THNK innovative enterprise essentials

INNOVATIVE
ENTERPRISE
ESSENTIALS

INNOVATIVE ENTERPRISE ESSENTIALS
Copyright © 2013 by THNK. THE AMSTERDAM SCHOOL OF CREATIVE LEADERSHIP. All rights reserved.
The material in this handbook has been developed for educational purposes only by THNK.
THNK has made its best efforts to give appropriate credit to the various materials used in this book, however in addition
THNK wishes to acknowledge these materials and the respective authors.
ISBN 978-1-291-67398-2

3

INDEX

WILL TO INNOVATE

TRENDS & SIGNALS

56

CUSTOMER DIALOGUE

62

SPARKLING PARTNERSHIPS

69

LEVERAGED TAILWIND

7

INNOVATORS DNA31
INNOVATION CONGRUENCE45

OVERVIEW

EXTERNAL ORIENTATION

RENEWAL MUST37

OVERVIEW

78

TOP TALENT

BIG VISION

INNOVATION SYSTEMS

THREE HORIZONS

85

ORCHESTRATING TEAMS135

SELF ORGANIZING SYSTEMS164

BIPOLAR FOCUS

93

TALENT MAKE AND BUY144

LEARNING LOOPS175

MOEBIUS RING

99

CULT OF INNOVATOR ROCK STAR150

LEVERAGE THE CROWD185

GOVERNANCE HEADROOM

PATIENT FUNDING199

INNOVATION PLAYS

108

156

4

INTRODUCTION

Businesses become obsolete at an ever increasing speed. This is driven by forces like new
technology breakthroughs, drastic shifts in customer needs and market trends and competitors
pushing the productivity frontier or industry disruptors. Some companies have the natural
drive and thrill for innovation but others struggle to sustain growth being unable to renew their
business before it becomes outdated

At THNK, we believe that build industry leadership through innovation and that the ability
of a company to innovate can be deliberately orchestrated. We work with leading global
companies on realizing innovation at scale. Even though some spontaneous innovation
does happen and some leaders seem to be born as idea generators, we have discovered from
our collaborations with entrepreneurs, corporates and in-depth research that continuous
innovation requires a congruent approach between creative leadership, strategy, and
organization. We framed these in 5 essential characteristics that determine whether your
organization can innovate on an ongoing basis

This book covers these 5 essentials in detail. Each essential provides you with a framework
to guide your thinking on innovation, highlights the most critical insights for successful
adaptation and offers you tools to develop and test your ideas before putting these into practice.
The essentials can be worked with on an individual basis, though they will come best to life as
part of a THNK program

INNOVATIVE ENTERPRISE ESSENTIALS

Orchestrating teams
Talent make and buy
Cult of innovator rock star
Governance headroom

Three horizons
Moebius ring
Bipolar focus
Innovation plays

Leveraged tailwind
Trends signals
Customer dialogue
Sparkling partnerships

5

Self organizing systems
Learning loop
Leverage the crowd
Patient funding

Innovators DNA
Renewal must
Innovation congruence

6

HOW TO USE THIS BOOK

Essentials follow a standard format to facilitate ease of use and cater to different learning styles:

WHEN NEEDED:

ESSENCE:

KEY INSIGHTS:

TOOL:

FRAMEWORK:

SOURCES:

highlights 2-3 situations when the essential is particularly relevant

describes the framework to guide your thinking
synthesizes the key insights for successful adaptation

provides a model to develop and test your ideas before putting them into practice
describes a basic structure or frame to support your thinking arrount this essential

provides a list of references for more information

7

OVERVIEW

A brief outline of each of the 5 innovative enterprise essentials

8

OVERVIEW
DEFINITION OF INNOVATION

“INNOVATION is the application of new solutions that meet new or existing market needs
- something original, new, and important - in whatever field - that breaks in to a market or
society”

Innovation differs from invention in that innovation refers to the use of a better and, as a result,
novel idea or method, whereas invention refers more directly to the creation of the idea or
method itself

Innovation differs from improvement in that innovation refers to the notion of doing
something different rather than doing the same thing better

Source: Innovation. Wikipedia. 02 December 2013
www.en.wikipedia.org/wiki/Innovation

OVERVIEW

9

INNOVATION WITHIN GROWTH

ALLOCATING RESOURCES TO
MARKET SEGMENTS THAT GROW
AUTONOMOUSLY

CONTINUOUS SERVICE
IMPROVEMENT AND PRODUCT
RENEWAL

SYNERGISTIC OR MARKET
CONSOLIDATION ACQUISITIONS

BREAK-THROUGH INNOVATION
(INVENTING AND APPLYING
NEW PRODUCT MARKET
SOLUTIONS OR NEW BUSINESS
MODELS)

10

OVERVIEW - WHY INNOVATE?
IMPORTANCE OF INNOVATION

The market demands innovative new solutions that work much better and can be offered at
much lower cost and burden on society and planet

Innovation is the only escape out of the commodity trap of mature markets with aggressive
competitive pricing

Technology development progresses at neck breaking pace and triggers a constant flow of
break-through innovation opportunities

Creative destruction continues to reduce the expected lifespan of corporations; innovation
leading to continuous renewal and adaptability is required to avoid being outplaced

The best, most entrepreneurial, most future-oriented people want to work on innovations; if
they cannot use the corporate platform to build new opportunities to scale, they leave

STRONG DEPENDENCE ON INNOVATION FOR LONG TERM STRATEGY SUCCESS

Source: Koetzier, W., and Alon, A. Retrieved 2013, from Accenture
www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Why-Low-Risk-Innovation-Costly.pdf

11

12

PREEMPTING CREATIVE DESTRUCTION

Source: Foster, R., and Caplan, S. “Creative Destruction: Why companies that are built to last underperform the market – and how to successfully
transform them”. Doubleday/Currency, 2001

EXITS

Source picture: Foster, D. Retrieved December, 2013, from Innosight
wwww.innosight.com

13

14

MOST ENTERPRISES NEED TO GET BETTER AT INNOVATION
PERCENTAGE OF GLOBAL EXECUTIVES WHO AGREE (%)

INNOVATION IS IMPORTANT
TO OUR GROWTH STRATEGY

OUR BUSINESS
MODELS ARE AT RISK

84%

80%
6%
WE ARE SATISFIED WITH OUR
INNOVATION PERFORMANCE

Source: McKinsey Global Innovation Survey
www.mckinsey.com


15

WHERE DOES YOUR COMPANY STAND ON INNOVATION?

DO YOU HAVE A
VISION WHERE AND
HOW TO CREATE A
TOTALLY NEW-TOWORLD BUSINESS?

DOES YOUR
COMPANY SPEND
MORE TIME
LEARNING OUTSIDE
THAN INSIDE?

DOU YOU HAVE A
POOL OF INNOVATOR
TOP TALENT IN YOUR
RANKS?

DOES YOUR COMPANY
HAVE THE STRUCTURE
AND CULTURE FOR RISK
RAKING, AND SMART
FAILURE?

DOES YOUR
COMPANY HAVE
THE URGENT DRIVE
TO CONTINUOUSLY
INNOVATE?

16

OVERVIEW - WILL TO INNOVATE
WHAT IS THE TRADE-OFF THAT YOU MAKE?

Do you accept the dicotomy between short term results and opportunity creation?

In a survey of 400 CFOs 80% stated “they would reduce discretionary
spending on potentially value creating activities in order to meet short term
earnings targets”

Source: The Boston Consulting Group’s Report on Innovation. Retrieved
December, 2011, from The Boston Consulting Group

OVERVIEW - WILL TO INNOVATE

17

ESSENCE

Either having passion for ongoing innovation in the “DNA” of the organization or having the
understanding that constant renewal is a must to survive and prosper. The behaviors need to be
congruent with the “will to innovate” throughout all layers of the organization, in words, actions
and values, across all stages of the economic cycle

Innovators DNA
Renewal must

18

OVERVIEW - EXTERNAL ORIENTATION
DO YOU RISK DELIVERY MISPERCEPTION?

Source: Bain Company
www.bain.com

OVERVIEW - EXTERNAL ORIENTATION
ESSENCE

Being externally orientated as main source for new ideas and best hunting ground for future
opportunities. Including participating in privileged customer dialogues and co-creation,
adapting quickly to trends and market signals, priority presence in growth markets and
venturing with like-minded partners and start-ups with complementary skills and experiences

Leveraged tailwind
Trends signals
Customer dialogue
Sparkling partnerships

19

20

OVERVIEW - BIG VISION
DO YOU STRUGGLE TO MAKE YOUR INNOVATION VISION COMPELLING?

Source: Richard Branson
www.virgin.com

EXAMPLE SIMPLE VISION: SOLAR AND WIND PROVIDING ALL POWER FOR EU

Source: www.sciencedirect.com, THNK analyses

21

22

AND DOES YOUR INNOVATION VISION LACK SOCIAL RELEVANCE?

“People are seldom motivated by a numbers based story. Occasionally (but not nearly often
enough) organizations tell a change story related to the individual’s passion or purpose (“what
is in it for me”). Seldom do they tell a change story related to impact on society, the customer,
or the team”

Source Picture: Sunni Brown
www.sunnibrown.com

ESSENCE

Having a clear vision for the “next big thing”. It builds on the current strengths, translates into a
serious investment commitment, combines societal and economic value, provides direction
to short term actions still providing some optionality. It leverages innovation plays like either
technology, consumer insight or business model disruption

Three horizons
Moebius ring
Bipolar focus
Innovation plays

23

24

OVERVIEW - TOP TALENT
DO YOU LACK APPEAL TO INNOVATION TALENT?

SCALABLE STARTUP

CEO’S
PERSONAL
CONTRIBUTION

LARGE COMPANY

ENTREPRENEURIAL-DRIVEN LEARNING
AND DISCOVERY

PROCESS-MANAGED EXECUTION AND GROWTH

SUPERSTAR

MANAGER OF PLANS, GOALS, PROCESS, AND PERSONNEL

CEO’S
PERSONAL
CONTRIBUTION

24/7

LONG TERM 9 TO 5

PLANNING

OPPORTUNISTIC AGILE

PROCESS-, AND GOAL-DRIVEN

PROCESS

HATES AND ELIMINATES

IMPLEMENTS AND USES

MANAGEMENT
STYLE

AUTOCRATIC, STAR SYSTEM

MAY BE BUREAUCRATIC

SPAN OF
CONTROL

HANDS-ON

DISTRIBUTED DOWN THE ORGANIZATION

FOCUS

HIGH AND PASSIONATE VISION

EXECUTION

UNCERTAINTY/
CHAOS

BRINGS ORDER OUT OF CHAOS

FOCUSES ON REPEATABILITY

Source: Steve Bank
www.stevebank.com

OVERVIEW - TOP TALENT

25

ESSENCE

Ensuring the organization nurtures, attracts and protects “ innovation super stars” – the
individual innovation super stars that will take the risks, and “break the eggs” to eventually
make innovations happen - and allows them to orchestrate strong creative teams around them

Orchestrating teams
Talent make and buy
Governance headroom

26

OVERVIEW - INNOVATION SYSTEMS
ARE YOU PLUGGED IN CO-CREATION NETWORKS?

