Innovation and a healthy garden july 17 2013

© 2013 Property of Helix Commerce International Inc. Not an offer of sale. 1
Welcome
Summer
of
Innovation

Summer of Innovation : Our Program Sponsors

Agenda

12:00 Welcome/ Networking Luncheon
12:30 Innovation & A Healthy Garden
1:15 Moderator Dialogue &Table
Conversations
1:45 Summary & Evaluation

We
are
all
in
Good
Company

Attendees hail from organizations with diverse
backgrounds:
Drive value through innovation
Talent
Common
Goal

Our Vision: We create a smarter world through action-oriented and
sustainable innovation by and for the masses.
Our Mission: To deliver on-demand actionable learning content that
accelerates innovation capacity on a global basis.
A Bit About AcceleratorU
Our Approach
Complement and strengthen the current
global private and public venture and
innovation eco-system through a high-
scalability, low-overhead, on-demand
array of SaaS based learning offerings
that provide higher service and inclusion
levels as well as faster tangible results

AcceleratorU’s business model is rigorous in order to
realize results.
•  Agile & Lean
•  Adult Learning
•  Action oriented
•  Market-adoption
•  Easily adopted
Domain Applicability
Our core methodology and focus is on high technology as well as non technology
products, services, consumer products, NGO and non-profit initiatives

Agenda

A Sponsor of
Summer of Innovation
Speaker Series
.. A little about us

Helix
specializes
in
Innova9on
&
Growth

• Strategic and Innovative
• Proven innovation
• World-class Talent
• Collaborative to the Core
Helix Commerce is a global strategy
boutique firm specializing in business
innovation and Collaboration growth
acceleration services.
• Incorporated in 2003
• Strategy to Implementation services
• Customers from diverse industries
• Alliances with Tier 1 firms
• Global thought leadership
• Local community leadership

Consulting
Services
Commercialization
Cluster
Intelligence
Cluster
Community
Cluster
• Feb 2013 Technicity, 2013
• Nov 28t 2012 Technicity
• May 2012 Virtual Knowledge Everywhere
• June 1 2011 Intelligent Canada
• April 20/10 Applied Innovations
• Oct. 15/09 Innovation Conference
Research Publishing Center
• World-class research source
Education Center
• Customized Innovation, NPI,
Collaboration, Social Media
• Helix is an Alliance Partner of
Accelerator U
• Dr. Cindy Gordon is a Co-Founder of
Accelertor U
A
Li?le
About
Helix

Trust
Collaboration
Innovation
We have five main business lines:
• Innovation
• Business Transformation
• Collaboration, KM & Social Media
• Crowdfunding
• Ideas & Inspirations
www.helixcommerce.com
http://stores.lulu.com/helixcommerce

Select
Helix
Clients

We
care
about
our
community
health

Dr.
Cindy
Gordon,

Vice
Chair,

iCANADA

“Intelligent
Communi-es”

Dr.
Cindy
Gordon,

Na9onal
Chair/Founder

Invest
CrowdFund
Canada

CATA

Professional
Associa2on

Dr.
Cindy
Gordon,

Na9onal
Chair/Founder

CANWIT

Women
in
Tech

Professional
Associa2on

2012

Governor
General
Award

Queen
Elizabeth
II
–
Diamond
Jubilee

Medal
Recipient
–
Dr.
Cindy
Gordon

Innova2on
Category:
Collabora2on

Dr.
Cindy
Gordon,

Board
Director

Professional
Associa2on

Interna2onal
CfPA

Crowdfunding
Professional

Associa2on

Summer of Innovation
Speaker Series #1
Innovation & A Healthy Garden

A
Summer
of
Innova9on

Innovative companies outperform their
less innovative counterparts
11.1%
3.4%
0.4%
Margin Growth Stock Returns
Percent
(1995–2008)
S&P 1200 Global
Stock Index
Innovative
Companies
Innovative
Companies
The
Innova9on
Impera9ve

15
10
5
0
Source: Business Week

Innova9ve
Companies
Value
Human
Capital

Innova9on
increases
with
Collabora9on
Capacity

Organiza2ons
that
invest
in

Collabora2on
&
Stronger

Human
Capital
prac2ces

increase
their
organiza2on’s

capacity
3-‐4X
in
innova2on

outcomes.

