Innovate Executive Briefing

Executive Briefing

Breakaway Growth & Innovation

Doug Berger
Managing Partner, INNOVATE
doug@innovate1st.com
+1.732.564.0945

Chapters in the BreakAway Story

Think of your company as the central character of the
Breakaway story. The central theme is achieving growth
above and beyond the trend line … in which you identify
1. What is Breakaway Growth and exploit new areas of growth and new dimensions of
business innovation … leading to you as more formidable
2. Why innovation often disappoints competitor.

3. Playing a new game for new growth The journey begins with a deep understanding of where
the rules, plays, skills and experience delivering core
4. The 5 Workstreams business success are hindrances to new growth. Then
playing a new game alongside the old game leading to
5. An illustrative timeline future revenue that isn’t an extension of today’s trends.

6. INNOVATE’s creds The journey has the quality of an adventure in which you
encounter setbacks, overcome obstacles, find delightful
surprises including surprising yourself.

Our role, the folks at INNOVATE, is to be your trusted
advisors and catalysts helping you chart new paths that
become well-traveled avenues of your future mainstream.

All Rights Reserved 2

“ Breakaway Growth is putting your business on a new
growth trajectory … growth above the trend line ”

Core Business
Growth Breakaway Growth Inorganic Growth

Market growth Horizon 1 … 2 - 5 years Acquisitions
Geo Expansion
Corporate Venture
New Customer Emerging trends
Market Share Capital
Needs
Acquisition Disrupt Established
Non-traditional Markets
Product
Customers Outside Scope
Extensions Problems that New
New Business
Technology Technologies Solve Horizon 3 … +10 years
Models
Advantage Cross-business
Redefining your Basic Research
Ventures
market position
Most organic growth
is RENEWAL… Horizon 2 … 5 – 10 years
surfing the trend
line


Possible: Growth and Innovation Objectives
Starting with Success-defined Outcomes in mind
1. A robust set of 5 - 10 breakaway growth concepts … establishing a presence in high potential domains

(1) Domains and growth concepts are grounded in trends and industry forces
(2) Includes new business models.
(3) Presented as a compelling business story … easy to grasp in 60 seconds

2. A portfolio of 2-4 growth ventures with seed funding
(1) Representing a balanced portfolio in multiple time horizons, size and risk profile
(2) Playing a new game for the bigness of the opportunity yet establishing market-based proof points

3. Execute individual growth projects as entrepreneurial ventures
(1) Managed as agile start-ups with governance similar to venture capital
(2) Milestone funding vs. annual budgets
(3) Early, market-based signals of success

4. Build your internal capabilities for ‘Big I’ innovation
(1) Developing provocative and disruptive insights to stimulate ideation
(2) Discovering big trends that don’t come with labels on them
(3) Probing interviewing and ideation techniques
(4) Elaborating and pitching business concepts as a start-up


Disruptive Insight … Why most innovation disappoints !

“If we continue to play the Old Game, all we will get is
competitive trend growth.

Breakaway Growth, well above historic trend lines, requires
playing a New Game.

You can’t effectively play a New Game until you deeply
understand how the Old Game is embedded throughout”


Old Game – New Game Methodology

The Game for Core Business The Game for Breakaway Growth
Replace and renew in competitive domains Tap into and execute on future business domains

Stable, predictable market dynamics Customer and competitor uncertainty; disruptive trends
Many, incremental bets … Few kills Portfolio of move-the-dial investments … Disciplined kills
Stage-gate process oriented around product Entrepreneurial oriented around customer development
and business creation
Late stage customer feedback Early & frequent customer iteration

Internal environment for CONTROL … Avoid risk Internal environment for BIGness … Take and mitigate risks

Launch at scale Agile launch … multi-generational scaling

Playing the New Game involves learning to shift … mindset, processes and practices.
It might best be viewed as a journey, an adventure or a creative process.


