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InnovationOps - Delivering Innovation At Speed

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How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.

Veröffentlicht in: Design

InnovationOps - Delivering Innovation At Speed

  1. 1. InnovationOps Delivering Innovation At Speed: Being An Asymmetric Disruptor
  2. 2. @Peter_Fossick peter.fossick@factotum-design.co.uk
  3. 3. Arthur C. Clarke Predicted the Future of Remote and Flexible Work in 1964… “Communication will be instantaneous, remote work will be a reality and commuting will come to a halt.”
  4. 4. “Trying to predict the future is a discouraging, hazardous occupation…”
  5. 5. “21st century corporate survival requires companies to continually create a new set of businesses by inventing new business models” David Butler Founder of Be Curious Partenrs and former VP Innovation and Entrepreneurship, Coca-Cola
  6. 6. The Horizons Model DEFEND Today 1 Year Horizon 1 DIFFERENTIATE Extend Capabilites 1 - 2 Years Horizon 2 DISRUPT North Star Horizon 3 New Capabilities 2 - 5+ Years
  7. 7. $2T Digital transformation global spend $1.6T Will be written off = Wasted! Source: IDC 2019 Will show a ROI $400B
  8. 8. Symmetrical Organisations
  9. 9. Incremental change is too slow!
  10. 10. Revolution is fast
  11. 11. Asymmetrical Organisation
  12. 12. Innovation Natives
  13. 13. To incumbents, hese new businesses look like minimal market viable products MMVP
  14. 14. “Innovative teams and people… don’t try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they finally converge upon their proposal. This process is called ‘design thinking.” Don Norman, Rethinking Design Thinking
  15. 15. Design Thinking comes in lots of flavours…
  16. 16. A Learning Culture
  17. 17. Clear Objectives
  18. 18. Iterate at speed
  19. 19. Operationalised Innovation
  20. 20. Different approaches for different challenges and scenarios Customer Centric Collaborative Data Informed Iterative Operationalised Agile Reactive (Tactical) Anticipatory (Exploratory) Incremental (Iterative) Radical (Disruptive) Novel technology Competitiveness Impact on Market Incremental Innovation Continuos improvements on existing products and services Radical Innovation Technical breakthrough that transforms industries Disruptive Innovation New Service or Business Model coupled with Technology that disrupts market Sustaining Innovation Evolve products Improves a product or service in an existing market
  21. 21. Different approaches for different challenges and scenarios Customer Centric Collaborative Data Informed Iterative Operationalised Agile Reactive (Tactical) Anticipatory (Exploratory) Incremental (Iterative) Radical (Disruptive) Novel technology Competitiveness Impact on Market Incremental Innovation Continuos improvements on existing products and services Radical Innovation Technical breakthrough that transforms industries Disruptive Innovation New Service or Business Model coupled with Technology that disrupts market Sustaining Innovation Evolve products Improves a product or service in an existing market
  22. 22. Different approaches for different challenges and scenarios Customer Centric Collaborative Data Informed Iterative Operationalised Agile Reactive (Tactical) Anticipatory (Exploratory) Incremental (Iterative) Radical (Disruptive) Novel technology Competitiveness Impact on Market Incremental Innovation Continuos improvements on existing products and services Radical Innovation Technical breakthrough that transforms industries Disruptive Innovation New Service or Business Model coupled with Technology that disrupts market Sustaining Innovation Evolve products Improves a product or service in an existing market 1 (Digital) Product 
 Management Rapidly Evolve Offerings 2 Service
 Design Reimagine Offerings 3 New Product 
 Innovation & Labs Identify New Offerings 4 Lean
 Startup Create new businesses models and value propositions
  23. 23. FRONT STAGE BACK STAGE Line of Visibility Culture People Business Model Systems Data Policies Financial Systems Model Delivery Model Touchpoint Support Marketing Channels Offering Model Products Usability Experience Brand Operations Processes EXPERIENCE PLATFORM
  24. 24. Policy Usability Experience Support Touchpoints Channels Digital Physical People Systems Marketing Brand Finance Products Culture Operations Process Data PLATFORMEXPERIENCE Front Stage Back Stage The Stage Model Value Domains - Innovation Focus
  25. 25. Policy GraphicalUserInterface ConversationalUI Effort Content Pre-Use-AwarenessJourney Pre-Use-ResearchJourney Pre-Use-DecisionJourney Use-EngagementJourney Use-ActivationJourney Use-OnbaordingJourney Use-X-SellandUpsellJourney Post-Use-SupportJourney(Support) Post-Use-DepartureJourney(Close) Post-Use-Re ColleagueSupported ColleagueLed Partner/IntermediarySupported Partner/IntermediaryLed Self-Led Usability Experience Support Touchpoints Channels Digital Physical Telephony OwnedPremises Partner/IntermediaryPremises DevicesieKiosk Mail(Print) PointOfSale Owned(Website/App) Paid(ieVideoAdonGoogle) SocialNetwork(FB,Instagram EarnedMedia(Bloggersetc) People Targets/Incentives Collaborative Capabilities Purpose Learning ServiceOperations Risck HR LoansApprovals Risk CreditRisk RelationshipManagement Governance Compliance Tracking DesignSystems Systems ProcessesandPayments APIs Products/Apps GroupFunctions DataandAnalytics Infrastructure Marketing Content Brand BrandReputation BrandStrategy Relevancy Reach Quality Fees ReducingComplexity Compliance Subscriptions Finance Change Candidates Products ProductOffering Features Benefits Interoperability Culture Skills/Competencies Operations Process Data DataModels DataManagement ReportingArchitecture DataController/Owner DataProcesser/Custodian Contracts Reporting Intermediaries Suppliers PLATFORMEXPERIENCE Front Stage Back Stage The Stage Model