• Canada does not take the steps that other countries take
to successfully commercialize ideas.
• Growth for Canadians is rooted in a nation’s innovation
capacity and its productivity excellence.
• Developing a balance between these two forces is a real
challenge.
Canada:
Innova9on
Crisis

Source: “How Canada Performs - A Report Card on Canada”, Conference Board of Canada, 2012
• Canada ranks 13th out of 17 countries
• Gets its worse grade - “D” - in the innovation category
• Dropped two more indices in 2012

“Innovation is an emerging core competency.
Leading enterprises will have a dual focus:
embrace the innovations of others and drive
the marketplace with their own innovations.
Active management of innovation will become
a required competency for all enterprises
during the 2012 – 2014 planning horizon
(Gartner)”
-‐  A
corporate
culture
that
knows
how
to
profit
from
innova2on
is
a

company's
best
sustainable
compe22ve
advantage.

-‐  Innova2on
is
not
just
about
good
ideas;
it's
about
uncovering
crea2ve

ideas
that
make
money.

-‐  The
capacity
for
con2nuous
innova2on
requires
the
integra2on
of

management
processes.

-‐  The
key
to
growing
innova2on
is
to
op2mize
the
overall
performance
of

the
value
chain
by
improving
the
components
themselves
and
the
links

between
them.

-‐  Technological
innova2on
cycles
affect
how
innovators
take
risks
and
how

consumers
adopt
new
methods.

-‐  Managers
who
track
innova2on
characteris2cs
(capability,
complexity
and

network
effect)
can
get
a
jump
on
their
compe22on.

-‐  Enterprise
innova2on
is
a
compe22ve
differen2ator
in
the
knowledge

economy.

Canadian Leaders must
increase
innova9on
competency

19

Execu9ve
Views
on
Innova9on

Sources: IBM Innovation research, Innovation as a Nation research, McKinsey research, Helix Research, 2012
Culture:
94% say that people and corporate culture are
the most important drivers of innovation.
Drivers:
More than 70% of senior executives say that
innovation is one of their top three growth drivers
Stimuli:
Over 65% of executives are disappointed in their
ability to stimulate innovation
Methods:
Majority of companies do not have best practice
processes to seed and cultivate innovation

Discovery: Innovation A Summer Perspective

What does this tell us?

Innovation in a Garden is Fragile

Innova9on
is
fragile..
Takes
9me
like
garden
seeds

•  Some seeds require more than one year to germinate.
•  Others, called multi-cycle germinators, require at least two cold
stratification periods before germination; the hellebores are one
example.
•  Most members of the Ranunculus family require temperatures very
close to the freezing point of the seed (~19ºF) for destruction of
germination inhibitors.
•  Some seeds, like Cimicifuga require a long period of warm
stratification before cold treatment.
•  Other seeds, like Myrrhis must be sown outdoors.

Innova9on
is
oSen
best
not
seen:
It’s
very
fragile

Innovation needs Growth Capital
Angel & Venture
Capital Support
Entrepreneur
& Startups
Existing
Businesses
Community
Participants
& Initiatives
Municipal
Staff &
Initiatives
Government &
Municipal Funds
Researchers
& Student
Innovators
Accelerators
& Incubators
Financial Sector
Funding
•  >85% will go without adequate funding support (if any)
•  Current sources are NOT suitable for early stage, impact focused
innovation
•  Declining sources of capital to fund community projects
•  Lack of capital to support entrepreneurs with their product launch
needs
Sources of Capital
Private Sector
Funding
Sources of Innovation, Impact & Change

Crowdfunding
is
ﬁlling
a
funding
gap

$2.7B
$5.1B
$1.5B
2011
2013
Source: Massolution Report 2013
The market grew
81% in 2012.

