Dean Stanton Director, Head of Strategy – BrandGreen Strategy Consultants Pte Ltd Dean has 17 years’ international experience in strategy, innovation and private equity. Over the past 6 years, he has been intimately involved in the successful creation and launch of a series of low carbon ventures. From February to August 2010 he led the detailed proposition development work for the new Singapore Carbon Label, the first of its kind in the region. He has collaborated with the UK’s Carbon Trust since 2006, creating valuable new businesses in sectors as diverse as Green IT, Renewable Energy, Low Carbon Buildings, Sustainable Change and Carbon Footprinting, including the initial ideation work which led to the world’s first Carbon Label. Formerly, Dean has worked at senior levels with The Boston Consulting Group, OC&C Strategy Consultants and Arthur Andersen. He holds Bachelors and Masters degrees from the University of Cambridge, is a Course Instructor with SIMTech in Sustainable Manufacturing, and has taught innovation, entrepreneurship and corporate strategy on a number of prestigious MBA programmes worldwide.

1. AYES 2010
(Sanitized Version)
Innovation as Process:
Lessons from the
Corporate World.

2. Today
Background
About Us
Innovation as Process
White Space, Proposition Development
Case Study (deleted from this version)
Carbon Trust Enterprises

3. Today
Background
About Us
Innovation as Process
White Space, Proposition Development
Case Study
Carbon Trust Enterprises

4. Put simply
We work with boards of
directors and senior
management to turn their
most strategic sustainability
challenges into business
opportunity.

5. • Financial
• Non-financial
Building the business case
Developing a real world
action plan
• Top level strategy
• Tactics on the ground
• Helping clients
see how doing
the right thing
makes powerful
business sense
• Working closely
with clients to
build an actionable
strategy
Making sustainability
“business as usual”
• Staff
• Customers
• Suppliers
• Community
• Helping make the
changes that lead
to breakthrough
transformation
(1) Sustainability strategy.
.
… guiding clients on the long term journey to
sustainability

6. New products, services, brands and businesses
BrandGreen innovation process
Opportunity
Evaluation
Commercial
Proposition
“Scope”
Business
Case
“Develop”
Proof of
Concept
“Build”
Establish
Business
“Launch”
Decision
Gates
Go / No Go Board Launch ReadyIdea Screening
Fast track: from idea to reality in 3-6 months
(2) Strategic innovation.
… our structured approach to innovation maximizes
success rate and speeds time to launch
New
ideas

7. Government
Investors / advisors Education / IOs / NGOs
Corporates
… from top 100 companies and financial investors,
to government agencies and NGOs
Our clients.

8. Today
Background
About Us
Innovation as Process
White Space, Proposition Development
Case Study
Carbon Trust Enterprises

9. Observations.
 Innovation is much talked about these days.
 Few understand what it means in the real world, and fewer still actually
practise innovation in a meaningful way.
Innovation
As Process
Many equate innovation
with entrepreneurship,
yet the world’s most
successful innovators
historically have been
larger corporates.
Today we will look at:
 The concept of “white space”
 The structured innovation
process
 Examples from the corporate world
that may be of value to young
entrepreneurs (next section)

10. “White Space” Innovation
As Process
Enterprise
Proposition
Branded
Proposition
Filters
Market Failure
 Significant emissions
 Reductions not happening
Market Attractiveness
 Customer demand
 Trends
Green IT Opportunity Landscape
Right to Play
 Competitive advantage
 Feasibility
Want to Play
 Fit with assets and skills
 Do-ability
… abnormal returns can be achieved by identifying
and capturing white space opportunities
[Indicative Only]

11. Structured innovation. Innovation
As Process
…well developed innovation methodologies and tools
are available to support decisions at each “stage gate”
Commercialisation “stage gate” methodology

12. Formal ideas capture.
…there isn’t scope today to look at the varieties of ideation,
but we can reinforce the need for rigour in documentation
Capturing:
 Description of the
idea
 Who are the
target
customers?
 What needs does
it address?
 How do we make
money out of it?
 Validation
questions?

13. Proposition development.
Lifting the lid on innovation practitioners’
trade secrets!
Capturing:
 Customer needs
 Precedents and
parallels
 The opportunity
 How?
 Benefits?
 Target customers
 Sizing the
opportunity
High Level Opportunity Summary Template

14. Proposition development.
Capturing:
 Existing players
 Existing products
 Relative
competitive
advantage
 Sizing and
growth rates
 Key criteria for
comparison
Mapping the market and identifying the high growth,
high value white space
Market Map Template

15. Proposition development.
Capturing:
 Clear articulation of the
target market
 Precise identification of
the customer needs that
are currently unmet
 Mapping of which
competitors are playing in
which part of the space
 Clear description of the
opportunity scope and
boundaries
Clearly articulating the opportunity
Opportunity Definition Template

16. Proposition development.
Capturing:
 The future direction of the
new product / business
 New market sectors /
customer segments
 Geographical expansion
 Feature migration
 Product / service
enhancements
Mapping the future sustainability / migration path
options over time
Sustainability Map Template

17. Proposition development.
Capturing:
 The capabilities needed to
capitalise on the identified
opportunity
 Mapping existing capabilities
and assets
 Identifying capability gaps
 Highlighting strategies to
close the capability gaps
Mapping the capability needs and performing detailed
capability gap analysis
Capabilities Template

18. Proposition development.
Capturing:
 The revenue model: how
you make money
 Key assumptions
 First five year revenue
projections
Defining the revenue model and developing base case
financial projections: financial attractiveness
Financial Headlines Template

19. Proposition development.
Capturing:
 Risks
 Issues
 Mitigation approach
Risks and issues capture schedules, completed throughout the
project, will avoid surprises and enable course correction
Risks and Issues Template

20. Templates
10 Page Proposition
Template

21. Generic proposition template
XX Month 2010
Sub-header
Add logo

22. 22
xxx
xxx
 xxx (Source: xxx)
xxx
 xxx (Source: xxx)
Customer needs Addressable market and trends

23. 23
xxx
Low High
Low
High
XXX
XXX
XXX
XXX
XX
XX

24. 24
The opportunity
Competitors
The customer needs and market
xxx

25. 25
The proposition –
“xxx”
 xxx (Source: xxx)
“xxx”
 xxx (Source: xxx)
xxx
 xxx (Source: xxx)
Profitability H xxx
Acquisition M xxx
Retention L xxx
The customerThe proposition
Why (company)?

26. 26
Sustainability map
xxx
xx
• xxx
Time
xxx
xxx
xx
• xxx
xxx

27. 27
Capabilities
Capabilities required Existing capabilities within
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx H M L • xxx
xxx
xxx
xxx
There are some capability
gaps emerging

28. 28
Xxx
xxx
• Xxx
– Xxx
Xxx
xxx
• Xxx
– xxx
Xxx
xxx
• Xxx
– Xxx
Xxx
xxx
• Xxx
– xxx
Financial headlines
(SGD m unless stated) Year 1 Year 2 Year 3 Year 4 Year 5
XXX £ £ £ £ £
Revenue projections
Revenue model Assumptions

29. 29
Risks and issues management
Risks and issues Mitigation approach
• xx • xx
• xx • xx
• xx • xx
• xx • xx
• xx • xx
• xx • xx
• xx • xx
• xx • xx

30. 30
Next steps
XXX
• X
• X
• X
• X
• X

31. Contact
dean@brandgreen.co.uk
+65 9445 8880
for further templates
or support.