational, and definitive that competitors are unable to craft an MTP capable of surpassing it. Examples Google’s MTP: “Organizing all of the world’s information”. Tesla: “Accelerate the transition to sustainable transportation.” SpaceX: “Humans must become a multi-planetary species” DO YOU HAVE A MTP ? CHART # 1: MASSIVE TRANSFORMER PURPOSE (MTP)
  28. 28. WHAT ARE YOUR INTERNAL ATTRIBUTES THAT CHARACTERIZE THE PARADIGMATIC EXO ? CHART # 2: INTERNAL ATTRIBUTES (SCALE)Staff on Demand (SoD): To act quickly and flexibly in a fast- changing world, ExOs leverage external contractors. Outsourcing as many tasks as possible rather than maintaining a large full-time workforce allows companies to fill expertise gaps and ensure a constant flow of fresh ideas. Community & crowd: ExOs build and join communities, and they crowdsource or crowdfund ideas to achieve rapid growth. Algorithms: Companies such as Google, Airbnb and DHL are based on algorithms, which allow for dynamic pricing, credit card fraud detection, traffic optimization and much more. ExOs use machine-learning technologies to refine these algorithms. Leveraged Assets: Renting, sharing and leveraging assets such as office facilities, machinery, copiers and even office plants has long been standard. Now, companies are increasingly outsourcing mission-critical assets. Apple, for example, uses its manufacturing partner Foxconn’s factories for key product lines. Not owning assets increases agility and allows quick scaling. Engagement: User engagement techniques such as gamification and incentive prizes help ExOs to engage markets quickly.
  29. 29. WHAT ARE YOUR EXTERNAL ATTRIBUTES THAT CHARACTERIZE THE PARADIGMATIC EXO ? CHART # 3: EXTERNAL ATTRIBUTES (IDEAS) Interfaces: Interfaces are algorithms and automated workflows that route the SCALE outputs as efficiently as possible to the right people within the organization. Dashboards: To track and monitor performance, all members of an organization can access real-time metrics via a dashboard. Experimentation: ExOs use methods facilitating rapid experimentation and process improvement through fast feedback loops. Autonomy: ExOs have flat hierarchies to promote agility and accelerate learning and reaction times. Social Technologies: Social technologies drive real-time, zero-latency conversations across the organization.
  30. 30. DO YOU HAVE AN EXPONENTIAL COMPANY ? CHART # 4: EXQ SCORE The ExOs scale is at a minimum 10x better than their peers in the same space. For example, a typical CPG (Consumer Packaged Goods) company like Johnson & Johnson or Proctor & Gamble takes about 300 days to go from a new idea to a product on a Walmart shelf. Quirky, a leading ExO, does that same process — new idea to product on a Walmart shelf — in just 29 days. And that’s in an old industry, not some newfangled internet- software-freemium-social-gaming play.
  31. 31. Chart #5: 4 out of 10 = cut- off Not all ExOs have the ten attributes, however, there are a minimum of four attributes to be considered as ExO and the more attributes the more expandable they tend to be. HOW MANY EXO ATTRIBUTES DO YOU HAVE ?
  32. 32. Innovation Readiness Charts 6-10
  33. 33. The IR is based on work presented in over 200 academic articles. Research has linked significantly higher levels of innovation and business performance to business philosophies, strategic alignment, business processes and organizational learning. Culture and process are the drivers of innovation success. Strategic Alignment Attitudes Processes Learning Innovation Performance Firm Performance Source: http://tiny.cc/9uutsz DO YOU REALLY WANT TO INNOVATE ?