Source: McKinsey Company
www.mckinsey.com

OVERVIEW - INNOVATION SYSTEMS
ESSENCE

Organizing the company into innovation projects and ventures , with tracking systems that
stimulate risk taking, smart failures, learning and improvement, that leverage the wisdom and
insights from the entire organization , customers and suppliers, and are fueled with patient
funding

Learning loop
Leverage the crowd
Patient funding

27

28

OVERVIEW
UNDERLYING INNOVATIVE ENTERPRISE ESSENTIALS

Orchestrating teams
Talent make and buy
Governance headroom

Three horizons
Moebius ring
Bipolar focus
Innovation plays

Leveraged tailwind
Trends signals
Customer dialogue
Neue Kombinationen

Learning loop
Leverage the crowd
Patient funding

Innovators DNA
Renewal must

29

WILL TO INNOVATE

Either having passion for ongoing innovation in the “DNA” of the organization or
having the understanding that constant renewal is a must to survive and prosper.
This will to innovate needs to be congruent through the different layers of the
organization, between words and action and across the economic cycle

30

WILL TO INNOVATE OVERVIEW

INNOVATORS DNA

RENEWAL MUST

INNOVATION
CONGRUENCE

Some enterprises have the natural
drive to innovate, with creativity in
their DNA and as a core element
in the culture. This coincides
with high expectations from all
stakeholders

Enterprises have to constantly
reinvent themselves to avoid
withering away. Business
models become obsolete at
an increasing speed, driven by
technology breakthroughs,
market developments and other
competitions

To realize successful innovation
requires commitment from the top
and congruence “talk and walk”

PAGE 31

PAGE 37

PAGE 45

31

INNOVATORS DNA
SOME ENTERPRISES HAVE THE NATURAL DRIVE TO
INNOVATE, WITH CREATIVITY IN THEIR DNA AND AS CORE
ELEMENT IN THE CULTURE. THIS COINCIDES WITH HIGH
EXPECTATIONS FROM ALL STAKEHOLDERS

“I think that our investors value our innovative efforts,
but am not sure how to measure it”

“We spend all our time on managing the current wave of
success”

“We had one great hit, but we don’t have any new ideas
in the pipeline”

32

INNOVATORS DNA
ESSENCE: INTRINSIC PUSH AND EXTERNAL PULL

Company drive

External expectations

“We brought you the iPhone”

“We invented Post-its”

“We dreamt up “Big Brother” and
“Deal or No Deal”

Enterprise value (market cap + debt)

Intrinsic drive and external expectations should coincide

Note: Walmart was listed on nr. 20 in the BCG report “The most innovative companies 2012”
Source: Wal-Mart Stores Inc. (WMT). Retrieved December 4, 2013, from Yahoo! Finance
www.finance.yahoo.com/q/ks?s=WMT

INNOVATORS DNA

33

KEY INSIGHTS: EXAMPLES OF INNOVATORS PREMIUM
THE WORLD’S MOST INNOVATIVE COMPANIES
(RANKED BY INNOVATION PREMIUM AVERAGE 2005-2009)
RANK

COMPANY NAME

INDUSTRY/KEY BUSINESSES

INNOVATION PREMIUM

1

SALESFORCE.COM

CLOUD COMPUTING
SOFTWARE

73%

2

INTUITITIVE SURGICAL

DA VINCI SYSTEM ROBOTS FOR
SURGERIES

64%

3

AMAZON.COM

ONLINE DISCOUNT RETAILER,
KINDLE, CLOUD COMPUTING

57%

4

CELEGENE CORP.

PHARMACEUTICALS

55%

5

APPLE

COMPUTERS, SOFTWARE,
MUSIC DEVICES, PHONES,
ETC.

52%

6

GOOGLE

SOFTWARE, PRIMARILY
FOR INFO RETRIEVAL (E.G.,
SEARCH)

49%

7

HINDUSTAN LEVER1

HOUSEHOLD PRODUCTS

47%

8

RECKITT BENCKISER GROUP

HOUSEHOLD PRODUCTS

44%

9

MONSANTO CO.

SEEDS, GENETICALLY
MODIFIED SEEDS, CORP
PROTECTION

44%

10

BHARAT HEAVY ELECTRICALS

ELECTRICAL EQUIPMENT

44%

: Unilever Heavy Electricals

1

Source: Holt and The Innovator’s DNA LLC.

34

INNOVATORS DNA
KEY INSIGHTS: ONLY THE NEXT BREAK THROUGH COUNTS

The innovator’s DNA has to be constantly nourished and re-established

Source Picture: Baekdal, T. Retrieved June 14, 2013, from Baekdal.com
www.baekdal.com/insights/understanding-change-and-predicting-trends

INNOVATORS DNA

35

TOOL: ALLOCATION OF INNOVATION BUDGET TO THREE CATEGORIES

EXISTING BUSINESS
IMPROVEMENT

NEW-TO-COMPANY
PRODUCT LINE
EXTENSIONS

NEW-TO-WORLD
PRODUCT
INVENTIONS

36

INNOVATORS DNA
SOURCES

READING

VIDEO

The most innovative companies 2012,
The state of the art in leading industries,
BCG

Google logic: why Google does the things
it does the way it does, The guardian, July
2013
www.guardian.co.uk/technology/2013/
jul/09/google-android-reader-why?

Jeff Bezos: Lessons to Learn from a Failing
Business
www.youtube.com/
watch?v=rOteo4IARgw

The Innovator’s DNA: Mastering the
Five Skills of Disruptive Innovators, by
Jeff Dyer, Hal Gregersen, Clayton M.
Christensen, 2011

37

RENEWAL MUST
ENTERPRISES HAVE TO CONSTANTLY REINVENT
THEMSELVES TO AVOID WITHERING AWAY. BUSINESS
MODELS BECOME OBSOLETE AT AN INCREASING
SPEED, DRIVEN BY TECHNOLOGY BREAKTHROUGHS,
MARKET DEVELOPMENTS AND OTHER COMPETITIONS

“We have been in this business for years, nothing to
worry about”

“We still have a steady cash flow so nobody seems to
care about innovation”

“We are the market leader, so little to worry about”

38

RENEWAL MUST
ESSENCE: INNOVATE CONTINUOUSLY

Need to constantly innovate to avoid withering away

TRADITIONAL LOGIC

MARKET
GROWTH

MARKET
MATURITY

CURRENT WORLD

MARKET
DECLINE

CONTINUOUS
INNOVATION

RENEWAL MUST
ESSENCE: SUSTAINING GROWTH IS HARD TO DO

Source: Donald, L., Doz, Y., and Sheer, C. Retrieved May, 2006, from Harvard Business Review
www.hbr.org/2006/05/creating-new-growth-platforms/ar/1

39

40

RENEWAL MUST
KEY INSIGHTS

Traditional logic was to innovate when the market started to decline; the new prevailing logic is
to innovate continuously

Growth projections of a few innovations get inflated, leading to making large expenses at early
stages. Instead, start with small investments and demand early success to profitability

Create an innovation pipeline that is balanced in terms of diversity in timing, size, riskiness and
type of innovation. The chance of finding the next big opportunity is largely a function of how
many seeds one sows

RENEWAL MUST
KEY INSIGHTS: AVOID THE GROWTH GAP

Avoid the vicious cycle resulting from waiting too long

Source: Christensen, C., and Raynor, M. Retrieved September 3, 2003, from Harvard Business Review
www.hbr.org/product/there-is-good-money-and-there-is-bad-money/an/1545BC-PDF-ENG

41

42

RENEWAL MUST
KEY INSIGHTS: A THICK AND BALANCED INNOVATION PIPELINE

Source: Innovation in Consumer Products: New products from concept to launch. Retrieved 2008, from Accenture
www.accenture.com/SiteCollectionDocuments/PDF/ConsumerProductsGroupPoV_103008_fnl.pdf

RENEWAL MUST
TOO: A BALANCED PORTFOLIO

43

44

RENEWAL MUST
SOURCES

READING

VIDEO

Creating new growth platforms. Harvard
Business Review, May 2006

Business model innovation, BCG,
December 2009

AMCF Horizon Series: Strategy Thought
Leaders Define Strategy
www.youtube.com/watch?v=0JyRXpYFIc
gfeature=youtube_gdata_player

Professor Richard Rumelt : What is Good
Corporate Strategy?
www.youtube.com/
watch?v=43kZDnyDXOc

Profit From The Core , Harvard Business
School Press, 2001

Winnovation - 5 ways to improve your
innovation pipeline
www.talarforum.se/artikel/rowan.
gibson/236/236/winnovation_5_
ways_to_improve_your_innovation_
pipeline.html

45

INNOVATION CONGRUENCE
TO REALIZE SUCCESSFUL INNOVATION REQUIRES
COMMITMENT FROM THE TOP AND CONGRUENCE:
“TALK AND WALK”

“They say that innovation is important, but our leaders
aren’t interested of the latest technologies”

“Whenever I want to do a small experiment, I need to get
10 approvals and everybody is afraid of failure”

“Our values don’t stimulate any dialogue, it is more follow
what you are told”

46

KEY INSIGHTS

Congruence comes in several forms:

Translating innovation and growth vision into actual investments at risk

The leadership behaviors, demonstrating that innovation is valued through symbolic
actions, e.g. promoting innovation leaders who experienced entrepreneurial failure

Recruiting and capability building oriented to creativity, innovation, entrepreneurship and
risk taking

Metrics and rewards that stimulate behavior innovation and risk taking, e.g. Tracking and
rewarding new product revenues instead of total revenues

KEY INSIGHTS: DEMONSTRATE THAT INNOVATION IS IMPORTANT

Source Picture: 10 business cases for CEOs to use social media. Retrieved June 20, 2013, from Arikhanson.com
www.arikhanson.com/2013/06/20/10-business-cases-for-ceos-to-use-social-media/

47

48

KEY INSIGHTS: CREATE THE RIGHT MINDSET

Develop appropriate mindsets towards risk and smart failure

At Google, Sheryl Sandberg made a bad decision costing millions of dollars. Co-founder
Larry Page responded:

“I’m so glad you made this mistake, because I want to run a company where we are moving
too quickly and doing too much, not being too cautious and doing too little. If we don’t have
any of these mistakes, we’re just not taking enough risk”

Source Picture: Official Logo of Google, Inc.Trademark and Website. Retrieved November, 2013, from Wikimedia
www.commons.wikimedia.org/wiki/File:Logo_Google_2013_Official.svg

KEY INSIGHTS: EMBED INNOVATION VALUES

Source: Prokesch , S. How GE Teaches Teams to Lead Change. Retrieved January, 2009, from Harvard Business Review
www.ge.com/pdf/innovation/leadership/hbr_crotonville.pdf

49

50

KEY INSIGHTS: INSTALL THE RIGHT METRICS

Measure the innovation outputs, not the process (which is ugly)

Innovation strategy
vision e.g. contribution
of innovation to top-line
growth

Innovation process e.g.,
Net Promoter Score of
new concepts

Innovation pipeline e.g.,
e.g., overlap of portfolio
with vision in terms
of time, risk, size and
innovation type

Innovation leadership
commitment e.g.,
leadership time and funds
dedicated to innovation
Innovation skills and
culture e.g., % of time
spent with customers

Portfolio and project
management: Conversion
rate of ideas to profitable
projects, availability of key
resources

Innovators premium e.g.,
revenue and profit from
new products or services,
raking in top X of mostinnovative companies

Customer feedback e.g.,
customer satisfaction of
new products or services

Contribution to business
growth: positive ROI on
innovation

Source: Innovation Performance Measurement – Assessing and Driving the Innovation Performance of Companies. Retrieved January, 30, 2013,
from Detecon Consulting
www.innovationcenter.deteconusa.com/articles/innovation-performance-measurement-assessing-and-driving-the-innovation-performance-ofcompanies/


51

FRAMEWORK: THNK INNOVATION CHANGE FRAMEWORK

Make innovation a critical part of your
growth vision and select the most
promising innovation plays

Build leaders that role model innovation
and build innovation capabilities through
tools and techniques

Make innovation a critical part of your
growth vision and select the most
promising innovation plays

52

FRAMEWORK: THNK INNOVATION CHANGE FRAMEWORK - EXAMPLES

Set-up time for external orientation among
all executives and managers (more time for
sensing)
Commit to a visioning journey with all
stakeholders involved over the course of 1-2
years

De-couple investments in innovation from
short term variability and earnings
Allocate substantial senior executive time on
innovation
Undertake an innovation challenge project
with the organization involved on a wider
societal project

Hire edgy external creative talent and put in leadership
positions before their age
Invest in technology skills in most relevant areas
Adopt concepting design methodologies
Reduce hierarchy and internal bureaucracy to foster
entrepreneurship
Put innovation success in KPI’s


53

SOURCES

READING

VIDEO

Encouraging organizations to change: The
influence model, 2011, Colin Price

The inconvenient truth of change
management , 2000, Scott Keller and
Carolyn Aiken

Change Management - 30-Second
Management Training Course
www.youtube.com/watch?v=fpuHUiy_
xogfeature=youtube_gdata_player

Leadership training and change
management
www.youtube.com/watch?v=cB2vOmuzOgfeature=youtube_gdata_
player

Its not what you sell, it’s what you stand
for, Roy Spence
www.itsnotwhatyousell.com

Giving voice to values, Mary C. Gentile

The Innovator’s DNA: Mastering the
Five Skills of Disruptive Innovators,
Jeff Dyer , Hal Gregersen , Clayton M.
Christensen, Mel Foster

Innovation metrics
www.innovation-point.com/
innovationmetrics.htm

IBM iForum - Rethinking Innovation
Measurement by Dean Spitzer

54

EXTERNAL ORIENTATION

Being externally orientated, resulting in privileged customer dialogue and cocreation, adapting quickly to trends and market signals, priority presence in
growth markets and venturing with like-minded partners with complementary
skills and experiences

EXTERNAL ORIENTATION OVERVIEW

55

TRENDS
SIGNALS

CUSTOMER
DIALOGUE

SPARKLING
PARTNERSHIPS

LEVERAGED
TAILWIND

Openness to uncertain
trends and weak signals
increases the probability
of a serendipitous insight
on opportunity spaces
and most attractive
hunting grounds