  26. 26. External Incubator Co- Experimentation Track External Hackathon Co-Creation Session Internal Incubator Community of Practice Design Sprint Design Thinking Training Venture Fund Structural Partnership External Accelerator Co- Development Track Internal Innovation Lab Innovation Tranformation Strategy Internal Accelerator Centres of Excellence Low Investment $ High Investment $$$$$ External Focus Internal Focus HUNTERS Inventive & Innovative Speculative Development EXPLORERS BUILDERS Structural Transformation Incremental Change IMPROVERS
  27. 27. Engineering (DevOps) Design (DesignOps) Business (EntOps) Insights (ResearchOps) Front-End Dev Visual Design Product Design Experience Design Spatial Design Business Design Comms Design Branding and Identity Processes Back-end D ev System s D esign O perations InnovationOps
  28. 28. Leadership People Practices Processes Tools Culture Outcomes DesOps DevOpsResOps BizOps THE 4 QUADRANTS THESIXPILLARS InnovationOps
  29. 29. Creative Director Branding Business Analyst Business Senior Director Strategy Lead Rsearcher Research Lead SERV/UX/UI Designer Design Delivery Lead Technology Cast the right people and skills
  30. 30. Business Design Service Design UX Design UI Design Engineering & Development Visual Lean Start-Up Right Methods and Practices
  31. 31. Service Design Experience Design Visual DesignUser Research Content StrategyProduct Design Brand Strategy Business Design Brand Strategy Communities of Practice
  32. 32. DEFINE DELIVERYDISCOVERY Ideate & Prototype Iterate Products & Service Insights Evaluate Sprint Planning Analysis Measure Sprint Planning Sprint Planning Sprint & Release Sprint Sprint Research Kanban Data Product/Service Backlog Hypotheses Kanban
  33. 33. Templates to support collaboration SERVICE VALUE STRATEGY CANVAS Value-In-Use Customer Experience Statement Interactions Core Partners Enriching Partners Core Relationships Enriching Relationships Service EcoSystem Collaboration & Partnership Management Core Services Enriching ServicesFocal Organisation Who are the third party partners that delvier these features and attributes on which you are dependent? With what organisations and people do you have core relationships ie Bank Manager? With what organisations and people do you have relationships that supports your core offering? What services do you offer that make your service offering better? Who are the thrid parties that provide none core services but add vale. Describe the organisation and operating model. Who and what does the customer interact with? Ie Actors and Touchpoints Who is your target customer or segment? What are the core service features and attributes? What is the type of eperience that you wish to delvier Problems Top 3-5 problems to solve Solutions What are the features of the service Channels Route to customers inbound and Outbound Direct and Indirect Unique Value Proposition A clearly articulated and compelling value proposition that is different and delivers beneits to the user. A good UVP gets into the head of the customer. Unfair Adanvatage What are the unique differentiators that are dificult to copy? ie Intellectual property The secret sauce! The Customer Segments Who is/are the end users How can we segment them? Key Metrics What activties do we meas - ure to demonstrate success. Revenue Revenue Model (ie Subscription) One-Off Purchases Life Time Value Gross Margins SERVICE Cost Structure Set-Up Costs (Capability) Customer acquisiton costs? People and Talent? IT Costs MARKET LEAN CANVAS VALUE PROPOSITION CANVAS Products & Services This Canvas helps you create value for your customers. How can you help users/ customers to relieve painpoints. Which problems can you remove or solve? Extra or unnecessary steps/ phases Points of inefficiency—often found in doing Points of confusion—often found in thinking Points of frustration—often found in feeling Client Project Gain Creators Customer Jobs & Tasks Pain Relievers Gains Pains What can you offer your customers to achive gains? What benefits can you provide ? What do you need to outperform? How do you increase adoption? How can you help customers fulfil their goals? List all the products and services your vlaue propositions is built around. What additional services provide value and the customer perform tasks or fufil goals. What are products they use (digital or physical) What are services they use (digital or physical) Describe the benefits your customers expect. What do they desire? This includes features, functions, social gains, ideological alignment, cost savings, cultural values Describe negative emotions Undesired costs or situations and risks that your customers experiences pre, during and post service or product use. Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, problems they are trying to solve or the needs they are trying to satisfy.
  34. 34. Distributed and dynamic teams - a digital first approach to work
  35. 35. Workshops, Ceremonies and Rituals
  36. 36. Tools - integrated for efficiency and flow (de v)
  37. 37. 1. Culture Organise Organisational Structure Innovation Group Structure Remit Definition Behaviours Goals & Objectives Environments & Facilities Learning Mindset People Personality Career Paths Hiring & On-boarding 2. Practices Standardise Innovation Principles Processes Design Systems Harmonize Language Research Repositories Innovation Asset Management Enable Playbooks Tools Communities of Practice 3. Impact Measure Innovation Practices ROI OKRs and KPIs Communicate Share Success Stories Recognise Achievement Build Partnerships Prioritise Change Candidates Value Creation Roadmap Innovation Triptych
  38. 38. Thank You! Peter.Fossick@factotum-design.co.uk Linkedin: https://www.linkedin.com/in/peterfossick/ 40

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