Develop challenging new avenues for growth from an innovation perspective.

1. New Growth Platforms Slide 1
CONFIDENTIALCONFIDENTIAL
Dany Robberecht
Director Consulting Office
dany.robberecht@verhaert.com
New Growth Platforms
Discovery driven growth through innovation
Increase the success of innovation
Theme 1: Innovation Management

2. New Growth Platforms Slide 2
CONFIDENTIAL
As a marketeer I help companies in
developing new product portfolios and new
businesses creating growth.
Dany Robberecht
Program Director
dany.robberecht@verhaert.com

3. New Growth Platforms Slide 3
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5% 15% 30%

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1
The definition of growth
Grow centric around
your current
activities
2
Grow at your
armslength
3
Boldly go beyond
your current reach
“Obviously is not just a matter
of your aspiration.”

5. New Growth Platforms Slide 5
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Bridging the strategic gap
• New markets (regional,
thematic)
• Acquisition
• Innovation
NGP‟s need a top down drive …
How?
“Objective driven innovation starts
with pointing financial expectations.”

6. New Growth Platforms Slide 6
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1
The challenge upon innovation for
a new growth platform
INTENSIFICATION 2 ENHANCEMENT
3 ENLARGEMENT
Question:
Where does new
growth come from, real,
profitable, strategic
growth that leverages
your capabilities and
know-how?

7. New Growth Platforms Slide 7
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In essence the value proposition remains the
centre of gravity …
DESIRABLE FROM A CUSTOMER POINT OF VIEW
• Does it allow to do something in a more convenient, less costly way or with
a truly different experience that is attractive to customers?
• Does it allow to do something that customers where unable to do before
because lack of knowledge, resources, money, ...?
COMPETITIVE FROM MARKET POINT OF VIEW
• Why is it better than the alternatives available anywhere in the world?
• Why is it 10 times better than an established incumbent?
What is the „magic‟ and unique elements you are bringing to the approach?
SUSTAINABLE FROM A COMPANY POINT OF VIEW
• What special company knowledge, experience or asset
has allowed you to come up with this special solution?
• What is the „secret sauce‟? What is special about your solution?

8. New Growth Platforms Slide 8
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Competition /
industry
consolidation
Obviously you need to find foothold for change …
New or converging
technologies
Changing regulatory
environment
Social pressure
Opportunity to satisfy
some unmet or latent
customer need
Identify potential NGP‟s
(existing or new markets)
CAPABILITIES BUSINESS PROCESS SYSTEMS ASSETS
Assemble the right portfolio required to deliver products & services:

9. New Growth Platforms Slide 9
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Social pressure or technology revolutions
definitely drive change ...
FACT:
1 in 3 of us will be
diagnosed
with cancer during
our life
Note: there can be a material difference
between interesting and important

10. New Growth Platforms Slide 10
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• 60% of the people will live in cities by 2025
• + 80% of the cost of beer is in the logistics
• Cost of packaging is high, kegs are often lost
• Consumption shifts away from the traditional bar
• Draught stands for quality, but installations are expensive
Important problems are typically relatively
easy to qualify
The opportunity urged for radical technological innovations:
→ novel keg solutions
→ draught technology
→ fill line technology

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Why should you work on a big idea?
(it‟s not just about money)
“The chance to work on a big idea
is a powerful reason for people to
be passionate and committed.
For people to be great,
to accomplish the impossible,
they need inspiration more
than financial incentive.”

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Formulating new growth platforms
NGP‟s are at the intersection
of forces of change, what a
company‟s actual or potential
capability set and unmet
customer needs.Trends would enable markets
to grow faster or bigger?
Can we make a difference?
Customer problems that
make difference?
new domain

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Basically you have 2 approaches to build your
new growth platform
a new promise
diversify the business#NBD

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1) Enhance the business by developing around
a new promise / proposition
Developing new product lines, line extensions,
services, functions and features around the
expectations and motivations users have.
Core Activities
Developing a tag line

15. New Growth Platforms Slide 15
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Towards interactive devices for smart cooking
A novel function
leads to a more
experience
centric value
proposition.

16. New Growth Platforms Slide 16
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Towards creating healthy spaces
Turnaround
from an aluminium
processing
company
manufacturing
sunblind systems,
etc. to a company
that helps you
living healthy.