Innovation Emergence Case: iFUNDWaterloo
The First Canadian City Crowdfunding Highway
iFundWaterloo launched on
Canada Day, July 1 2013 – First City
to embrace crowdfunding in
Canada.
iFundVancouver
iFundCalgary
iFundEdmonton
iFundRegina
iFundWinnipeg
iFundToronto
iFundOttawa
iFundMontreal
iFundQuebec
iFundStJohns
iFundHalifax
A crowdfunding highway developed in partnership
with cities, & municipalities, with strategic sponsors to
connect citizens coast to coast to pursue projects of
interest to raise funds & also support innovation
needs via learning aids & access to funding
possibilities to sustain growth in local communities.

The
City
of
Waterloo
uses
ci9zen
crowdfunding.

Partnering with The City of Waterloo with iCrowdFundSocial Media Inc. was launched in the
Summer of 2013 as a further demonstration of intelligent city innovation.
Visit www.ifundwaterloo.ca

City of Waterloo 1st Campaign
•  Charity:
Au2sm
Dog
Services

•  Costs
them
$5,000
for
a
liber
of

puppies/yr
to
train
to
be
a
service

dog

Columbia: Bogotá = The Sky is the Limit
•  In Bogotá, Colombia's capital
city, crowdfunding will build a
skyscraper.
•  Donations of 300,000 residents
contributed a total of $171.9
million for a 66 Story Building.
•  Project Value was $239M:
citizens now own a little piece of
a skyscraper.

Last 10 Years
innovation has focused
on offerings…..
Hi
Lo
Volume of innovation efforts
Last 10 years
Source: Doblin analysis
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product
performance
Offering
Product
system
Service Channel
Delivery
Brand Customer
experience
Innova9on
Investment
Spread

Innova9on
Results

Hi
Lo
Cumulative value creation—
Last 10 years
Source: Doblin analysis
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product
performance
Offering
Product
system
Service Channel
Delivery
Brand Customer
experience
Pareto revisited:
Less than 2% of projects
produce more than 90% of
value…

What does this tell us?

Innovation Competency Development requires
both structured and unstructured practices.
© 2011 Information is not to be copied without permission by Helix Commerce International Inc. 36

Innovation: What do you see in this picture?

Innovation: Conventional Wisdoms Must be Challenged
Creativity is the key to innovation
Rigor, discipline, and constant
experimentation are the keys, feeding
creativity.
Act like a start-up
You are not a start-up, pretending to
be one will cause problems, instead
act like a VC
Be consumer-focused; don’t let
today’s market constrain thinking
Be market-focused
Generate new ideas through diverse,
divergent teams
Develop strong, cohesive teams
Lead innovation from the top with
culture alignment & leadership for
barrier removal.
Originate innovations from the
bottom!
1
2
3
4
5
Get it wrong; tolerate imperfect, and
iterate toward success.
Get it right!6
Conventional Wisdom The Reality!
38

Innovation: Measurement Stepping Stones

Evolu9on
of
Innova9on
Metrics

1st Generation
Input Indicators
(1950s-60s)
2nd Generation
Output indicators
(1970s-80s)
3rd Generation
Innovation
Indicators
(1990s)
4th Generation
Innovation Indicators
(2000+emerging focus)
•  R&D expenditures
•  Personnel
•  Capital
•  Technology
Intensity
•  Patents
•  Publications
•  Products
•  Quality Changes
•  Innovation surveys
•  Indexing
•  Benchmarking
innovation capacity
•  IT budget as a % of
revenue
•  Knowledge Assets
•  Intangibles
•  Networks Demand
•  Network Clusters
•  Management Techniques
(i.e.: Scrumming, Agile
Development, Appreciative
Inquiry, Balanced Score
Card..)
•  Risk/Return
•  System Dynamics
•  Time (Speed to Market)
(T2M)
•  Time to Scale (T2S)
•  $ in Collaboration
•  Culture Health (Trust,
Reciprocity, Collaboration,
Reflection & Renewal, etc)