  34. 34. Innovation can (rarely) happen by accident, but it usually doesn't. It can be a one-time event or a systemic process. Companies that invest in creating Innovation systems are usually driven by a hunger to do things better and differently. They are often led by people that are intellectually curious and have a desire to change the world. Innovation can also just be in a company's soul. A low score here is a warning sign. Possible solutions are to visualize the benefits of Innovation and look for quick wins to build confidence that your company can be innovative but also work on a diversification of the workforce in terms of skills/experience... DO YOU REALLY WANT TO INNOVATE ?CHART # 6: ATTITUDE, LEADERSHIP & CULTURE
  35. 35. Entrepreneurial Orientation represents the processes, practices and decision-making which are embodied in the entrepreneurial process, closely linked at the level of an innovative business setup. We call it “Inno-Preneurship”. A high measure of Entrepreneurial Orientation reflects the ability of a company to quickly and effectively identify opportunities to build its business in an innovative way, and to take advantage of these business opportunities. This is an important complement to the Innovation Readiness because it is not sufficient to be good at innovating - a company needs to be run in an entrepreneurial way to identify the business opportunities that are the triggers for innovation, and in particular for developing concretely , on an SMTM (Show Me The Money) way, new areas of business. This chart shows how your company compares with all of the companies with a similar profile to yours, with regard to Entrepreneurial Orientation. IS YOUR ORGANIZATION BE DRIVEN BY AN ENTREPRENEURIAL MINDSET ? CHART # 7: ENTREPRENEURIAL ORIENTATION
  36. 36. Innovation activities need to fit in the context of the longer term direction of your company. A high score on this factor indicates that you have a very clear vision of the future of the business, you are continually planning to develop the business, and you are continually looking for ways to balance activities across the different areas of your company and, last but not least, innovation is concretely handled on the field as a strategic long term initiative. Board and C- Level executives should clearly be involved herewith. ARE YOU ALIGNED FOR SUCCESS ? CHART # 8: STRATEGIC ALIGNMENT
  37. 37. The habits OF INNOVATION SUCCESS are anchored in the DNA of a company. Successful innovators almost always have the right systems and processes in place to make innovation happen. The most important habits are : • Organizational Design • People Processes • Systems to select ideas • Customer Focus • Co-Creation • Eco-system management • Speed/results focus JUST TALKING ABOUT INNOVATION IS NOT ENOUGH... CHART # 9: OPERATING PROCEDURES YOU NEED TO DEVELOP THE HABITS OF INNOVATION SUCCESS
  38. 38. IS YOUR ORGANIZATION GETTING SMARTER ? CHART # 10: LEARNING ORIENTATION Learning orientation refers to organization- wide activity of creating and using knowledge to enhance competitive advantage. This includes obtaining and sharing information about customer needs, market changes, and competitor actions, as well as development of new technologies to create new highly competitive products that are by essence superior to those of competitors. Your learning orientation influences what kind of information is gathered and how it is interpreted, evaluated, and shared. The 3 key components of learning orientation are commitment to learning, open-mindedness and intra-organizational knowledge sharing.
  39. 39. One page Summary
  40. 40. KEY RESULTS Investability Score ExQ Scores 7.0
  41. 41. Notes and Recommendations This section will be completed on a company by company basis
  42. 42. Annexes and Definitions
  43. 43. How do ExO attributes contribute to exponential results ? 1. MTP A strong MTP is an ExO’s competitive edge. It is so inspirational, it generates a cultural movement around the ExO, ultimately creating its own community, tribe and culture. 2. Staff on Demand During the industrial revolution, having a large workforce allowed an organization to accomplish more. In today’s information age, that same large workforce becomes an anchor that reduces maneuverability and slows you down. In any information-enabled business a large internal staff seems increasingly unnecessary, counterproductive and expensive. Outsourcing whenever you can make your company agile, flexible, fast-moving, and cost-effective. Prerequisites: Interfaces to manage SoD and clear task specification. 3. Community & Crowd Today, the internet has made it possible for organizations to build their community and crowd beyond borders who share the same MTP. ExOs leverage community and crowd for many functions traditionally handled inside the enterprise, including idea generation, funding, design, distribution, marketing and sales. This agility allows for rapid implementation and exponential results. Prerequisites: MTP, engagement, authentic and transparent leadership, low threshold to participate and P2P value creation. 4. Algorithms Remarkably, and often tragically, most companies today are still driven almost solely on the intuitive guesses of their leaders who are just as likely to fall prey to a long list of self-delusions and cognitive biases. Algorithms are thus a critical future component of every business. Almost all the business insights and decisions of tomorrow will be data-driven. Given that they are much more objective, scalable, and flexible than human beings, they are also critical for organizations committed to driving exponential growth. Prerequisites: Machines or deep learning techniques and cultural acceptance.
