Summary of different related innovation topics found here in Slideshare

1. Welcome to Innovation
Make Bright Ideas come true
By Jose Pla
2013-01-21

2. What is innovation?
• Definitions
– The United Kingdom's Department of Trade and Industry
website (www.innovation.gov.uk):
• Innovation – the successful exploitation of new ideas –
incorporating new technologies, design and best practice is the key
business process that enables UK businesses to compete effectively
in the global environment.
– Wikipedia
• Innovation is the implementation of a new or significantly
improved idea, good, service, process or practice which is intended
to be useful
– Harvard Business Review
• ʻ…we define Innovation broadly, encompassing not just brilliant
new products but also distinctive operating practices, managerial
tactics, and even business strategies.

3. Defining Innovation as a simple process
Execute
• Make your Dream come
true
Plan • From your mind to the
• Put your idea in paper physical world
Dream • In case your plan needs
others involvement then
• Be Creative, get an idea be political and sell your
idea
Need
• A need to ignite
creativity, to find a
better way

4. The Monk who Killed the Cow
“A long time ago, a Monk set out on his travels accompanied
by his assistant, a Brother. Night was falling when the Monk
told the Brother to go on ahead to find lodging. The Brother
searched the deserted landscape until he found a humble
shack, in the middle of nowhere. A poor family lived in the
hovel. The mother, father and children were dressed in rags.
The Brother asked if he and the Monk could spend the night in
their dwelling. “You are most welcome to spend the night,”
said the father of the family. They prepared a simple meal
consisting of fresh milk, cheese and cream for the Brother and
the Monk. The Brother felt moved by their poverty and even
more by their simple generosity.

5. The Monk who Killed the Cow
When they finished eating, the Monk asked them how they managed
to survive in such a poor place, so far away from the nearest neighbors
and town. The wife looked to her husband to answer. In a resigned
tone of voice he told them how they managed to survive. ‘We have
one cow. We sell her milk to our neighbors who do not live too far
away. We hold back enough for our needs and to make some cheese
and cream-that is what we eat.”
The next morning, the Brother and the Monk said their good-byes and
set out to continue their journey. After the Monk and the Brother had
walked a few miles, the Monk turned to the Brother and said, “Go back
and push the cow off the cliff!” “Father,” the Brother replied, “they live
off the cow. Without her, they will have nothing.” The Monk repeated
his order “go back and kill the cow.”

6. The Monk who Killed the Cow
With a heavy heart, the Brother returned to the hovel. He worried
about the future of the family because he knew they depended on the
cow to survive. His vow of obedience bound him to follow the orders
of the wise Monk. He pushed the cow off the cliff.
Years later, the young Brother became a Monk. One day he found
himself on the same road where he found lodging so many years ago.
Driven by a sense of remorse he decided to visit the family. He
rounded the curve in the road and to his surprise, he saw a splendid
mansion, surrounded by landscaped gardens, in the place where the
hovel used to be. The new house exuded a sense of prosperity and
happiness. The Monk knocked on the door.

7. The Monk who Killed the Cow
A well-dressed man answered. The Monk asked, “what ever became of
the family who used to live here? Did they sell the property to you?”
The man looked surprised and said he and his family had always lived
on the property. The Monk told him how he had stayed in a hovel on
the same spot, with his master the old Monk. ‘What happened to the
family that lived here?” he asked.
The man invited the Monk to stay with him as his guest. While they
ate, the host explained how the family’s fortune changed. “You know
Father, we used to have a cow. She kept us alive. We didn't own
anything else. One day she fell down the cliff and died. To survive, we
had to start doing other things, develop skills we did not even know
we had. We were forced to come up with new ways of doing things. It
was the best thing that ever happened to us! We are now much better
off than before.”