Innova9on:

Leading
Measurement
Prac9ces

Based on Helix’s leading practices, innovation measurement
should include a mix of three types of measurements: inputs,
process performance and outputs. Typically no more than 8-12
metrics.
Inputs – financial resources assigned to innovation (5) of total
employee pool, what % of time resources have to focus on
innovation in their day to day jobs
Performance – number of ideas generated to improve business
innovation, how ideas progress in an innovation funnel from one
stage to the next in your innovation process, how many get
bogged down, or cancelled
Outputs – cash profits, indirect benefits from the innovation
generates, indirect benefits: knowledge acquisition, brand
enablement, etc.
We also recommend that companies analyze four key factors
that support or hinder innovation returns: start up costs, time
to market, time to volume, support costs.
These four factors can be mapped onto a cash curve, which can
help companies track cumulative cash investments, and returns,
both expected, and actual.
• 73% of senior
executives believe
that innovation
should be tracked as
rigorously as
business operations
• Over 50% of
companies use less
than 5 metrics.
Source:
(BCG Study, 2012)

Helix’s
-‐
10
fundamentals
on
innova9on
measurement.

1.  Measure inputs, outputs and outcomes – qualitative and subjective measurement should be acceptable.
2.  Innovation measurement is continuously improving and never in a fixed state.
3.  Measurement should be able to be broken down into each level of group, enterprise, industry, region,
country, etc.
4.  Don’t obsess over one metric and lose sight that innovating and creating value is the goal, not hitting a
certain number.
5.  Profits from an innovation can be a long time coming and depend upon many factors, some outside the
innovator’s control.
6.  An innovation may be ahead of its time.
7.  Innovation may require extensive development, but also look for ways to scale beta tests in order to learn
more quickly and affordably.
8.  Innovation may require extensive investments in infrastructure.
9.  Innovation often involves failure:
o  Innovation’s first steps are likely to be tentative and wrong.
o  Failures can be turned into learning opportunities.
o  Failure must, of course, give way to success in order for customers, not to mention your staff and
investors, to benefit.
10. Innovation thrives in a culture that rapidly shares insights from success and failure across the company.

Innova9on:
Observe
Your
World
with
All
your
Senses

•  Although
the
mind
is
a
wonderful
contrap2on
of

memory,
it
is
an
even
beber
creator
of
distor2on.

•  Distor2on
can
inform
innova2on
by
making
new

connec2ons
to
seemingly
disparate
informa2on.

•  None
of
that
is
possible
without
a
wide
range
of

sensory
input.

•  Innovators
need
to
touch,
smell
and
feel,
to
listen

and
to
watch,
to
incorporate
all
facets
of
what

they
observe

•  Which
is
another
reason
to
collaborate:

innovators
never
know
what
they
need,
and
they

may
be
surprised
by
who
brings
it
to
the
party.

•  A
Healthy
Garden
is
a
good
place
to
strengthen

our
innova2on

Innovation = A Healthy Garden

Summer
of
Innovation
Thank You

Agenda

Conversations

Modera9on
&
Group
Table
Dialogue

•  Introduce
Yourself

•  Discuss
Your
Experiences

in
Innova2on
:

•  What
Worked?

•  What
Did
not
Work?

•  What
Did
you
learn
to

help
you
grow

healthier
business

gardens?

Agenda

Conversations

Summer
of
Innova9on
Programming

Our
Summer
of
Innova9on
Speaker
Series
–
Inspire,
Educate,
Excite

Summer
of
Innova9on
Venture
Series
–
Ideas
to
Valida9on

First Programs Start The Week
of July 22
Register Now!
Code soiprt50 = 50% off venture
programs & speaker series!
Just for you participants

Innovation and a healthy garden july 17 2013

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