  44. 44. How do ExO attributes contribute to exponential results ? 5. Leveraged Assets Renting, sharing or leveraging assets — as opposed to owning them — enables organizations to easily share and scale assets not only locally, but also globally, and without boundaries. As with Staff on Demand, ExOs retain their flexibility precisely by not owning assets, even in strategic areas. This practice optimizes flexibility and allows the enterprise to scale incredibly quickly as it obviates the need for staff to manage those assets. Prerequisites: Abundance of easily available assets and interfaces. 6. Engagement Connected individuals can now do what once only large centralized organizations could. Engagement creates network effects and positive feedback loops with extraordinary reach. The biggest impact of engagement techniques is on customers and the entire external ecosystem. However, these techniques can also be used internally with employees to boost collaboration, innovation and loyalty. Unless an ExO is able to optimize the engagement of its community and crowd, it will wither and fade. Prerequisites: MTP and clear, fair and consistent rules without conflicts of interest. 7. Interfaces Interfaces tend to become the most distinctive internal characteristics of a fully realized ExO. There’s a good reason for this: at peak productivity, Interfaces empower the enterprise’s management of its SCALE external attributes. Without such interfaces the ExO cannot scale, thus making them increasingly mission-critical. Prerequisites: Standardized processes to enable automation, scalable externalities and algorithms (in most cases). 8. Dashboards ExOs are growing at a rapid pace. To keep up with this pace, the organization needs to have visibility on all areas of the business. Dashboards which enable visibility allow business, individuals and team assessments to be carried out efficiently and much faster than ever before. Dashboards also allow you to see problems before they grow into big
  45. 45. How do ExO attributes contribute to exponential results ? Since tight control frameworks are critical to managing hyper growth, real-time dashboards used in conjunction with defined “Objectives & Key Results” (OKRs) are key. OKRs are about focus, simplicity, short(er) feedback cycles, and openness. As a result, insights and improvements are easier to see and implement. Prerequisites: Real-time metrics tracked, gathered and analyzed, OKRs implemented, and cultural acceptance by employees. 9. Experimentation Corporate organization charts are traditionally structured to withstand risk and change. However, in today’s world, the biggest risk is not taking any risk. The modern rule of competition is “whoever learns fastest, wins.” Experimentation is effectively “scalable learning”. This makes a culture of continuous experimentation even more important. Large numbers of bottom-up ideas, properly filtered, always trump top-down thinking, no matter the industry or organization. Prerequisites: Measurement and tracking of experiments, and cultural acceptance (failure = experience). 10. Autonomy Charles Darwin discovered an interesting aspect about evolution. He found that the fastest progression of evolution did not happen when huge populations were exposed to stressful conditions. In fact, those which evolved the fastest under stressful conditions were small groups of species isolated from the main population. By the same token, small, independent and interdisciplinary teams are critical to future organizations, especially at the edges. Prerequisites: MTP (as a gravity well), self-starting employees, and dashboards. 11. Social Technologies Social Technologies are comprised of seven key elements: Social Objects, Activity Streams, Task Management, File Sharing, Telepresence, Virtual Worlds and Emotional Sensing. When implemented, these elements create transparency and connectedness and, most importantly, lower an organization’s information latency. The entire social paradigm presents several critical implications for ExOs. Organizational intimacy is increased, decision latency is reduced, knowledge improves and is more widely spread, and serendipity increases. In short, social technologies enable the real-time enterprise.
  46. 46. Innovation Readiness 19 measures in 5 areasAttitudes 1. Desire / Hunger 2. Philosophies Entrepreneurial orientation 3. Autonomy 4. Competitive 5. Creativity 6. Risk Taking 7. Proactivity 8. Structure Strategy alignment 9. Strategy alignment Processes 10. People processes 11. Organizational design 12. Customer focus 13. Co-creation 14. Ecosystem management 15. Speed / Results focus 16. System to select ideas Learning orientation 17. Commitment to learning 18. Knowledge sharing 19. Open minded
  47. 47. Attitudes • 1. Desire / Hunger • 2. Philosophies
  48. 48. Entrepreneurial Orientation 3. Autonomy 4. Competitive 5. Creativity 6. Risk Taking 7. Proactivity 8. Structure
  49. 49. Strategy alignment 9. Strategic alignment
  50. 50. Processes • 10. People processes • 11. Organizational design • 12. Customer focus • 13. Co-creation • 14. Ecosystem management • 15. Speed / Results focus • 16. System to select ideas
  51. 51. Learning Orientation • 17. Commitment to learning • 18. Knowledge sharing • 19. Open minded
  52. 52. How do IR attributes contribute to innovation results 1. BASICS 1.1. Desire/Hunger: Companies that invest in creating Innovation systems are usually driven by a hunger to do things better and differently. They are often led by people that are intellectually curious and have a desire to change the world. 1.2. Philosophies: Every company has a soul and ways of acting. The organizational philosophies determine what is important in a company. Philosophies define why things are done and the ways things should be done. Some companies by nature are more philosophically inclined to be interested in innovation. A low score here is a warning sign just like in the area of Desire/Hunger. Possible solutions are to visualize the benefits of innovation and to also look for quick wins to build confidence that your company can be innovative. 2. STRATEGIC ALIGNMENT Strategic alignment is the key link between attitudes and actions. Strategically aligned companies are walking the talk of innovation. Innovation activities need to fit into the context of the long term direction of your company and be clearly linked with strategic validated/communicated tracks. Clear structures, budgets and mandates are also needed to support operationalization of the strategy. Strategic alignment is: • Our innovation strategy is clearly communicated so that everyone knows the targets for improvement. • My organization strategically allocates specific resources (money, staff, materials and space) for innovation to make it easier for potential innovators. • There is commitment and support for innovation from top management.