Innovation needs to
meet customer needs,
but in surprising new
ways that will not emerge
from simply asking the
customer what he or she
wants

Innovation partnerships
aim not so much for
synergy but for a creative
spark between two
literacies, two sets of
capabilities, two worlds of
experience

Focus on market
opportunities that are in a
growth window and take
advantage of the resulting
momentum; or renew a
market that is shrinking
with a break-through
innovation

PAGE 56

PAGE 62

PAGE 69

PAGE 78

56

TRENDS SIGNALS
OPENNESS TO UNCERTAIN TRENDS AND WEAK SIGNALS
INCREASES THE PROBABILITY OF A SERENDIPITOUS
INSIGHT ON OPPORTUNITY SPACES AND MOST
ATTRACTIVE HUNTING GROUNDS

“For market research, we have default, automated set of
data that we collect to get new insights”

“I don’t have time to look at any other materials outside
of work”

“We are in execution mode now, we need to focus on
optimization – trends aren’t that important”

TRENDS SIGNALS
KEY INSIGHTS: MEGA TRENDS ARE PARAGDIGM SHIFTS

The world is complex and uncertain: inspiration for innovation results from being open to
contrary and surprise insights, the unusual news and disturbing information

The certain trends and the consistent signals only serve to continue the existing business

Examples of a few megatrends (THNK Paradigm Shifts)

Source: THNK Paradigm Shifts
www.thnk.org

57

58

TRENDS SIGNALS
KEY INSIGHTS: “WEAK SIGNALS” HAVE A PATTERN

NOISE (RANDOM)

START OF
UPSWING IN
THE ECONOMY

DAILY VARIATION IN JOB ADVERTISEMENTS

NEW
CUSTOMER
TREND E.G.
SPIRITUALITY

NEWS ARTICLES

NEW
TECHNOLOGY
TREND

SCIENTIFIC ARTICLES

ILLUSTRATION

WEAK SIGNALS (PATTERNS)

INCREASING SHARE IN IT JOB ADVERTISEMENTS

AMOUNT OF ATTENTION IN GLOSSARIES, SEARCH
VOLUME

ACCUMULATION OF VC INVESTMENTS

TRENDS SIGNALS
KEY INSIGHTS: OTHER PLAYERS AS SOURCE OF WEAK SIGNALS

Southwest Airlines, a leading US budget airline, has
viewed the car and bus as its competitors and thereby
focused on offering inexpensive, frequent flights
between urban centres separated by 500 miles or
less. Short-haul, point-to-point flying however puts
greater physical stress on aircraft, adds to maintenance
costs and increases aircraft time on the ground which
is non-revenue producing time. To overcome these
disadvantages, Southwest Airlines has pursued a
number of operating strategies:

Strong focus on turning aircraft around quickly so
as to minimize time on the ground. This has required strong cross-functional collaboration
among pilots, gate agents, mechanics, fuelers, cleaners, caterers and others

Standardizing on one single operating platform – the Boeing 737 – and aligning as far as
possible all Standard Operating Procedures for these aircraft over time

Using less congested airports close to big urban centers – such as Dallas’ Love Field or
Chicago’s Midway – to avoid delays from using congested hubs

Radically limiting customer services, from on-board meals to advanced seat selection, to
reduce operational complexity and cost

Source Picture: JetBlast. Retrieved August 31, 2012, from Wikipedia
www.en.wikipedia.org/wiki/File:Southwest_Airlines_Logo.png

59

60

TRENDS SIGNALS
TOOL: EXTERNAL ORIENTATION SURVEY

SURVEY FOR THE TEAM - QUESTIONS TO ASK YOURSELF

WE HAVE A CLEAR VIEW ON THE MAJOR 3-5 TRENDS AND DO A GOOD JOB IN
DEFINING THE POSSIBLE OPPORTUNITIES AND THREATS FOR OUR BUSINESS?

WE ARE OPEN TO AND IDENTIFY WEAK SIGNALS FROM THE MARKETS ABOUT THE
FUTURE TRENDS?

WE HAVE FREQUENT, CASUAL DIALOGUES WITH USERS THAT FORM THE BASIS
FOR UNDERSTANDING WHAT THEY VALUE MOST?

OFTEN NEW IDEAS OR INSIGHTS ARE A SPIN-OFF FROM SUGGESTIONS IN THE
MARKET?

WE ARE UP TO SPEED TO WHAT COMPETITORS DO IN THE INNOVATION SPACE AS
SOURCE FOR DIFFERENTIATION, INNOVATION AND POSSIBLE PARTNERSHIPS?

WE MAKE USE OF SOCIAL MEDIA AND LEVERAGE THE CROWD TO UNDERSTAND
WHAT IT VALUES MOST?

WE MAINTAIN STRONG RELATIONSHIPS WITH VARIOUS STAKEHOLDERS E.G.,
COMMUNITIES, GOVERNMENTS, REGULATORS?

STRONGLY
DISAGREE

DISAGREE

NEUTRAL

AGREE

STRONGLY
AGREE

TRENDS SIGNALS

61

SOURCES

READING

VIDEO

Harvard Business School: How can big
companies keep the entrepreneurial spirit
alive?

N/A

Harvard Business School case study:
Innovation and Collaboration at Merrill
Lynch

INSEAD case study: Transforming DNV:
From Silos to Disciplined Collaboration
across Business Units – Changes at the
Top

The Conference Board: The
entrepreneurial flame: How to keep it
burning brightly in your company?

IDEO workshop for techstars
www.slideshare.net/thulme/ideoworkshop-for-techstars?

Trend Watching
www.trendwatching.com

62

CUSTOMER DIALOGUE
INNOVATION NEEDS TO MEET CUSTOMER NEEDS, BUT
IN SURPRISING NEW WAYS THAT WILL NOT EMERGE
FROM SIMPLY ASKING THE CUSTOMER WHAT HE OR
SHE WANTS

“I know that our product is good, the customer just still
has to discover how to best use it”

“You need to measure stuff – focus on the quantitative
data”

“As we know, it is more a push than a pull market”

CUSTOMER DIALOGUE
ESSENCE: MEETING CUSTOMER NEEDS IS CRUCIAL FOR INNOVATION

Reasons cited for failure of new products, %

Source: Innovation in consumer products. Retrieved 2008, from Accenture
www.accenture.com/SiteCollectionDocuments/PDF/ConsumerProductsGroupPoV_103008_fnl.pdf

63

64

CUSTOMER DIALOGUE
KEY INSIGHTS: LISTENING IN GIVES VERY DIFFERENT CLUES

Example: customer research on diapers - survey vs. online dialogue

Source: Nielsen McKinsey Incite

CUSTOMER DIALOGUE
KEY INSIGHTS: MARKET RESEARCH IS NOT ENOUGH

Customers...

often have trouble articulating their unmet
needs

rarely have a clue why they do what they do

do not tell the truth

and rarely know what novel products and
services they would crave for, if only they knew
all possibilities that existed and had experience
with these

Source Picture: Retail prophet consulting

65

66

CUSTOMER DIALOGUE
KEY INSIGHTS: WHO FOLLOWS THE USER BREAKING FREE?

Desired customer paths often deviate from the
paths as designed by the architect and usually
represents the shortest or most easily navigated
route between an origin and destination

How flexible do you think the architect is to change
his design and follow the preferences of the users?

Source Picture: The gentle author. Retrieved August 16, 2012, from Spitalfields life
www.spitalfieldslife.com/wp-content/uploads/2012/08/IMG_2244.jpg

CUSTOMER DIALOGUE
TOOL: USER INSIGHT AND FORESIGHT TOOLS

Source: THNK Concepting Flow
www.thnk.org

67

68

CUSTOMER DIALOGUE
SOURCES

READING

VIDEO

The customer’s voice. Why are we so bad
ad hearing it? BCG
www.bcg.com/documents/file35167.pdf

Innovation in Consumer products,
Accenture, 2008
www.accenture.com/
SiteCollectionDocuments/PDF/
ConsumerProductsGroupPoV_103008_
fnl.pdf

Why I brought PacMan to Moma
www.ted.com/talks/paola_antonelli_
why_i_brought_pacman_to_moma.
html

Malcolm Gladwell: Choice, happiness
and spaghetti sauce
www.ted.com/talks/malcolm_gladwell_
on_spaghetti_sauce.html

The Power of Habit Why We Do What
We Do in Life and Business
www.youtube.com/
watch?v=a6p3lG9EDXw

Understanding change and predicting
trends
www.baekdal.com/insights/
understanding-change-and-predictingtrends/

Why we’re so bad at predicting the future
www.venturevillage.eu/predicting-future

69

INNOVATION PARTNERSHIPS AIM NOT SO MUCH FOR
SYNERGY BUT FOR A CREATIVE SPARK BETWEEN TWO
LITERACIES, TWO SETS OF CAPABILITIES, TWO WORLDS
OF EXPERIENCE. SCHUMPETER CALLS THIS “NEUE
KOMBINATIONEN”

“We do all our development in-house”

“We really struggle to build competitive advantage by
partnering with externals”

“Whenever we partner, we don’t really have a clear
added value or approach identified – it is more random”

70

ESSENCE: A COMPLEMENTARY COMBINATION

Company: An
international coffee and
coffeehouse chain

Contributions: Most
influential and recognized
brand for coffee drinks

Win: Brand extension,
capacity building, and
access to know-how that
fueled subsequent growth
and drove the creation of
other JVs. E.g., ice cream
partnership with Dreyers
Grand ice cream

Source Pictures: www.starbucks.com , www.pepsico.com

Company: A global
500 company active
in manufacturing,
marketing, and
distribution of snacks
and beverages in 200
countries

Contributions:
Well-established
manufacturing and
distribution channels

Win: Successful extension
into new product market
with reduced risk and
cost than go-alone

KEY INSIGHTS: “UPWARD MARRIAGE”, PARTNERS OF BEST CHOICE

Red Bull, as a company, is all about
creativity, innovation, and doing things
differently, which is what Red Bull
Racing shares

It takes a completely different approach
to Formula One and offers partners the
ability to make their sponsorship come
alive – to create something people will
remember and gravitate toward

It tries to open up the possibilities, not
restrict the partners. It creates value
streams for partners in addition to those
normally associated with Formula
One, allowing them to exploit rights in
interesting and unusual ways

It is a premium sponsorship
opportunity, dedicated to working
with a small number of partners – with
the relationships based on creativity
and innovation – so that they gain
maximum benefit from the cooperation

Source Picture: Partnerships a team-building exercise. Retrieved November, 2013, from Red Bull
www.redbull.com/cs/Satellite/en_INT/Red-Bull-Racing-Partners/001242811070589

71

72

KEY INSIGHTS: THINK BROAD ABOUT POSSIBLE PARTNERSHIPS

Partnerships with venture capital firms
Benefits for VCs: Insight in market attractiveness,
commercialization viability, path to exit
Benefits for company: Insight in innovations, opportunity to
buy in early on, expand deal flow and network, great source for
innovation opportunities
Example: PG serves as a strategic partner for clean-tech
sector of VantagePoint

Partnerships with experts/academic institutions
Benefits for academic institution: Increased funding, facilities,
capabilities
Benefits for company: Access to cutting-edge and academic
research
Example: Unilever invested more than £13mn to establish
a world-leading research group in Cambridge, chemistry
department in emerging field of molecular informatics

Partnerships with suppliers
Benefits for supplier: Guaranteed volumes, control over supply
chain
Benefits for company: Discount on procurement; no need to
integrate upstream
Example: Green Giant, vegetable producer, partnered with
Seneca, processor of canned foods

Source Pictures: www.pg.com , www.v pcp.com , www-ucc.ch.cam.ac.uk , www.greengiant.com , www.senecasnacks.com

ESSENCE: STRATEGIC FIT IS ONLY ONE CRITERIA

Example: JV assessment framework used by Lilly

Source: www.lilly.com

73

74

TOOL: IP NETWORK MAPPING

Source: McKinsey Company
www.mckinsey.com


75

TOOL: INNOVATION PARTNERSHIP CURRENCIES (1/2)

CURRENCY TYPE

RATIONALE FOR COMPANY

COINVESTMENT

ACCELERATE PROCESS

ACCESS TO CAPITAL

JOINT VENTURE
FINANCIAL SUPPORT

WHAT OTHERS MIGHT VALUE

SECURE ACCESS AND/OR
OWNERSHIP OF STRATEGIC
SOURCE OFVALUE

ACCELERATE PROCESS

EQUITY INVESTMENT
(MINORITY STAKE,
ACQUISITION)