A Focus on the Critical Enablers
1. Finding new hunting grounds you can leverage into move-the-dial revenue …
 Aligning executive aspirations for the growth businesses of the future
 Guiding your enterprise to uncover insights that aren’t in plain sight.
 Then using those insights as a springboard for ideas.
 Future domains offering big growth don’t often come with labels and flashing lights.

2. Creating a backlog of robust business concepts ….
 Transforming ideas into investible business concepts is as much art as process.
 Hands-on advice to your innovation team as they draft, iterate and strategically pivot.
 Promising concepts waiting in the wings to replace early kills.

3. Venture-style execution …
 New growth initiatives have more in common with start-ups than product development. Ventures
form hypotheses … then prototype, experiment and iterate with lead customers.
 The ‘Innovator’ is central. The team is as important as the concept.

4. Breakaway growth governance and enabling infrastructure …
 Uncover & break the hidden cycle that forces new areas of growth back into the Old Game.
 A plan to move key stakeholders to where you need to be
 Governance is chartered to remove bottlenecks from conventional processes and mindsets.
 Workshops, coaching and transformational experiences to develop an entrepreneurial mindset,
disruptive thinking and ideation, business concept elaboration and storytelling.


Our Approach – The 5 Workstreams

DISRUPTIVE FORESIGHT / INSIGHT
The world through disruptive lenses … insights not in plain sight … spot ways to capture differentiated
and sustainable value New Twists

BUSINESS CONCEPT IDEATION
Catalyze ideas from diverse sources … internal, industry thought-leaders, senior executives from
outside your industry
Move-the-dial
PORTFOLIO BUILDING ideas
• Screen ideas and develop a select portfolio of options that fit with your business requirements
• Transform ideas into compelling business concepts
• Pitching the concepts to investors Venture Portfolio
… Seed Funding
ENTREPRENEURIAL VENTURES
• Manage as start-ups with a governance similar to venture capital
• Stay agile and scale only after proof in the marketplace
Agile Execution
GOVERNANCE AND ENABLING INFRASTRUCTURE
• Establish governance similar to venture capital.
• Build a risk-managed portfolio.
• Insure that enterprise is playing a New Game in areas of breakaway growth.


Market Foresight / Insight Workstream

1
Entrepreneurial Mindset
 Step into the mindset of entrepreneurs in
start-ups and Venture Capitalists
 Train the core team in principles of
disruptive thinking.
 Provide stimulating examples of game-
changing insights from outside industries

2
Internal Discovery
 Review recent research
 Build idea base with lead employees
from within the company

Uncovering New Business 3
Interviews with Externals
Territories  Trends from outside the industry that
could enter the industry
• Big trends not in plain sight  Highest caliber experts (e.g. VCs,
• Insights into customer patterns researchers, starts-ups)

• Innovations from outside  Sourced through broad network

• Strategic implications


Internal Insights into Bottlenecks in your Growth Flow

Bottleneck: not enough move-the-dial
business concepts matching executive
aspirations
Not Enough: portfolio discipline of proof
points, investment scaling, exits and kills
Not Enough: savvy, entrepreneurial
management of each venture

Portfolio of
Entrepreneurial
Move-the-dial
Breakaway Entrepreneurial
and disciplined
Entrepreneurial
and disciplined
Business Growth Entrepreneurial
Venture
and disciplined
Venture
Ventures and disciplined
Execution
Venture
Concepts Execution
Venture
Execution
(funded) Execution

Governance and Enabling Infrastructure

Not Enough: enabling governance and internal business innovation infrastructure


Modes of Ideation … Choosing what’s right for your organization

Ideation Sessions
 Catalyzed by Foresight / Insight process Innovation Challenges
 A structured process way beyond  Crowdsourcing ideas
brainstorming … training in disruptive
 Cloud-enabled Idea Management
thinking
 Put a Business Domain up for ideation to
 Mix of internal and external participants
a set of internal employees or open to
 Participants guided in challenging public
assumptions and finding new opportunities.
 Preliminary filtering and elaborating of most
promising ideas.