  53. 53. How do IR attributes contribute to innovation results 3. PROCESSES 3.1. People Processes: In every organization people are what drive innovation. The assessment doesn't focus on how people are recruited, but rather how they are managed to deliver innovative results. A new line of research on group dynamics has shown that the key things to get right are to make sure: • People feel valued • When people work together, effort is taken to encourage/foster diversity • People are allowed to voice their own opinions • Managers act more as facilitators and show leadership • And the decision procedures are coordinated & objective If you have a low score on this dimension, try reading The Wisdom of Crowds by James Surowiecki for ideas on getting people working together. 3.2. Organizational Design: In the area of Innovation and almost every other area of business what is measured and rewarded happens. A first area of good organizational designs for innovation includes: encouragement to try new ideas, acceptance of smart failures and rewards for efforts and good tries. (Note: it is important not to reward just success and it is important that rewards are for individual and team effort.) A second area of good organization design focuses on removing barriers and increasing work flexibility. If you score low in this area, you might try to read a good book on organizational behavior that talks about how to reward performance.(The Jericho Principle from Ralf Welborne is a good example...). The right rewards are more than money alone. 3.3. Customer Focus: Identify All businesses rely on their customers for their revenue and profitability - and innovation must take account of customer needs and preferences. A high score indicates that your company has very good knowledge about customer expectations and needs, that you are very good at getting customer feedback, and that you really know the types of innovation that your customers will accept or reject. A good customer focus also includes a flexible view of who the customer is. Is the customer who uses my product, or who pays my bills? A good book could be the Gift of Marcel Mauss.
  54. 54. How do IR attributes contribute to innovation results 3.4. Co-creation : It is an active, creative and social process based on collaboration between producers and users, which is initiated by the firm to generate value for customers. It is about working together with the people and organizations that interact with your company to identify new needs and create customer experiences. Co-creation moves from teaching the customer to learning from each other. It causes us to leverage our individual and shared experiences together, creating something that we could not have produced separately. One place a lot of companies fail is with a NIH (Not Invented Here). If you have an open view on co-creation you will be ready to select the best ideas and solutions regardless of their source. A high score indicates you are doing well working with partners. A low score means you are probably not developing the best products and related ecosystems you could and that your cycle to bring a new product/service on the market is probably longer than your competitors' cycle. 3.5. Eco-system Management Greatness on your part is not enough. In today's connected world, there is no such thing as an autonomous innovator. You are an actor within a broader innovation ecosystem. Success in a connected world requires that you manage your interactions with your business environment. Instead of thinking "If we build it, will people buy it?" you need to think "If we build it, who will we need to work with to make sure our customers can buy it?" Your score measures how actively you are working to understand and leverage your business environment for innovation success. (Want to know more? Read The Wide Lens by Ron Adner.) 3.6. Speed/Results Focus: Rarely is the first product or idea the right one. Successful innovators usually need to be good at quick development, quick testing and quick decisions. Equally important, companies need to ensure they are not testing to test, but testing to deliver business results. Speed without a results focus is a quick way to waste money. SMTM (Show Me The Money …) focus needs to always be present. 3.7. Systems to Select Ideas: A lot of research has shown the biggest difference between companies successful at innovation and new product introduction is not their ability to create new ideas, but their ability to quickly kill bad ones (and only the bad ones). Your score reflects your use of systematic methods to test ideas early and objectively evaluate the quality of your ideas and their fit with your corporate context.