REDUCE RISK AND COSTS

SECURE ACCESS AND/OR
OWNERSHIP OF STRATEGIC
SOURCE OF VALUE

COST SHARING

RATIONALE FOR PARTNER

REDUCE RISK AND COSTS

PAY FOR SERVICES
OISTRIBUTION NETWORK
(SCALE)
CHANNELS

POTENTIAL TO MONETIZE
FLXED COSTS IN
DISTRIBUTION AND CUSTOMER
RELATIONSHIPS

ACCESS TO DISTRIBUTION
NETWORK

ACCESS TO CUSTOMERS
(ACCESS)

ACCESS TO NEW
RELATIONSHIPS

SALESFORCE

LEVERAGE NEW CAPABILITIES

LICENSING

LOWER SGA AND MARKETING
COSTS

COMARKETING

LEVERAGE EXISTING
PARTNERSHIPS

ACCESS TO NEW PARTNERS

MANUFACTURING
CAPABILITIES (SCALE, CAPEX)

BRAND AND
RELATIONSHIPS

FIT WITH BRANDS WHILE
REDUCING UPFRONT
INVESTMENT

DRIVE PLANT UTILIZATION

REDUCE UPFRONT CAPEX
INVESTMENT

RESOURCES (E .G ., RD,
FINANCE)

HELP DRIVE VALUE FROM
FIXED COSTS

ACCESS NEW
MANUFACTURING
CAPABILITIES

COBRANDING (BRAND EQUITY)
FACILITATE INTERACTION WITH
OTHER PARTNERS

PHYSICAL ASSETS

LAB/OFFICE SPACE

LEVERAGE SCALE
LEVERAGE EXPERTISE

76

TOOL: INNOVATION PARTNERSHIP CURRENCIES (2/2)

CURRENCY TYPE

RATIONALE FOR COMPANY

TECHNOLOGY, LP

MONETIZE EXISTING
INSIGHTS, PROPRIETARY
KNOWLEDGE , TECHNOLOGY

ACCESS TO NEW INSIGHTS
PROPRIETARY KNOWLEDGE,
TECHNOLOGY

CONSUMER INSIGHTS

OVERLAP OF CONSUMER
SEGMENT

OVERLAP OF CONSUMER
SEGMENT

INTERNAL RECOGNITION

ENERGIZE INTERNAL EFFORT

STRENGTHEN PARTNERSHIP

MEETINGS WITH SENIOR
LEADERS

LOW COST INVESTMENT

POTENTIAL ACCESS TO
ADDITIONAL KNOW-HOW AND
PARTNERSHIPS

INVITATION TO FORUM , TRADE
SHOWS

STRENGTHEN PARTNERSHIP

ACCESS TO INTEMAL FORUM

KNOW-HOW

WHAT OTHERS MIGHT VALUE

RATIONALE FOR PARTNER

FACILITATE CROSS PARTNER
COMMUNICATION

SHARED VALUE AND MISSION

BUILD OR STRENGTHEN
COMMUNITY AROUND SHARED
SET OFVALUES

INDUSTRY EXPERTISE
FUNCTIONAL CAPABILITIES

RECOGNITION

KNOW-HOW AND
PARTNERSHIPS

ENGAGE OWN COMMUNITY
AROUND SHARED SET OF
VALUES


77

SOURCES

READING

VIDEO

Creating new growth platforms. Harvard
Business Review May 2006

Managing Alliances with the Balanced
Scorecard. Harvard Business Review,
2010

Clay Shirky: Institutions vs. collaboration
www.ted.com/talks/clay_shirky_on_
institutions_versus_collaboration.html

OECD patent database
www.oecd.org/sti/inno/
oecdpatentdatabases.htm

78

LEVERAGED TAILWIND
FOCUS ON MARKET OPPORTUNITIES THAT ARE IN
A GROWTH WINDOW AND TAKE ADVANTAGE OF THE
RESULTING MOMENTUM; OR RENEW A MARKET THAT IS
SHRINKING WITH A BREAK-THROUGH INNOVATION

“We only look at the general market trends, it’s not worth
it to zoom in into smaller markets”

“Our market is shrinking, but it will take a long time before
it is gone – no need to worry”

“We always tend to be unlucky – launching the product
where it is not relevant”

LEVERAGED TAILWIND
KEY INSIGHTS

Flying against the wind, swimming against the tide is incredibly difficult – so is growth in
declining markets

These markets are prone to be replaced by new entrants with innovations

Markets that do grow provide the room and expectation for ongoing innovation – this is a
major driver for enterprise growth

At the granular product/market/geography - segment level differences in growth are very
significant - for every “dog” there is an adjacent “star”

79

80

LEVERAGED TAILWIND
KEY INSIGHTS: SWIMMING AGAINST THE TIDE IS DIFFICULT

On the verge of losing billions of dollars in revenue, U.S. Postal Service launched a campaign to
warn about the dangers of email and proposed paper-mail as a safer alternative
Source: Postal Service launches new ad campaign promoting snail mail. Retrieved September 29, 2011, from Washington Post
www.washingtonpost.com/posttv/business/economy/postal-service-launches-new-ad-campaign-promoting-snail-mail/2011/09/29/gIQAZJBB8K_video.html

LEVERAGED TAILWIND
FRAMEWORK: GROWTH OPPORTUNITIES ARE GRANULAR

Source Picture: Matheson, Z. Retrieved April 5, 2011, from The Atlantic
www.theatlantic.com/business/archive/2011/04/the-metro-story-growth-without-growth/73368/

81

82

LEVERAGED TAILWIND
SOURCES

READING

VIDEO

Is your growth strategy flying blind?
Harvard Business Review, Mehrdad
Baghai, Sven Smit, and Patrick Viguerie,
2009

Jon Vander Ark: Get small to grow big in
micromarkets
www.youtube.com/
watch?v=PYzc9ZdVm2E

The alchemy of growth, 2000, Mehrdad
Baghai, Steve Coley, David White,
Stephen Coley

The granularity of growth, 2007, Patrick
Viguerie, Sven Smit Mehrdad Baghai,
2007

Business Growth - Get Connected, Get
Granular, Get Focused
www.youtube.com/
watch?v=BlC1IHMOENQ

Seth Godin: How to get your ideas to
spread
www.ted.com/talks/seth_godin_on_
sliced_bread.html

and spaghetti sauce

Megatrends. Tailwinds for growth in a
low-growth environment, 2010, BCG

83

BIG VISION

Having a clear vision for the “next big thing”, that builds on the current strengths,
translates into serious investment commitment, includes optionality, combines
societal and economic value, aligns short term actions and leverages either
technology, business model disruption and customer delight

84

BIG VISION OVERVIEW

THREE
HORIZONS

BIPOLAR FOCUS

MOEBIUS RING

INNOVATION
PLAYS

Any corporate needs a
balance of activities across
the 3 horizons: managing
core business, the next big
innovation and a portfolio
of future growth options

Combine commitment
to the longer term vision
with execution in the
very short term (“next
Monday”) actions. All at
the expense of futile midterm planning

Drive the enterprise
to deliver societal and
shareholder value in a
symbiotic way. Similarly,
deliver premium
value and lower cost
simultaneously

Three major plays of
innovation can be
observerd: technology,
business model
disruption and customer
delight

PAGE 85

PAGE 93

PAGE 99

PAGE 108

85

THREE HORIZONS
ANY CORPORATE NEEDS A BALANCE OF ACTIVITIES
ACROSS THE 3 HORIZONS: MANAGING CORE BUSINESS,
THE NEXT BIG INNOVATION AND A PORTFOLIO OF
FUTURE GROWTH OPTIONS

“Investing in innovation would harm the bottom line”

“I am too busy with running the current business, no
time to think about what’s next”

“We have our current business and a few wild ideas, but
no innovation initiatives that are ready to be launched”

86

THREE HORIZONS
ESSENCE: FROM ONE FLOWER TO AN ECOSYSTEM

“ Our thinking about growth and decay is
dominated by the image of a single life span,
animal or vegetable. Seedling, full flower, and
death. The flower that once has bloomed
forever dies...

... but for an ever-renewing society the
appropriate image is a total garden, a balanced
aquarium, or other ecological system. Some
things are being born, other things are
flourishing, still other things are dying, but the
system lives on.”
John Gardner
Self Renewal: The Individual and the Innovative Society,
W.W. Norton, 1981
Source Picture: Wallace, R. Retrieved August 31, 2013, from Flickr
www.flickr.com/photos/rob_wallace/9637672207/
Source Picture: ynnil. Retrieved April 12, 2009, from Flickr
www.flickr.com/photos/nnil/sets/72157617095488185/with/3465661693/

THREE HORIZONS
ESSENCE: BALANCE CURRENT AND FUTURE ACTIVITIES

Source: Inspired by original concept of Scott, A. Retrieved August 21, 2013, from Business Model Innovation Hub
www.businessmodelhub.com/profiles/blogs/the-business-model-canvas-and-2

87

88

THREE HORIZONS
ESSENCE: BALANCE CURRENT AND FUTURE ACTIVITIES

Horizon 1: Defending and securing core business.

Horizon 2: Building emerging business.

Building on existing foundations and ensuring the “right to grow” by focussing efforts on
good business operations that are well equipped to absorb change and opportunity. Truly
understanding the business and the areas for improvement to build the best foundations.

Focusing on those ideas or initiatives that are ready to be executed, have been tested
and will extend existing business into parallel or new areas. Horizon 2 often involves
the development of new business models and defining and manage the impacts on the
incumbent business through implementing initiatives from Horizon 2.

Horizon 3: Market making.

Always dedicating some effort or thought to challenging business around what is truly
market defining. Having the ability to quickly test or recognise those ideas or opportunities
arising from Horizon 3 that will work and generate new markets.

Source: Scott, A. “The Business Model Canvas and Horizon Thinking”. Business Model Innovation Hub. 15 February 2011
www.businessmodelhub.com/profiles/blogs/the-business-model-canvas-and-2

THREE HORIZONS
KEY INSIGHTS: HAVE A BALANCED PORTFOLIO

Various dangerous profiles exist:

Horizon 2 only: “the all eggs in one basket” bet without a core business generating cash flow

Horizon 1 only: being focused on continuous firefighting in core business or maximizing
profitabily and market share while opportunities pass

Horizon 3 only: the risky profile of a visionary company that runs out of fuel

The optimal allocation of time and cash investments is probably (round numbers):

H1: 40-60%, H2: 30-40% and H3: 20-10%

89

90

THREE HORIZONS
KEY INSIGHTS: LEADING FOR CONTINOUS GROWTH

Source: Baghai, M., Coley, S., and White, D. The alchemy of growth. London: Orion Business, 1999
www.mckinsey.com/Client_Service/Strategy/Latest_thinking/The_Alchemy_of_Growth.aspx

THREE HORIZONS

91

TOOL: 3 HORIZONS MANAGEMENT MODEL

ISSUE

H1
MATURE, WELL-ESTABLISHED
BUSINESSES

H2
RAPIDLY GROWING BUSINESS

TIME
HORIZON

CURRENT

FOCUS

EXTEND AND DEFEND CORE BUSINESS
INCREASE PRODUCTIVITY AND PROFIT CONTRIBUTION
LOW UNCERTAINTY/RISK

CURRENT; WILL EVENTUALLY FLATTEN OUT AND
DECLINE

SUBSTANTIAL PROFITS MAY BE 4-5 YEARS IN THE
FUTURE
WITHIN NEXT FEW YEARS, SHOULD COMPLEMENT OR
REPLACE CURRENT CORE BUSINESSES

FIND NEW REVENUE AND PROFIT GROWTH FOR THE
IMMEDIATE FUTURE THROUGH INCREMENTAL SALES,
LINE EXTENSIONS, AND INCREMENTAL EFFICIENCIES
MAKE REVENUE PLANS

BUILD THE BUSINESS
SCALE UP QUICKLY
MANAGE TRIPLE-DIGIT GROWTH

PROFIT
IMPACT

KEY
CHALLANGE

OUTPUTS

TYPE OF
PEOPLE

TALENT
APPROACH

MEASURES

CORPORATE
BEHAVIORS

MEDIUM TERM

BUILD EMERGING BUSINESSES
SCALE PROVEN BUSINESS MODELS, INCREASE
MARKET SHARE, AND GROW TO OPPORTUNITY
MEDIUM UNCERTAINTY/RISK