Idea Geniuses Immersion
 People with a track record of intuiting  Ethnographic deep dives
big opportunities.
 Living with customers


Business Concept Workstream

IDEAS
BOLD IDEAS Ways we create move-the-dial ideas
 Mine ideas from internal and external sources
 Guide the core team to design and facilitate structured ideation with externals, internal thought leaders and
key operating managers
 Ideation makes use of techniques from Disruptive Thinking and Ideation skills-building workshop
 Concludes with Idea Mapping to organize and screen potential ideas for “The Pitch” workstream

Discovery Ideation Idea Mapping

• Review recent research relative to  A structured process that goes way beyond  Establish screening criteria
domain brainstorming
 Preliminary elaboration of ideas
• Build idea base from internal  Catalyzed by disruptive insights and discovery
organizations (e.g. call centers,  Select top 10 - 15 ideas
sales, R&D)  Participants are externals, internal thought
• Mine ideas from outliers within leaders, key operating managers  Use portfolio tools to organize ideas
the organization into several portfolio views
 Participants challenge assumptions and find new
• Interviews with external providers opportunities  Input into Venture Concept
development


THE PITCH
Illustrative Template: One Page Business Concept

< Insert idea title>
Big Idea

Description < 2-3 sentence description of big idea>

< Insert information about target customers / consumers. For which specific customer segment
Target Market(s) would this be an exciting, compelling offering? >
Annual Total Market Size in BETWEEN BETWEEN GREATER
terms of Revenue in 2015 $50M-$200M $200M-$500M THAN $500M
1 2
Customer Problem, Unmet Needs, Insights Energy for Idea
< What is pain point for the customer? > < Why it is a big play and why it excites us? >
< What is the core customer/consumer insight(s) < Why we should do it? >
underpinning this idea?>
< What new capabilities or follow-on opportunities might it
<Please indicate any market evidence, key trends or factors bring if we do this right? >
that validate.>

3 4
Why Us? Value for Us

<What do we bring to this idea? > < How we will make money and/or broadly gain value (e.g.–
revenues, brand building, brand stretch, competitive
< What gives us a competitive edge? > positioning, hedge >
< What makes it sustainable? >
< IP to accelerate this happening >

5 6
External < Enabling technologies, potential partners to < Assumptions, Risks, Uncertainties >
Hypotheses
Enablers accelerate and de-risk >


‘The Pitch’

‘THE PITCH’ Gaining Commitment & Seed Funding

 Elaborate screened ideas into total business concepts worthy of investment
 Deliver an investment story that is exciting and persuasive
 Mentorship by an executive on Venture Governance
 At the end of the Pitch workstream, approved concepts go into the Breakaway Growth Portfolio

Business Concept
Elaboration The Art of Storytelling

 Customized Business Concept Template  Storytelling is a teachable art … core
principles underlying the great business
 The Big Idea
stories
 Customer/Problem/Solution “Start-up Story”
 Multimedia learning experiences
 Execution enablers Showcase
 Video recordings of ‘practice pitches’
 Economics
 Coaching
 Key hypotheses to test

Extensive Coaching


Entrepreneurial Ventures Workstream

Entrepreneurial Agile Execution:
Ventures Validate, Pivot, Operate, Scale
 Ventures have more in common with start-ups that with product development
 The composition of the team is as important as the business concept
 The critical uncertainty is consumer / customer development

Validate / Strategic Pivots Operate … then Scale

 Identify and test key hypothesis  Move from a business in beta-test to an
- - Customer acquisition operating enterprise
- - Business model  Early signals of commercial success
 Make strategic pivots based upon validated  Operate for sustainable cash flow
learnings from real-world  Multi-generational business building
 Build strategic relationships  Put systems in place to scale to next level