8. Business Case P&G
• P&G used to be a VERY closed organization
– “We invented Not Invented Here” – J. Weedman
• P&G financial crisis, in 2000
– Missed a series of quarterly financial estimates
– Stock market lost confidence in the company
– Stock price fell by more than half in 4 months!
– CEO (Jagr) was fired

9. Price per share
9/1
7/
1
100
110
120
130
40
50
60
70
80
90
10 998
/1/
10 1998
/15
/
10 199
/29 8
/
11 199
/12 8
/19
11 98
/26
/
12 199
/10 8
/
12 199
/24 8
/19
98
1/7
/1
© 2007 Henry Chesbrough
99
1/2 9
1/
19
99
2/4
/1
99
2/1 9
8/
19
99
3/4
/1
3/1 999
8/
19
99
4/1
/1
4/1 999
5/
19
4/2 99
9/
19
5/1 99
3/
19
5/2 99
7/
19
6/1 99
0/
19
6/2 99
9
4/
19
99
7/8
/1
99
9
P&G Stock Price
7/2
2/
19
99
8/5
/1
8/1 999
9/
19
99
9/2
/1
9/1 999
6/
1
9/3 999
0/
10 1999
/14
/
10 199
/28 9
/
11 199
/11 9
/
11 199
/25 9
/19
12 9
/9/ 9
12 1999
/23
/19
99
1/6
/2
00
1/2 0
0/
20
00
2/3
/2
P&G’s Stock Price: 8/1998-3/2000
2/1 000
7/
20
00
3/2
/2
3/1 000
6/
2
3/3 000
0/
20
00

10. Searching for the Root Cause
• “We fundamentally had a growth problem.
Our current brands were performing well. But
we weren’t developing many new brands.” –
C. Wynett
• To get new brands, P&G needed to open up.
• Connect and Develop
– SpinBrush, Swiffer, Regenerist

11. The New P&G
• Many processes to enable open innovation
– Technology scouts
– Legal templates for IP, partnering
– Investments in Innovation Intermediaries
• The Goal Now: Become the open innovation
partner of choice

12. Where does innovation come from?
• Should we criticize?
• Should we always rely on R&D?

13. Components of Innovation
Innovation Knowledge
Guidance, Training Coaching
& Mentoring Sharing
Architectural Approaches +
Technology Evaluations.
Domain Proactive Strategies and
Innovation Labs Knowledge Solutions

14. What is the 6 hat theory?
• It is a decision technique for promoting
innovation, developed by Dr. Edward
De Bono.
• Everyone wears the same color hat
at the same time.
• Everyone looks at problem from the
same perspective.

15. Yellow Hat
• Based on positive thinking for new ideas
• Answer the following questions, but restrictively
thinking with optimism, opportunity, positivism
point of view and on benefits:
– What are the good points?
– What are the benefits?
– Why will this idea work?
– Is it worth doing?
– How will it help us?
– Why is it be done?

16. Black Hat
• Judge the same questions as in
the yellow hat but with a
cautious point of view.
• Consider risks,
dangers, obstacles,
potential problems
and downside of a
suggestion

17. Red Hat (Not the
Linux version ;)
• Involve
feelings, hunches, int
uition into the
judgment of the
idea; no need to
justify any of these.

18. White Hat
• Measure possibility, and try to list the pending
requirements:
– What information do we have ?
– What information do we need ?
– What information is missing ?
– How are going to get the
information we need ?
– What questions do we need to ask ?

19. Green Hat
• Find possible workarounds or alternative
solutions to attack the same problem:
– Alternatives and enhancement opportunities
– New different ideas
– New Proposals
– Suggestions

20. Blue Hat
• Actions taken and Next Steps
pending.
• It is like a Scrum meeting, where it
is listed what we have and will be
the next task.
• This hat is unique since it is the
intermediary between switching
hats.
• “Blue Hat Thinker is responsible for
summaries, overviews and
conclusions.”
• “Blue Hat Thinker monitors the
thinking and ensures that the rules
of the game are observed.” It is like
a referee or auditor.