ANNUAL OPERATING PLAN: TACTICAL PLANS,
RESOURCE DECISIONS, BUDGETS

OPERATORS:
DEEP FUNCTIONAL AND/OR INDUSTRY EXPERTISE
STRONG DRIVE TO CONSISTENLY MEET PLANS
DISCIPLINE

CREATE PERSONAL CONSEQUENCES FOR NON-TERM
PERFORMANCE INCLUIDING CLEAR PENALTIES FOR
UNDER-PERFORMANCE
IMPOSE “NO EXCUSES” MANAGEMENT STYLE

H3
EMERGING BUSINESSES

BUSINESS-BUILDING STRATEGIES: INVESTMENT
BUDGET, DETAILED BUSINESS PLANS FOR NEW
VENTURES; VIABLE PRODUCTS

BUSINESS BUILDERS:
ENTREPRENEURIAL DESIRE TO CREATE
COMFORT WITH AMBIGUITY AND CHANGE
TOP-LINE FOCUSED, SHARP DECISION MAKER

LONG TERM

CREATE VIABLE OPTIONS
TEST BUSINESS MODELS, PROVE VIABILITY,
CAPABILITIES AND VALUE
DELIBERATE INITIATIVES TO SEED GROWTH
OPPORTUNITIES
HIGH UNCERTAINTY/RISK

MOST WILL NOT SUCCEED
A FEW CAN SECURE LONGER-TERM FUTURE

EXPLORE OPTIONS ON FUTURE OPPORTUNITIES,
SUCH AS RESEARCH PROJECTS, PROTOTYPES,
TEST MARKETS, ALLIANCES, AND INVESTMENTS TO
IDENTIFY AND BEGIN TO DEVELOP OPPORTUNITIES
TARGETS CANNOT BE SET WITH PRECISION

DECISIONS TO EXPLORE: INITIAL PROJECT PLAN,
PROJECT MILESTONES

VISIONARIES:
CHAMPIONS
UNCONVENTIONAL THINKERS

PROVIDE AUTONOMY/FREEDOM TO ACT AND MANDATE
TO CREATE AND BUILD
OPPORTUNITY TO CREATE PERSONAL WEALTH
THROUGH CASH BONUSES AND EQUITY PARTICIPATION
OPPORTUNITY TO BUILD AND LEAVE A LEGACY

PROVIDE PSYCHOLOGICAL REWARDS: RECOGNITION OF
IDEAS, FREEDOM TO EXPERIMENT AND EXPLORE
PROVIDE CAREER ADVANTAGE: OPPORTUNITY TO
SATISFY INTELLECTUAL CURIOSITY, OPTION TO
BECOME HORIZON 2 BUSINESS BUILDERS

TRADITIONAL BUDGETS AND CONTROLS
PROFIT
RETURN ON INVESTED CAPITAL
PRODUCTIVITY OF EFFICIENCY

HIGH REVENUE GROWTH
MARKET SHARE GAINS
NEW CUSTOMER ACQUISITIONS
CAPITAL INVESTMENT EFFICIENCY
EXPECTED NET PRESENT VALUE

REVIEW, CHECK
SET AGGRESSIVE TARGETS TO IMPROVE

SUPPORT TAKING RISKS
ADDRESS PROBLEMS TO SCALING
UNDERSTAND VIABILITY

PROJECT-BASED MILESTONES
OPTION VALUATION
RATE OF CONVERSION FROM IDEA TO BUSINESS
LAUNCH
NUMBER OF INITIATIVES

ENGAGE AND WORK WITH AND FOR
FIND VIABLE BUSINESS MODEL

Source: Garvin, David A., and Levesque, L. “Emerging Business Opportunities at IBM.” Harvard Business School Case 304-075, March 2004
www.hbs.edu/faculty/Pages/item.aspx?num=30958

92

THREE HORIZONS
SOURCES

READING

VIDEO

Scott, A. “The Business Model Canvas
and Horizon Thinking”. Business Model
Innovation Hub. 15 February 2011
www.businessmodelhub.com/profiles/
blogs/the-business-model-canvas-and-2

AMCF Horizon Series: Strategy Thought
Leaders Define Strategy
www.youtube.com/
watch?v=0JyRXpYFIcg

Professor Richard Rumelt : What is Good
Corporate Strategy?
www.youtube.com/
watch?v=43kZDnyDXOc

Evan Williams on listening to Twitter
users
www.ted.com/talks/evan_williams_on_
listening_to_twitter_users.html17

Enduring Ideas: The three horizons of
growth. McKinsey Quarterly, 2009
Profit From The Core , 2001, Harvard
Business School Press

Profit From The Core , 2001, Harvard
Business School Press

Staircase to growth. McKinsey Quarterly,
1996

Stop Chasing Too Many Priorities.
Harvard Business review, 2011

Emerging Business opportunities at IBM,
2010, Harvard Business School

93

BIPOLAR FOCUS
COMBINE COMMITMENT TO THE LONGER TERM VISION
WITH EXECUTION OF VERY SHORT TERM (“NEXT
MONDAY”) ACTIONS. ALL AT THE EXPENSE OF FUTILE
MID-TERM PLANNING

“Everything seems to be a priority, we are fire fighting”

“We spend endless time on strategic planning, but it is
more like a paper exercise”

“We don’t have a clear and inspiring goal to aim for”

94

BIPOLAR FOCUS
ESSENCE

Combine long term commitment with short term action

Source Picture: Fisk, P. GeniusWorks
www.emeraldinsight.com

BIPOLAR FOCUS
FRAMEWORK: TIME HORIZON AND MANAGEMENT ATTENTION

95

96

BIPOLAR FOCUS
KEY INSIGHTS

Articulate the vision:

Ascertain oneself of organizational buy-in

Articulate an inspirational vision in a simple statement

Make the vision specific so that each employee knows what to focus on and what not to
focus on a day-to-day basis

Focus on action:

Ensure shared understanding, clear roles, decision-making rules, complementary skills

Shorten the feedback cycles drastically; don’t let people work for a long time without
getting input

Have an “undue” expectation of immediate follow-up and resolution (act immediately)

BIPOLAR FOCUS

97

TOOL: BIPOLAR FOCUS ASSESSMENT

IN OUR ORGANIZATION...

WE CAN DESCRIBE OUR LONGER TERM VISION IN 50 WORDS

ALL EMPLOYEES UNDERSTAND AND ARE COMMITTED TO THE LOGIC
OF THE LONGER TERM VISION AND WHAT GETS PRIORITIZED

WE FOCUS OUR DISCUSSIONS ON KEY STRATEGIC ISSUES, RATHER
THAN GETTING LOST IN IRRELEVANT NON-STRATEGIC MATTERS

OUT INTERNAL PROJECTS ARE INCONSISTENT WITH OUR LONGER
TERM VISION

OUR TIME SPENT ON PLANNING IS USEFUL AND EFFECTIVE

WE TRANSLATE OUR LONGER TERM VISION TO ANNUAL PLANS AND
BUDGETS IN A DISCIPLINED AND TRANSPARENT PROCESS

OUR PLANNING PROCESS IS DISCIPLINED WITH FOCUSED
INFORMATION REQUESTS AND ANALYSES REQUIRED FOR DECISION
MAKING

WE HAVE IDENTIFIED A FEW EARLY WARNING SIGNS FOR POSSIBLE
RISKS/THREATS THAT ARE ASSESSED PERIODICALLY (RATHER THAN A
VERY DATA INTENSIVE PROCESS)

WE HAVE A CLEAR LIST OF 3-6 CRITICAL STRATEGIC INITIATIVES WE
FOCUS ON

WE UNDERSTAND THE CRITICAL PATHS AND THE ACTIVITIES ON
THESE PATHS ARE STREAMLINED TO ACHIEVE OUR GOALS MOST
EFFECTIVELY

OUR PLANS ARE TRANSLATED INTO ACTIONS AND USED TO MEASURE
PROGRESS

WE HAVE CLEAR ACCOUNTABILITIES AND OUR INDIVIDUAL TARGETS
ARE ALIGNED WITH THE ANNUAL PLANS

LONGER
TERM VISION

EFFECTIVE
PLANNING

SHORT TERM
IMPACT

STRONGLY
DISAGREE

DISAGREE

NEUTRAL

AGREE

STRONGLY
AGREE

98

BIPOLAR FOCUS
SOURCES

READING

VIDEO

Dave McClure’s 10 tips for the perfect
investment pitch
www.thenextweb.com/
entrepreneur/2011/10/29/davemcclures-10-tips-for-the-perfectinvestment-pitch/

The elevator pitch
www.youtube.com/
watch?v=Tq0tan49rmc

Effective Strategic Planning with the “Art
of Action”
www.youtube.com/
watch?v=yoFVPpo1eEE

Eleven start-up pitches archetypes with
examples from YC companies
www.jasonshen.com/2012/elevencompelling-startup-pitch-archetypeswith-examples-from-yc-companies/

Getting behind the perfect pitch, M. Kok
www.mjskok.com/resource/gettingbehind-perfect-pitch

Looking beyond the `Vision Thing’, 1997,
by Harari, Oren, Management Review,
1997

The power of bifocal vision by Albrecht,
Karl G,1994, Management Review

99

MOEBIUS RING
DRIVE ENTERPRISE TO DELIVER SOCIETAL AND
SHAREHOLDER VALUE IN A SYMBIOTIC WAY. SIMILARLY,
DELIVER PREMIUM VALUE AND LOWER COST
SIMULTANEOUSLY

“I don’t think business and doing good for society can
go hand in hand”

“We are a non-profit, so we better not have any
overhead”

“Contributing to society always makes the business
more complicated and expensive”

100

MOEBIUS RING
ESSENCE: INTEGRATE PEOPLE, PLANET, PROFIT

People/planet versus profit are not two sides of a ring–
they are the same side of the coin
Source Picture: Benbennick, D. Retrieved March 14, 2005, from Wikimedia Commons
www.commons.wikimedia.org/wiki/File:M%C3%B6bius_strip.jpg

MOEBIUS RING
KEY INSIGHTS: EXAMPLE OF TRIPLE P INTEGRATION

We help people around the world meet everyday
needs for nutrition, hygiene and wellbeing, with
brands that help people look good, feel good
and get more out of life. We work to create a
better future every day for our consumers and
the communities in which we operate. We aim
to double the size of Unilever while reducing our
impact on the environment

Our oral care brands encourage children to brush their teeth day and night for optimal dental
health. We helped parents believe that children learn through play, and mud spatters and
grass stains can easily be removed with effective laundry product. We bring our expertise in
nutrition to children in some of the world’s poorest countries. Our margarine brands have
been scientifically proven to help reduce cholesterol levels. We provide research into skin
conditions and support for people affected by them. We promote hand washing with soap
has reached more than 70 million people in rural India. (Through Dove) we educate and
inspire millions of young women. We provide affordable oral care solutions for consumers in
developing markets. We encourage consumers to change their laundry habits to reduce water
and energy consumption. We back sustainable forest management projects in Africa. Many
of our brands contain ethically and sustainably sourced ingredients that are independently
certified. Around half our raw materials come from agriculture and forestry, so we’re working
towards making our key crops 100% sustainable

Source Picture: Unilever. Retrieved December, 2013, from Unilever.com
www.unilever.com

101

102

MOEBIUS RING
FRAMEWORK: SOCIAL IMPACT AND SHAREHOLDER VALUE

Break-through innovation creates shareholder and societal value

MOEBIUS RING
KEY INSIGHTS

Break-through innovation can lead to increasing both societal and shareholder value in an
integrated manner

Opportunity for “profit” sector:

To broaden scope from reducing cost to reducing societal burden

To broaden scope from revenue growth to convincingly improve society

To stimulate innovation through usage of stretched targets e.g., zero footprint and
continued employment growth

Opportunity for “non-profit” sector:

Combine social mission with economically sound business model

Apply good business practices to maximize impact

103

104

MOEBIUS RING
KEY INSIGHTS: EXAMPLES OF TRIPLE P BREAKTHROUGHS
LAMP

CAR

BOTTLE

CONTRIBUTE
TO SOCIETY

LED LAMP ENABLES
STUDENTS TO STUDY
BETTER IN CLASSROOM

CAR WITH AUTOMATED
SYSTEM TO AVOID
ACCIDENTS

BOTTLE PROMOTES BREAST
CANCER AWARENESS

REDUCE COST
TO SOCIETY

LED LAMP SAVES
ELECTRICITY

CAR CONSUMES LESS
FUEL

BOTTLE OF
BIODEGRADABLE
MATERIALS REDUCES CO2
AND WASTE FOOTPRINT

MOEBIUS RING
TOOL: FROM SOCIAL RESPONSIBILITY TO SHARED VALUES

Source: Porter, M. and Kramer, M. Retrieved December 22, 2010, from Harvard Business Review
www.hbr.org/2011/01/the-big-idea-creating-shared-value

105

106

MOEBIUS RING
TOOL: “NON-PROFIT” PROFESSIONAL MANAGEMENT

FROM TRADITIONAL NON-PROFIT PRACTICES...