Coaching


Governance and Infrastructure Workstream

Governance &
Playing the New Game for Breakaway Growth
Infrastructure

 Communicate a strategic context to the enterprise for Breakaway Growth
 Manage an end-to-end Growth Creation Flow
 Instill a new organization mindset
 Gain new perspectives …. learn and implement new processes and skills

Governance Enabling Infrastructure

 Bring to life the spirit of Breakaway Growth  Developing and deploying talent
 Catalyze action - organization learnings  Financial management recognizing
fundamental market uncertainty
 Rapidly remove bottlenecks in real-time.
 Career safety net
 Manage the cost of failure not the rate of
failure  Linking among various growth ventures and
with core businesses
 Provide protection from legacy interest
groups … co-existence with core businesses  Releasing working capital based upon go-
no- go milestones. Kill projects early.
 Mentoring
 Refreshing portfolio


Illustrative: High-Level Timeline

2012
Month Month Month Month Month Month Month Month
Workstream Element Plan
1 2 3 4 5 6 7 8

1. Joint Project Planning

2.. Internal Discovery Audit

Our Promise: Within 45 days, you will be able to make very informed decisions about
what changes you will need to effectively play the New Game.

3. Insight Interviews

4. Ideation Sessions

5. Concept Screening and Portfolio Mapping

6. Concept Elaboration

7. Venture selection and seed funding

8. Entrepreneurial execution

Activity

Key Event / Milestone

INNOVATE … Our Value Differentiators

BOLD IDEAS … … PRACTICAL EXECUTION
Spot promising hunting grounds ‘New Game’ Venture-style growth projects
Creative go-to-market models Execution Managed-risk portfolios
Break with traditions Action Roadmaps

Impact the challenges of
Access to our vast network of NEWness head-on
thought leaders, world class Catalysts Old Game – New Game
experts, premiere
Global
Methodology
practitioners Network for Action
Disruptive Thinking
Real-time coaching

Scalable
Solutions

Multi-generational
Stretch your competencies and abilities
End-to-end solutions –and/or- Plug-and-play modules


INNOVATE … Our creds
Publications

Articles and interviews on cutting-edge growth
and innovation topics

Clients


INNOVATE … Our clients say:

The Walt Disney Company - China
“You helped me to clarify the unique business potential and challenges of the
PRC and convey that to senior Disney people who are not personally familiar
with our environment. We have begun to shift from a mindset of competitive
growth to one of seizing the possibilities in an entrepreneurial way.”
Stanley Cheung, Sr. VP – China

Johnson & Johnson
“I have personally found you to be a valuable advisor. You are able to quickly
grasp both the big picture of a business situation and its subtle nuances. You
caused me to think differently about issues I was facing that helped focus
actions.”
Neal Matheson, CTO

Weyerhaeuser
“This was a unique situation for Weyerhaeuser in that it was the first venture
outside of existing product lines to be pursued in many years. I’ve appreciated
your candor, sincerity and commitment to assist the team and myself in any way
that you could.”
Grady Mulbery, Business Manager


Founder and Managing Partner, Doug Berger

Doug Berger is an expert in breakaway growth, disruptive thinking and corporate
entrepreneurship. He has more than 25 years of experience advising executives
and their global organizations. He has expertise in a broad range of industry
sectors including consumer packaged goods, technology, health care, chemicals,
entertainment and natural resources.
Doug conducts research on leading innovation practices and publishes The
Innovators ezine. He authored The One Hour Breakthrough: Translating
Aspirations into Action based upon his experience of training and coaching
thousands of people in the art and discipline of breakthrough accomplishment
and disruptive thinking.
Doug held leadership positions in the computer industry in IT, large account sales
and advanced product marketing. He founded Innovate LLC. in 2003. He has an
MBA from Carnegie-Mellon and a BS in Physics, University of Rochester.

Thank you for this opportunity to introduce ourselves. We look forward to beginning a collaboration.


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