21. Sequence example on wearing the hats:
Red + White
Black + Yellow + Green
Comparing facts
White + Blue
and opinion Comparing and
synthesizing What do we know
(coming up with (facts) and where
new ideas from the are we going
known) (planning)

22. Ways to stimulate new ideas
• Innovation tournaments Examples

23. Innovation tournament Business letter
Insert company logo
Dear Team:
The events of the last year have created unprecedented opportunities for innovation at
xxx.
In this context, I would like to create a set of new business opportunities for the xxxx
market segment. I expect this sector to undergo some serious change in the future,
reflecting changes in xxxx.
Of course, I understand that given the time you have for this effort, these opportunities
will be quite preliminary. Nevertheless, I think this quick exploratory activity will be
useful in stimulating discussion about whether and how we might address emerging
market needs in this area.
I’d like you to take part of the day on xxxx, to develop about two dozen interesting
opportunities, with the best handful identified based on the consensus of the group.
I would prefer that each opportunity be articulated in terms of
(a) the stakeholder targeted,
(b) the unmet need addressed, and
(c) one or more potential solution concepts.
I do want to emphasize that I think of solutions in broader terms than our current
product line. You might want to also (though not exclusively) consider solutions that
involve service offerings or new business models.
Good luck and I look forward to hearing from you no later than next week.
xxxx
Chief Executive Officer

24. Process from Idea until Final Product:
• Ignite uses techniques from creative thinking to stimulate whole brain
thinking, and move teams “Outside the Box”. Workshop setting to
produce focused results.
Ignite
• Explore using techniques like Brainstorming, Six Thinking Hats, What if ,
Contextual Design to explore solutions and innovative ideas, via
workshops and coaching.
Explore
• Analysis uses marketing research data, financial models, project
estimates, high level designs to define innovations in terms of market
drivers, development costs and return on innovation (ROI)
Analysis

25. Process from Idea until Final Product:
• Refine uses the collective talents of cross functional teams, creativity and
facilitated sessions to help teams qualify and quantify ideas, in
preparation for management presentation. Often done in an “Innovation
Refine Lab”
• Present is the step where management review and selection of new
product and services innovations occur
Present
• Implementation is done as a dedicated set of projects funded separately
from the normal product pipeline and with separately dedicate teams of
resources to insure the fastest time to market
Implement

26. What or who defies
innovation at a business
level?
A/ Decision processes on
selecting new ideas to
invest in.

27. The 3 skills needed for creativity:
1. Knowledge (promote innovation within
others by sharing your knowledge)
2. Mental flexibility
– 1&2 bring them together to be open to learn new
things so your view of solutions will go wider and
open minded to new ideas
3. Motivation

28. Creative vs. Innovator
Ideas are not worth
it if they just stay on
Grow drawings and
papers.
Dare to
Invent
(one example:
fail
Have Leonardo da Vinci’s
drawings)
Fun
Break
Assume
the
risks
rules

29. One person can
build a canoe
but for a vessel
it requires a
coordinated
team.

30. “If you're not
failing every now
and again, it's a
sign you're not
doing anything
very innovative.”
-Woody Allen

31. "Everyone who has ever
taken a shower has had
an idea. It's the person
who gets out of the
shower, dries off, and
does something about it
that makes a difference.“
-Nolan Bushnell

32. “In the long history of
humankind (and
animal kind, too) those
who learned to
collaborate and
improvise most
effectively have
prevailed"
-Charles Darwin

33. “The best way to guarantee a steady stream of new ideas is to
make sure that each person in your organization is as different as
possible from the others. Under these conditions, and only these
conditions, will people maintain varied perspectives and
demonstrate their knowledge in different ways.”
-Nicholas Negroponte (b. 1943)
U.S. computer scientist, co-founder of MIT Media Laboratory

34. CREDITS:
Bibliography:
• Slideshare:
• La Vaca - Camilo Cruz
• Innovation Tournaments Slides - for Darwinator
• Encouraging Innovation (Slides)
• developinginnovationcapabilityinorganizationsadynamiccapabilitiesapproach-120504033801-phpapp01
• CP-INN01 Developing Innovation Skills
• Innovationwebinarslides
• 201111MillerslidesInnovationandIC
• innovacin-120201142722-phpapp01
• slgsixthinkinghatsseminarv2-120622155321-phpapp02
• innovationaccelerator-110506152518-phpapp01
• openinnovationslides-100607164414-phpapp02
• innovation_processes_slide_1_to_15
• esn-091014051553-phpapp01
AUDIENCE SUMMARY:

35. CREDITS:
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