FOCUS OFTEN ON ACTIVITIES RATHER THAN

...TO COMMON BUSINESS PRACTICES

CLEAR, QUANTITATIVE METRICS ON IMPACT

IMPACT
PERFORMANCE
MEASURES

MEASURE ONLY AT THE END OF A PROJECT

SYSTEMATIC AND FREQUENT MEASUREMENTS

OFTEN BLURRED LINES BETWEEN BOARD AND

CLEARLY DEFINED RESPONSIBILITIES ACROSS

STAFF
GOVERNANCE

BOARD MUST SUBSTITUTE FOR DISCIPLINARY

THE WHOLE ORGANIZATION

STRONG SUPERVISORY BOARD

ROLE OF CAPITAL MARKETS

FUNDING PARTNERS FOCUS ON DIRECT
PROJECTS EXPENSES RATHER THAN SUPPORT
STRUCTURE
FUNDING

FRAGMENTED FUNDING SOURCES AND
RELIANCE ON DONATIONS

OFTEN FACE HR CONSTRAINTS AND LESS
MANAGEMENT CAPABILITY
HUMAN
RESOURCES

STAFF TYPICALLY MOTIVATED BY CAUSE

OBTAIN FUNDING ALSO FOR “OVERHEAD” AND
MARKETING

DON’T RELY ONLY ON GRANTS OR GIFTS FOR
FUNDING , ALSO CONSIDER OTHER BUSINESS
MODELS

HIRE AND INVEST IN GOOD MANAGEMENT BY
PROVIDING MARKET CONFORM SALARIES

PROVIDE REWARDS/INCENTIVES BASED ON
PERFORMANCE

LACK OF MARKETING BUDGET

EFFECTIVE MARKETING EFFORTS FOCUSED ON
TARGET SEGMENTS

MARKETING

UNFOCUSED, WIDELY SPREAD MARKETING

DECENT MARKETING BUDGET

LIMITED OR UNPROFESSIONAL SUPPORT

EFFECTIVE MANAGEMENT PROCESSES

EFFORTS

SUPPORT
PROCESSES

PROCESSES DUE TO LACK OF INVESTMENTS
AND SKILLED RESOURCES

AVERSE ATTITUDE TOWARDS CLEAR
ACCOUNTABILITY AND FORMAL PROCESSES

(INVESTMENT DECISIONS, HR MANAGEMENT,
BUDGETING, ETC)

LEAN OPERATIONAL PROCESSES

MOEBIUS RING

107

SOURCES

READING

VIDEO

Building Social Business Models: Lessons
from the Grameen Experience
www.sciencedirect.com/science/article/
pii/S0024630109001290

Michael Porter, Creating shared value
www.youtube.com/watch?v=z2oS3zk8V
A4feature=youtube_gdata_player

What non-profits can learn from
CocaCola
www.ted.com/talks/melinda_french_
gates_what_nonprofits_can_learn_
from_coca_cola.html

The way we think about charity is dead
wrong
www.ted.com/talks/dan_pallotta_the_
way_we_think_about_charity_is_
dead_wrong.html

Creating shared value, Harvard Business
Review, 2011

Peepoo bag: customer value proposition
and business model for social
entrepreneurs
www.businessmodelalchemist.
com/2010/08/combiningbusiness-model-prototypingcustomer-development-and-socialentrepreneurship.html

Shaping the future: Solving Social
Problems through Business Strategy,
McKinsey Company

108

INNOVATION PLAYS
THREE MAJOR PLAYS OF INNOVATION CAN BE
OBSERVERD: TECHNOLOGY, BUSINESS MODEL
DISRUPTION AND CUSTOMER DELIGHT

“We have been succesfull with this business model for a
while, no need to change the value chain dynamics”

“We always base our offerings on clearly identified
customer preferences, supported by quantitative data”

“Technology doesn’t play a clear role in our industry”

INNOVATION PLAYS

109

OVERVIEW

TECHNOLOGY

BUSINESS MODEL
DISRUPTION

CUSTOMER DELIGHT

Using a new, improved or new
combination of technologies in the
offering itself, in the development,
manufacturing or delivery process

Change the value chain players,
economics, creating new profit or
changing the delivery models for an
offering

Break-through innovation is not
based on customer preferences or
articulated needs; indeed innovation
will surprise customers and create
new needs

PAGE 110

PAGE 117

PAGE 126

110

INNOVATION PLAYS:
TECHNOLOGY
USING A NEW, IMPROVED OR NEW COMBINATION OF
TECHNOLOGIES IN THE OFFERING ITSELF, IN THE
DEVELOPMENT, MANUFACTURING OR DELIVERY
PROCESS

“We do all our RD in-house, more effective than to
involve externals”

“When the market starts to disqualify the initial hype,
what do you do?”

“It will take a long time before technologies will be able
do that”

INNOVATION PLAYS: TECHNOLOGY
ESSENCE: BUY IS OFTEN MORE EFFECTIVE THAN BUILD

BENEFIT OF BUY VS. BUILD

LEVERAGING EXTERNAL ASSETS/TALENT AT LOW/NO COST
REDUCTION OF
RD COST

SHARING OF UP-FRONT INVESTMENTS AND RUNNING EXPENSES

ACCESS TO MORE SPECIALIZED TALENT

LOWER
PROJECT
FAILURE RATE

EARLY UNDERSTANDING OF STAKEHOLDER NEEDS (CUSTOMERS, SUPPLIERS, ETC.)

DEVELOP MULTIPLE TECHNOLOGIES IN PARALLEL

ACCESS TO BROADER IDEA AND TALENT BASE

BETTER
QUALITY OF
INNOVATION

ACCESS TO DEEPER KNOWLEDGE OF CUSTOMERS’ AND SUPPLIERS’ NEEDS

MORE EYES ON PROBLEMS

FASTER TIME
TO MARKET

INVOLVEMENT OF MORE SPECIALIZED TALENT AND ASSETS SPEEDS UP IDEATION PHASE

111

112

KEY INSIGHTS: TECHNOLOGY PERFORMANCE OVER TIME

Leveraging the external market to source intellectual property and develop new technologies is
often more effective than developing these in-house
NEXT TECHNOLOGY LOOKS INITIALLY INFERIOR

KEY INSIGHTS: STEP IN AFTER THE PHASE OF DISILLUSIONMENT

The optimal time to commit to a new technology might be when the market starts to disqualify
the initial hype

Source: Gartner’s 2012 Hype Cycle for Emerging Technologies. Retrieved July, 2012, from Gartner.com
www.gartner.com/technology/research/hype-cycles/

113

114

KEY INSIGHTS: DO-IT-YOURSELF

Digitalization is the “über” technology trend driving down costs exponentially, providing
superior control and access and opening up the “Internet of things”. Moore’s law dynamics
continue to surprise progress

COST OF COMPUTING POWER EQUAL TO AN IPAD2

Source: Cost of Computing Power Equal to an iPad2. Retrieved August 5, 2011, from hamiltonproject.org
www.hamiltonproject.org/multimedia/charts/cost_of_computing_power_equal_to_an_ipad2/

TOOL: ZAPPA’S TECHNOLOGY CARDS

Source: Zappa’s Technology Cards. Retrieved July, 2012, from THNKLink
www.thnklink.org/mod/ouwiki/view.php?id=84page=Emerging+Technologies
(Note: for THNK participants only)

115

116

SOURCES

READING

VIDEO

Disruptive technologies: advances that
will transform life, business and global
economy. McKinsey Global Institute
www.mckinsey.com/insights/mgi.aspx

Everything is a remix
www.everythingisaremix.info/watch-theseries

Digital transformation, we haven’t seen
anything yet
www.youtube.com/
watch?v=AZ5ePL36BbU

Johanna Blakley: Lessons from fashion’s
free culture
www.ted.com/talks/johanna_blakley_
lessons_from_fashion_s_free_culture.
html

Ray Kurzweil: The accelerating power of
technology
www.ted.com/talks/ray_kurzweil_on_
how_technology_will_transform_
us.html

Digitizing the value chain for high
performance, Accenture, 2012
www.accenture.com/
Accenture-Digitizing-the-Value-Chainfor-High-Performance.pdf
2013 internet trends. Kleiner Perkins
Caufield Buyers
www.kpcb.com/insights/2013-internettrends

Pretty profitable parrots
www.economist.com/node/21554500

First mover or fast follower, Bloomberg
www.bloomberg.com/news/2012-0614/first-mover-or-fast-follower-.html

117

INNOVATION PLAYS: BUSINESS
MODEL DISRUPTION
CHANGE THE VALUE CHAIN PLAYERS, ECONOMICS,
CREATING NEW PROFIT OR CHANGING THE DELIVERY
MODELS FOR AN OFFERING

“Our value chain is still intact – we control and operate
in all steps”

“Technology enables our customers more are more –
they almost take over the power”

“Software is taking over our service industry”

118

INNOVATION PLAYS: BUSINESS MODELS
ESSENCE: BUSINESS MODEL INNOVATION

KEY INSIGHTS

Split of value chains and modularity. Value chains from raw materials to final products or from
research to after-sales service are split into separate steps. Niche players who excel in just one
step in the chain emerge

Do-it-Yourself business models. Empowered by the Internet, consumer and business
customers can design and create their own services. This is superior in terms of engagement,
customization and cost of delivery

Shift from services to software. Related to DIY is the shift to software. It significantly reduces
costs, and increases functionality for users

“Big hit” and long tail (platform) opportunities. The number of global hit products and
services is increasing. So it the fragmentation of the long tail of niche products and services

Bipolarization. Both the “premium” high end and the “valued” low end grow at expense of the
middle. This holds for almost all industries

Mass Individualization. Customer Relationship management (customer databases combined
with software based recommendation engines allows for individual offers at mass scale)

Authenticity/craftsmanship/relationship. The antidote of software based services and global
“big hit” brand is the appeal of any product local, with a story and a face of the craftsman who
produced the good

119

120

KEY INSIGHTS: SPLIT OF VALUE CHAINS

iPod example:

KEY INSIGHTS: DO-IT-YOURSELF

MakerBot

Manufacturing
3-D Prototyping/Printing

oDesk/eLance

Workforce as a Service (WaaS)

Employment

On-Demand/Global

Airbnb

Housing

Turn Privately-Owned Properties into Hotel
Experience

Source Pictures:
www. store.makerbot.com/replicator2.html , www.odesk.com , www.airbnb.com

121

122

KEY INSIGHTS: SERVICES TO SOFTWARE

VIP Fridge magnet

Pizza ordering by home delivery in Dubai
Bluetooth enabled fridge-magnet button to
order pizza’s

Västtrafik Tram sightseeing

Free app that guides visitors to the nearest trams
stop

Public transport

Phone GPS triggers the right audio tour guide

Push to talk in Shanghai

Taxi service

Voicemail of customer is instantly delivered to
all nearby available taxis

Taxi driver chooses to answer

Source Pictures:
www. redtomato.biz/magnet , www.vasttrafik.se/timetables/sightseeing/index_eng.html ,
www.commons.wikimedia.org/wiki/File:Shanghai_62580000_Taxi.jpg

KEY INSIGHTS: WHAT TO DO TO THRIVE WITH PLATFORMS

Will you be the disrupter or the disrupted?