  55. 55. How do IR attributes contribute to innovation results When evaluating ideas try to think in terms of: • Overt Benefit - What’s in it for the customer and for the company? And is the benefit overtly clear and well balanced? • Real Reason to Believe - Why should customer believe you will deliver on the promise made above? • Dramatic Difference - How revolutionary and new-to-the-world is your benefit/reason to believe. Want to know more? Read Jump Start Your Business Brain: Scientific Ideas and Advice That Will Immediately Double Your Business Success Rate by Doug Hall. Note: even if your product is great, you also need to make sure it fits in your business lifecycle (e.g. If you're in a declining commodity market, you probably need to be thinking more in terms of process/experience/service innovation rather than disruptive product Innovation) more details hereon see the CIBAM ® Model (Cunjunctural Innovation to Business Alignment Model) By P.Crasson.
  56. 56. How do IR attributes contribute to innovation results Learning and entrepreneurial orientation are analyzed in more detailed because these 2 variables alone have been shown to explain up to 50% of a company's innovation results. 4. LEARNING ORIENTATION 4.1. Commitment to Learning: The committed organization considers learning as an important investment that is crucial for survival. The more an organization values learning, the more likely it is that learning will occur. Most importantly, commitment to learning is associated with a long-term strategic orientation. Short- term investments will yield long-term gains. For example, managers in committed organizations expect employees to use company time to pursue knowledge outside the immediate scope of their work. If an organization does not encourage the development of knowledge, employees will not be motivated to pursue learning activities. 4.2. Open-mindedness: It is the willingness to critically evaluate the organization’s operational routine and to accept new ideas. Firms must cope with rapidly changing technology and turbulent markets. The rate of knowledge obsolescence is high in most sectors. Even so, lessons learned in the past may still be instructive if the organization has the open-mindedness to question them. It may be just as important to unlearn old ways as it is to renew or update the knowledge base. Change management and an outstanding related communication is a key factor here for success. 4.3. Knowledge Sharing: It refers to collective beliefs or behavioral routines related to the spread of learning among different units within an organization. It keeps alive the knowledge and information gathered from various sources and serves as a reference for future action. For example, the marketing department’s experience with customers may be valuable to the R&D unit in developing products or services to fit customer needs. Learning in an organization results from an accumulation of individual learning. Because of employee turnover and transfer, intra-organizational knowledge sharing is necessary to prevent the loss of information. Even if an organization is committed to learning and has a shared vision, learning will be limited without the accumulation of knowledge. Some scholars argue that learning does not really occur unless an organization has an effective and efficient system for sharing and re-examining information. Intra- organizational knowledge sharing does not simply refer to obtaining information from various sources. It
  57. 57. How do IR attributes contribute to innovation results 5. ENTREPRENEURIAL ORIENTATION 5.1. Autonomy: Research shows that allowing staff to have a level of autonomy in their decision-making generally creates an environment that better supports entrepreneurial activities. A high score indicates that your business supports and encourages individuals and/or teams to identify the best business opportunities and take advantage of them without constantly referring to their supervisors. 5.2. Competitiveness: Identify Innovative company managers are very aware of the intensity of competition in their geographical area. A high score suggests that your business typically adopts a very competitive "undo-the-competitors" approach that is very aggressive and intense, and that your management team avoids direct contact with competing businesses. 5.3. Creativity : This is all about the degree to which your business operates in an innovative manner. A high score indicates that your management team puts a strong emphasis on developing and marketing new products and services based on innovation; that you favor experimentation and original approaches to problem solving; that you prefer to develop your own ways for developing and delivering new products and services; that your company has introduced a very large number of new lines of products or services over the last five years and that these changes have often been quite dramatic. 5.4. Risk-taking: Innovative company managers are willing to take risks to innovate, but also recognize the need to manage risk in an intelligent way. A high score suggests that your business prefers to take on high- risk projects (that offer the chance of a very high return); that your team believes that you need to introduce "big" and significant innovations to achieve your business objectives; that you are quick to spend money on potential solutions if you think that problems are holding you back; and that you are quick to seize opportunities in a bold and aggressive manner if you think they will give a good return. 5.5. Proactiveness: Taking the initiative was identified by many company leaders & managers as essential for innovation and entrepreneurial activities. A high score indicates that your business has a strong tendency to be ahead of competitors in producing novel ideas, products or services, and that competitors typically follow (copy) what you do.

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It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years. In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently. The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success

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