To act on platform opportunities, consider the three factors transforming industry and
embrace them:

Remake the role that experts play inside your business to leverage user capabilities outside
your business. Build social curation and reputation systems to employ the collective
intelligence and judgment of your users

Connect consumers to their best product options, regardless of source, through data-driven
matchmaking. The firm that builds an OpenTable for consumer finance, considering
appetites for risk and reputations of products that deliver on promises, would help buyers
make sense of the dizzying array of complex and disconnected products. The value would
be enormous

Finally, solve a consumer problem in your industry by marshaling spare resources. If you’re
in transportation, build systems that employ other people’s trucks before expanding your
own fleet

Source: Choudary, S.P. Retrieved October 19, 2013, from platformed.info
www.platformed.info/platform-economics

123

124

TOOL: THNK VENTURE DESIGN

Source: THNK Venture model
www.thnk.org

SOURCES

READING

VIDEO

Big Bang disruption, Harvard Business
Review, March 2013

Digitalizing the value chain for high
performance. Accenture
www.accenture.com/
Accenture-Digitizing-the-Value-Chainfor-High-Performance.pdf

Authors@Google: Eric Ries “The Lean
Startup“
www.youtube.com/
watch?v=f EvKo90qBns

Platform thinking
www.platformed.info/platformeconomics

Reinventing your business model,
Harvard Business Review, 2008

Unbundling of the value chain, The
internet’s impact on supply chain
relationships
www.boozallen.com/media/file/80560.
pdf

125

126

INNOVATION PLAYS: CONSUMER
DELIGHT
BREAK-THROUGH INNOVATION ISN’T BASED ON
CUSTOMER PREFERENCES OR ARTICULATED NEEDS;
BUT WILL SURPRISE CUSTOMERS AND CREATE NEW
NEEDS

“Our NPS is way below the industry average”

“We have many new ideas and technologies, just didn’t
discover yet how they can be useful for the customer”

“We focus innovation either on making a premium or
providing and offering at extremely low cost”

INNOVATION PLAYS: CUSTOMER DELIGHT
KEY INSIGHTS

The customer needs to be delighted and therefore conclude he wants it

Almost all industries have the potenial for a high NPS

Source: Consumer Benchmark Survey. Retrieved Q3, 2013, from Temkin Group
www.experiencematters.wordpress.com/category/temkin-group-research/

127

128

KEY INSIGHTS

The customer needs to be delighted and therefore conclude he wants it

NPS has to reach treshold for market to take off

Source: IT Benchmark Survey. Retrieved Q1, 2012, from temkingroup.com
www.experiencematters.wordpress.com/2012/05/14/net-promoter-score-and-market-share-for-60-tech-vendors/

FRAMEWORK: BI-POLARIZATION SPECTRUM

Break-through innovation combines better functionality and lower cost, combining the two
ends of the spectrum (E.g. Wikipedia versus an encyclopedia)

129

130

TOOL: PIVOT POINTS

The final purpose of a new concept of technology can derivate significantly from the original
intent

With “pivot”, you keep one fundamental aspect of your concept fixed, with changing the other,
based on what is most wanted in the moment
CUSTOMER SEGMENT
(SAME SEGMENT,
DIFFERENT SERVICE/
PRODUCT)
CUSTOMER NEED
(SAME PROBLEM
RESOLVED, DIFFERENT
PRODUCT/SERVICE)

CHANNEL
(SAME SERVICE/PRODUCT,
NEW CHANNEL)

VALUE CAPTURE
(SAME SERVICE/PRODUCT,
NEW REVENUE MODEL)

ZOOM IN
(FEATURE BECOMES
PRODUCT)

ZOOM OUT
(PRODUCT BECOMES
FEATURE)

PURPOSE
(SAME OVERARCHING
PURPOSE, DIFFERENT
BUSINESS MODEL)
TECHNOLOGY
(SAME TECHNOLOGY,
DIFFERENT USAGE)

TOOL: USER INSIGHT AND FORESIGHT TOOLS

Source: THNK Concepting Flow
www.thnk.org

131

132

INNOVATION PLAYS
SOURCES

READING

VIDEO

The customer’s voice. Why are we so bad
at hearing it? BCG
www.bcg.com/documents/file35167.pdf

Innovation in Consumer products,
Accenture, 2008
www.accenture.com/
ConsumerProductsGroupPoV_103008_
fnl.pdf

Why I brought PacMan to Moma
www.ted.com/talks/paola_antonelli_
why_i_brought_pacman_to_moma.
html

and spaghetti sauce

The Power of Habit Why We Do What
We Do in Life and Business
www.youtube.com/
watch?v=a6p3lG9EDXw

Understanding change and predicting
trends
www.baekdal.com/insights/
understanding-change-and-predictingtrends/

5 ways companies can pivot like lean
www.fastcodesign.com/1672580/5ways-big-companies-can-pivot-like-leanstartup

Why we’re so bad at predicting the future
www.venturevillage.eu/predicting-future

133

TOP TALENT

Ensuring the organization nurtures, attracts and protects innovation “rock stars”
– the individual innovation leaders that will take the risks, and “break the eggs”
to eventually make innovation happen - and allow them to orchestrate strong
creative teams around them

134

TOP TALENT OVERVIEW

ORCHESTRATING
TEAMS

TALENT MAKE
AND BUY

CULT OF
INNOVATOR
ROCK STAR

GOVERNANCE
HEADROOM

There are three essential
elements to an effective
team: casting, setting-up
the team, followed by
leading the organization

Break-through innovation
requires infusion of
external talent to engage
“fresh eyes”, ask naive
questions and collect
novel analogies

The output difference
between an outstanding
creative talent and a good
creative talent is huge ,
much more significant
than in operating or
management jobs

Form a supervisory
board that can stretch
the executive board
and stretches with the
board in the continued
accelerated growth in
terms of vision and
innovation

PAGE 135

PAGE 144

PAGE 150

PAGE 156

135

ORCHESTRATING TEAMS
THERE ARE THREE ESSENTIAL ELEMENTS TO AN
EFFECTIVE TEAM: CASTING, SETTING-UP THE TEAM,
FOLLOWED BY LEADING THE ORGANIZATION

“We have great idea generation sessions with our
management team, but nobody seems to care about the
execution”

“I can’t rely on my team members, they never keep their
promises”

“Our roles are not very clear, each member of the board
seems to focus on their own hobby horses”

136

ORCHESTRATING TEAMS
ESSENCE

HOP

STEP

JUMP

CASTING

ORCHESTRATING

LEADING

PICKING THE TEAM

SETTING UP THE TEAM

GUIDING THE ORGANIZATION

Source Picture: Giles, R. Retrieved August 21, 2008, from Wikipedia The Free Encyclopedia
www.en.wikipedia.org/wiki/File:Triple_Jump,Idowu_Phillips,_Bejing_08.jpg

ORCHESTRATING TEAMS
KEY INSIGHTS

Hire bigger than you are

“If each of us hires people who are smaller than we are, we shall become a company
of dwarfs. But if each of us hires people who are bigger than we are, we shall become a
company of giants.” - David Ogilvy

“Hop, step, jump”

Hop: Cast the management team with the right mix of capabilities and personality types

Step: Align the team on a common goal and primitives

Jump: Lead the team from the front and the back

The creative people for one’s team can be found across all functions and are best characterized
as paradoxical

As innovation is a perilous journey, one wants people who one can trust

137

ORCHESTRATING TEAMS
KEY INSIGHTS
HIRE PEOPLE THAT ARE BIGGER THAN YOU ARE

B

UT I

F
CH O
F EA
WE S

E
AN W
R TH
LLE
A
E SM
O AR
E WH
PL
rfs
PEO
dwa
RES
Y OF
S HI
PAN
FU
O
M
ACH
A CO
IF E
OME
B EC
L
HAL
WE S

ARE

H

US H

BE
ALL

IR

EO
ES P

COM

EA

PLE

W

OF

E AR

E

N TS
GIA

RE
HO A

Y
PAN
COM

NW
THA

BIGG

ER

- David Ogilvy

138

ORCHESTRATING TEAMS
KEY INSIGHTS: TYPICAL PROFILE OF CREATIVE PEOPLE

Creative people are paradoxical

Combining convergent and divergent thinking

Smart and fast , yet naïve about what does not work

Playful with discipline, putting in long hours.

Imagination combined with a rooted sense of reality. Rebellious yet deeply rooted in an area
of expertise

Extroverted, yet reserved and reflective

Humble about importance of luck and of predecessors while proud of achievement

Sensitive, even in pain, with lack of perfection, yet truly enjoying the creative pursuit

Great bursts of energy, combined with periods of quiet and at rest

Source: Csikszentmihalyi, M. “Creativity: The Work and Lives of 91 Eminent People.” HarperCollins, 1996
www.hbs.edu/faculty/Pages/item.aspx?num=30958

139

140

ORCHESTRATING TEAMS
FRAMEWORK: WHO TO TRUST

Behaviors that build trust

Credibility: Personality traits for and
track record in creative efforts

Reliability: Consistency
between what is said and
body language

Personal connect:
Empathy and
willingness to
disclose and be
vulnerable about
weaknesses and
concerns

Source: storebukkebruse. Retrieved September 14, 2012, from Flickr
www.flickr.com/photos/tusnelda/8408155485/

Behaviors that undermine trust

Self-orientation: Degree of egocentricity.
Lack of willingness to understand the
other person. Inability to be generous

ORCHESTRATING TEAMS

141

TOOL: MBTI PRE-TEST

DISCLAIMER

These are 4 questions, only to give a first indication. To do a proper assessment of your MBTI
profile, use the formal MBTI test1.

MBTI PRE-TEST
QUESTIONS

PROFILE INDICATION

PEOPLE AROUND YOU: E

INNER STRENGTH: I

FUTURE: N

WHEN PUSHED, WHAT IS MORE IMPORTANT, WHAT IS BEING SAID OR WHO SAID IT? WOULD YOU LIE FOR A FRIEND?

NO: T

DO YOU PREFER PLANNING OR SURPRISE? HOW DO YOU APPROACH HOLIDAY?

SURPRISE: P

WHAT IS YOUR SOURCE OF ENERGY, PEOPLE AROUND YOU OR INNER STRENGTH?

DO YOU THINK ABOUT THE PRESENT OR DO YOU THINK ABOUT THE FUTURE? WHAT DO YOU ENJOY MOST,
REALIZATION OF ANTICIPATION?

PRESENT: S

YES: F

PLANNING: J

TEAM IMPLICATIONS

Ensure team members are aware of differences in style and personalities without being
judgmental

Ensure the team is sufficiently balanced or is aware of the weaknesses (e.g., no one likes
planning)

1

. Please refer to the official website of Myers and Briggs for the official MBTI test: www.myersbriggs.org

142

ORCHESTRATING TEAMS
TOOL: TEAM ASSESSMENT

SURVEY FOR THE TEAM - QUESTIONS TO ASK YOURSELF

OUR TEAM HAS ALL FUNCTIONAL SKILLS AND BEHAVIOR STYLES TO WIN

OUR TEAM HAS SUFFICIENT COMMONALITY TO RECOGNIZE AND TRUST
EACH OTHER

OUR TEAM IS SUFFICIENTLY DIVERSE TO AVOID GROUP THINK

TEAM MEMBERS ENJOY WORKING WITH AND INTERACTING WITH EACH
OTHER

WE ALL AGREE ON THE SAME VISION FOR THE COMPANY IN 3-5 YEARS
TIME

TEAM MEMBERS WILLINGLY MAKE SACRIFICES (SUCH AS BUDGET, TURF,
HEAD COUNT) IN THEIR DEPARTMENTS OR AREAS OF EXPERTISE FOR
THE BETTER OF THE TEAM

WE HAVE CLEAR AGREEMENTS ON ROLES, DECISION RIGHTS AND WAY OF
WORKING

WE HAVE AN OPEN DIALOGUE, WE DARE TO CHALLENGE EACH OTHER IN
A PRODUCTIVE CONFLICT, LEAVING NOTHING UNSAID AND PICKING UP THE
BEST IDEAS

WE WORK TOGETHER IN A TRUST-BASED MANNER, SHARING FEARS,
ADMITTING MISTAKES AND CONNECTING ALSO ON A PERSONAL LEVEL

WE GIVE EACH OTHER FEEDBACK

WE ALL RECEIVE CLEAR DIRECTION

EACH OF US HAS A PROPER MANDATE AND THIS IS CASCADED DOWN INTO
THE ORGANIZATION THROUGH DELEGATION OF ROLES AND AUTHORITIES

WE GET THE RIGHT TRAINING, TOOLS AND SUPPORT

WE HAVE THE RIGHT CONTROLS AND SAFETY-NETS IN PLACE TO AVOID
SIGNIFICANT FAILURES

CASTING

ORCHESTRATING

LEADING

STRONGLY
DISAGREE

DISAGREE

NEUTRAL

AGREE

STRONGLY
AGREE

ORCHESTRATING TEAMS

143

SOURCES

READING

VIDEO

MBTI profile
www.myersbriggs.org

Alternative MBTI profile
www.similarminds.com

Five Dysfunctions of a Team
www.youtube.com/
watch?v=UtB6D9tIjl8

Learning styles inventory, California
Management Review Article “Innovation
as a Learning Process: Embedding Design
Thinking”
www.vimeo.com/3475327

Dare to disagree
www.ted.com/talks/margaret_
heffernan_dare_to_disagree.html

Personality pathways
www.personalitypathways.com/type_
inventory.html

Team work at the top, 2001, McKinsey
Quarterly

Three steps to building a better top team,
2011, McKinsey Quarterly

144

TALENT MAKE AND BUY
BREAK-THROUGH INNOVATION REQUIRES INFUSION OF
EXTERNAL TALENT TO ENGAGE “FRESH EYES”, ASK
NAIVE QUESTIONS AND COLLECT NOVEL ANALOGIES

“I really need a radical new way of thinking in our
organization”

“It will just take too long to train people in-house to be
able to master this skill”

“We have a blind spot for those competences and we
typically don’t have them in our DNA”

TALENT MAKE AND BUY
ESSENCE: RECRUIT INNOVATIVE PEOPLE

To illustrate, Bezos described how
he surrounds himself with people
at Amazon who are inventive.

He asks all job candidates: “Tell
me about something that you
have invented.” He adds, “Their
invention could be on a small
scale—say, a new product feature
or a process that improves the
customer experience, or even a
new way to load the dishwasher.
But I want to know that they will
try new things.”

“I also look for people who
believe they can change the
world,” Bezos stated. “If you
believe the world can change,
then it’s not a stretch to believe
you can be a part of it.”

Source Picture: Forbes Staff. Retrieved April, 2012, from Forbes.com
www.forbes.com/sites/forbespr/2012/04/04/press-release-amazons-jeff-bezos-tops-the-list-of-the-best-ceos-for-the-buck-while-sirius-xm-radiosmel-karmazin-ranks-as-one-of-the-lowest/

145

146

TALENT MAKE AND BUY
KEY INSIGHTS

There is significant resistance against external creative talent hiring

Most organizations find attracting creative talent externally as admitting defeat or dismissing
internal expertise

Genuine interest in what the external world can bring in terms of new ideas is precious

Executive search typically centers on “safe pair of hands”, the opposite of what is needed for
break-through innovation

When external talent is hired, the corporate expectation is to first have them to learn the
organization and the business before making any suggestions for change

TALENT MAKE AND BUY
TOOL: INTERVIEW QUESTIONS

Tell us about a time when the tried-and-true solution did not work and if you were able to solve
the problem and how?

Tell us about a situation in which you had to come up with several new ideas in a short period
of time. Were they accepted and were they successful?

Describe the most significant plan or program that you ever developed or implemented

Tell us about a time when you created a new process or program that was considered risky

Tell us about a problem that you solved in a unique or unusual way. Were you happy with the
outcome?

147

148

TALENT MAKE AND BUY
TOOL: RECRUITING HEATMAP

TALENT MAKE AND BUY

149

SOURCES

READING

VIDEO

Encouraging organizations to change,
2011, The influence model, Colin Price

N/A

Meeting the challenge of corporate
entrepreneurship, 2012, Harvard Business
review

What every CEO should know about
creating new businesses, Harvard
Business Review, D.A. Garvin, 2012

The innovators DNA, Clayton M.
Christensen, Hal B Gregersen Jeff Dyer,
2011

150

CULT OF INNOVATOR ROCK STAR
THE OUTPUT DIFFERENCE BETWEEN AN OUTSTANDING
CREATIVE TALENT AND A GOOD CREATIVE TALENT IS
HUGE , MUCH MORE SIGNIFICANT THAN IN OPERATING
OR MANAGEMENT JOBS

“We recruit creative people, but we can’t fit them into our
system so they leave quickly”

“We don’t have any creative or innovative leaders in our
board”

“We aren’t able to recruit creative people at the top – just
doesn’t fit in our same salary scheme”

ESSENCE: BRING IN THE INSPIRATIONAL TOP TALENT

KEEP
CALM

THE CAVALRY
HAS ARRIVED

151

152

KEY INSIGHTS

Appoint the “top of the top”, and avoid past glory. Recruit creative top talent with failures on
their resume

Failure is a source of creative dissent and pursuit. Success often equals repeat and complacency.
Protect your hired top talent again the organizational push-back

Be willing to pay a special price for special talents (in terms of salary, recognition and freedom
to act)

KEY INSIGHTS: BREAK THROUGH TRADITIONAL QUALIFICATIONS

Be flexible in applying the traditional qualifications for senior roles

It’s imperative to staff the “next big thing” with the strongest business development and
business building talent (so not with junior staff).

Typically senior talent is staffed on largest units not on the ones with the most future potential,
and full-time involved on the most pressing operational issues, not full time leading future
oriented projects.

IBM is one of few companies with a pool of senior development leaders available for project
leadership.

Source: Clean Sheet Capital Redesign

153

154

TOOL: GUESS WHO

What new skills does your organization need (next to what it’s already good at)?

Who externally (individual or firm) is truly leading edge in this skill area?

How are you going to win this individual or firm over?

Source Picture: Khan, Bethany Ann. Retrieved January 24, 2010, from Flickr
www.flickr.com/photos/bethanykhan/4466733616/


155

SOURCES

READING

VIDEO

Meeting the challenge of corporate
entrepreneurship, Harvard Business
review, 2012

The innovators DNA, Hal Gregerson.
www.youtube.com/watch?v=Xy6Ex1C_
SAs

What every CEO should know about
creating new businesses, Harvard
Business Review, D.A. Garvin, 2012

The innovators DNA, Clayton M.
Christensen, Hal B Gregersen Jeff Dyer,
2011

Claudia Kotchka on innovation at PG,
Institute of Design Strategy Conference,
May 2008
www.vimeo.com/5203345

156

GOVERNANCE HEADROOM
FORM A SUPERVISORY BOARD THAT CAN STRETCH THE
EXECUTIVE BOARD AND STRETCHES WITH THE BOARD
IN THE CONTINUED ACCELERATED GROWTH IN TERMS
OF VISION AND INNOVATION

“I am selecting my new board member, but don’t know
what is a good mix”

“How can I get my supervisory board to get more
innovative minded?”

“What is the right balance of controlling what happens
versus pushing our innovative vision for our board?”

GOVERNANCE HEADROOM
ESSENCE

A supervisory board that can stretch the executive board and stretches with the executive
board in the continued accelerated growth in terms of visioning and innovation
Source Picture: Baltic Development Forum. Retrieved January 19, 2011, from Flickr
www.flickr.com/photos/baltic-development-forum/5369318551/

157

158

GOVERNANCE HEADROOM
KEY INSIGHTS

Compose the board for heavy engagement on growth, innovation, and change

Avoid any legacies and protection of the past

Aim for deep engagement

Avoid too strict split in roles, work as a team

GOVERNANCE HEADROOM
FRAMEWORK: BOARD COMPOSITION ELEMENTS

159

160

GOVERNANCE HEADROOM
TOOL: BOARD INVOLVEMENT CHECK-LIST

Does the board actively engage with the CEO and top team in development of corporate
strategy, providing judgment and senior perspective and approval of strategy?

Does the board support the CEO in major periodic performance reviews with the top team
including challenging aspirations and performance?

Does the board assist the CEO in senior management reviews; help set performance standards;
proactively counsel CEO on senior management development and succession planning?

Does the board help the CEO and top team transform culture of providing external
perspectives and judgment and modeling behaviors; encourage injection of external
perspectives in company processes?

Does the board provide external access?

GOVERNANCE HEADROOM

161

SOURCES

READING

VIDEO

Business Knowledge Resource online
www.business.gov.in/corporate_
governance/index.php

N/A

eHOW, What Is the Purpose of
Corporate Governance?
www.ehow.com/about_6630366_
purpose-corporate-governance_.html

Organisation for Economic Co-operation
and Development
www.OECD.org

United Nations ESCAP
www.unescap.org/pdd/prs/
ProjectActivities/Ongoing/gg/
governance.asp

162

INNOVATION SYSTEMS

Organizing the company into innovation projects and ventures, with tracking
systems that stimulate risk taking, small failures, learning and improvement, that
leverage the wisdom and insights from the entire organization, customers and
suppliers, and are fueled with patient funding

INNOVATION SYSTEMS OVERVIEW

163

SELF ORGANIZING
SYSTEMS

LEARNING LOOPS

LEVERAGE THE
CROWD

PATIENT FUNDING

For innovation or
adaptability, the principle
of emergence and selforganizing systems
becomes valuable

Innovation is a path of
discovery, consisting
of rapid, consecutive
cycles of best-efforts
trial, surprise insight,
adjustment and next trial

The “crowd”, customers
in particular, but also
competitors, suppliers,
professionals, academia,
and financiers, provides a
great platform for cocreation, and support for
roll-out

Manage the innovation
portfolio separate, in a
“VC-like” manner, with
sufficient patience

PAGE 164

PAGE 175

PAGE 185

PAGE 199

164

SELF ORGANIZING SYSTEMS
FOR INNOVATION OR ADAPTABILITY, THE PRINCIPLE
OF EMERGENCE AND SELF-ORGANIZING SYSTEMS
BECOMES VALUABLE

“In our organization each process is defined so
precisely that it is difficult to step out”

“We are a traditional silo organization which works well, I
don’t know where to start to stimulate cross pollination”

“There are no incentives to step out our usual way of
working”

ESSENCE: DRIVE TOWARDS HIGH VALUE WORK

Source Picture: Stroh, J. Retrieved October, 2012, from jarche.com
www.jarche.com/wp-content/uploads/2012/10/fractal_JoachimStroh.jpg

165

166

KEY INSIGHTS

For innovation or adaptability, the principle of emergence and self-organizing systems become
valuable. This means to use spontaneous coordination through the self-interested behaviors
of the employees and rules embedded in the way of interacting instead of the traditional formal
and well-structured management processes to deliver and control outputs

Hierarchy and silos are the largest impediment to innovation. Large corporates stumble
because of internal complexity. Instead of finding the optimal structure, try to avoid it

Various alternative coordination mechanisms exist including performance transparency,
internal markets, projects, shared values, externalization of functions and coordination
platforms

KEY INSIGHTS: SILOS ARE OFTEN THE BIGGEST OBSTACLES

I strongly believe innovation is a team sport. The 2004 National Innovation Initiative report
observed that innovation “is multidisciplinary and technologically complex. It arises from
the intersections of different fields or spheres of activity.” That is why it often takes a group of
people who are not only highly talented but who bring together diverse skills and points of
view in order to successfully tackle the kinds of complex problems we face in the 21st century.

But perhaps even more important, a collaborative approach to innovation helps provide the
energy and emotional support that new ideas need in their very early stages. New ideas are
almost always rough and ill-formed at first. Nothing works better than bouncing ideas off other,
supportive people.

This back-and-forth dialogue is crucial in helping to shape the idea into something more
concrete, understandable, and actionable. Then it is more ready to face the tougher challenges
and criticisms from line management and others in the organization. That is why isolating
people in organizational silos is one of the biggest obstacles to innovation.

Companies that are serious about innovation do everything possible to break down silos and
encourage communication and collaboration across the organization and beyond. Fostering
innovation is very hard, especially if the innovation is disruptive in nature. A spirit of innovation
and collaboration does not come naturally to an organization. For such a spirit to take hold,
it must become an integral part of the company’s culture. None of this is easy, but it is what a
company must do.

Source: Wladawsky-Berger, I. Retrieved August 22, 2008, from Business Week
www.businessweek.com/stories/2008-08-22/the-challenges-of-innovationbusinessweek-business-news-stock-market-and-financial-advice

167

168

KEY INSIGHTS: LET GO OF BUREAUCRATIC CONTROL

Management structures to coordinate activities
are limiting the engagement, cross-pollination
and capabilities of employees, which are especially
important for innovation

So when innovation becomes more important,
stimulating the principle of emergence and selforganizing systems rather than direct bureaucratic
control

Example traffic system in Drachten, NL:

Municipality took away traffic lights, pedestrian barriers, road markings and cycle lanes
and created instead a “shared space” for all users of the road network

Not only did the safety record go up but the speed of movement improved as well.
Everyone got used to being a bit more careful

Source: Birkinshaw, J., and Goddard, J. What is your management model. Retrieved January 01, 2009, from Harvard Business Review
www.hbr.org/product/what-is-your-management-model/an/SMR307-HCB-ENG

FRAMEWORK: ORGANIZATIONAL STRUCTURES

169

170

KEY INSIGHTS: ALTERNATIVE COORDINATION SYTEMS

Performance transparency: provide employees with all information required to make
informed own decisions

Internal markets: create markets for jobs, assignments, staffing, investments

Projects: organize around projects from one staffing pool

Shared values: embed shared values as compass to make right decentral decisions without
need for consultation

Externalization/virtual organizations: outsource activities to create freedom to act and survive

Collaboration platforms; stimulate information sharing and mutual support

THNK innovative enterprise essentials

THNK innovative enterprise essentials

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (19)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie THNK innovative enterprise essentials

Ähnlich wie THNK innovative enterprise essentials (20)

Mehr von THNK School of Creative Leadership

Mehr von THNK School of Creative Leadership (13)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

THNK innovative enterprise essentials