17. New Growth Platforms Slide 17
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The power of “job to be done” concept
the job and not the customer -
the fundamental unit of analysis
customers
DO NOT BUY
products or services
they hire various solutions at
various times to get a wide
array of jobs done

18. New Growth Platforms Slide 18
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meaning
function
cost
status
lowest cost
does the job
tells others
about me
tells me
about me
COMMODITY
EXPERIENCE
different experiences
different levels of need
different innovation opportunities
Different jobs to be done, different valuation

20. New Growth Platforms Slide 20
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2) Diversification – set up a separate new
business
A few considerations:
• Make sure it happens, often #NBD initiatives don‟t
lead to anything
• Avoid cannibalization, often they are picked up by
the organization hence just replace something
60%
Percentage of companies
that will not see a ten
year anniversary
Core Activities
New business
line
#NBD

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bpost launches totally new service
#NBD

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Studio 100 starts a thematic TV channel
+
#NBD

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From B2G to B2C – usage based insurance
#NBD
+

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Leveraging capabilities using the dual approach
RENSON: solutions for
louvre panels, ventilation
and solar shading.
RENSON® creates innovative concepts and products for a
healthy and comfortable indoor environment in homes and
buildings, with minimal energy use and an attractive design.
2
#NBD
1
Core capabilities & assets

25. New Growth Platforms Slide 25
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What do you need to have in place?

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Payload System = opportunity sheet. The very top of the
rocket is the payload, and it‟s what‟s actually carried into space. This is
your precious opportunity, the major enabler is obviously your technology.
Combustion Chamber = conceptualization. This is
where the classic funnel misrepresents the process. Actually turning a
select set of ideas into product concepts requires a both divergent and
convergent thinking again.
Nozzle = Opportunity finding – In a rocket, fuel flows
through the nozzle, which is flared out to propel the vehicle off the
ground. Ideas – and a lot of them – are precious fuel in the innovation
process.
Guidance System = selection – If you don‟t have a way to
efficiently make informed choices, then you are lost. Choosing a
concept by guts isn‟t measurement..
Ignition = Solve important problems – What is that spark
of inspiration that ignites the entire process? Typically it is the
recognition of forces of change, let‟s say the „big gorilla‟.
A seamless innovation process – VERHAERT ROCKET
© VERHAERT - 2014

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Initiatives must start from the growth objective …
Accelerators can have a mix of objectives ranging from financial to culture
→ BRANDING – local economy support, employer branding, …
→ TRAINING – pick up your high potentials and release them again in the
organisation
→ GROWTH – fill your innovation pipeline
“We hardly see management pitching
the opportunity to employees?!”

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Then isolate & create a turbo in the company
Put an entrepreneurial tiger team in place and create a rhythm …
• Business ownership
• Commercial objectives
• Operational competences
Business
generation
Co-devCustomer
Buy-In
Customer
Bus.model
Value prop
concept
Industry
investigation
Ideation
Initial
validation

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Act small, think big!
Focus on so called „footprint‟ products
Platform
Uncertainty of market / organization complexity
Technicalcomplexity&potentialreturns
High
High
Stepstone
Design your ticket to the future
• Tangible real products, but open
in terms of use, functions, …
• Small initiatives, as small as
possible, but with huge impact /
leverage
• It makes no sense to think about
a portfolio or business model
before the footprint product is
ready.

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Embed bolder, but fewer initiatives into
the organization
• Initiatives must have CEO support
• Embed in a way they are supportable for at least 5 years
• Accelerator / incubator program
• Your 5-year growth plan
• VP Strategy and New Business function
• …
• Build an internal communication platform
• Develop a visionary brief where to go
• Communicate the „why‟ instead of the „what‟
• Connect to existing or start up new internal
communication platforms
• Launch multiple small things that fit into the larger
aspiration.
• Design a scalable / flexible program
• Niche focus
• Variable costs
• Short review, coaching and kill processes

31. New Growth Platforms Slide 31
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3
Leveraged
resources
4
Networked
organisation
5 Emboldening culture
NGP‟s develop concentric a seamless
innovation process
Research outlines that bottom up building is key in success:
• Systematic and analytical approach with enough space
for creativity & entrepreneurship
• Use a value-driven approach to innovation
• Connect to the outside world as it comes to strategy,
innovation and marketing
• Use high quality experts to reverse the learning curve
• Be creative when grouping and labeling opportunities in an
interactive process
• Visualize them and make discovery driven business cases
• Select the opportunities where the company can really
make the difference
1
Strategic
Vision
Seamless
innovation
processes
2
Fail soon, fail often and fail cheap.

32. New Growth Platforms Slide 32
CONFIDENTIAL
Headquarters
Hogenakkerhoekstraat 21
9150 Kruibeke (B)
tel +32 (0)3 250 19 00
fax +32 (0)3 254 10 08
ezine@verhaert.com
More at www.verhaert.com
Netherlands
ESIC European Space Innovation Centre
Kapteynstraat 1
2201 BB Noordwijk (NL)
Tel: +31 71 760 05 50
More at www.verhaertconnect.com
VERHAERT MASTERS IN INNOVATION®
has an integrated and comprehensive
approach to make you successful in innovation. We deliver managed innovation
services to create new products and business in an aligned process.
We have invested in infrastructure and the sophistication of our methodology to
meet the challenges in innovation. Thanks to our rich heritage and wide variety
of references, you benefit from achieved knowledge and experience in various
sectors. Our multidisciplinary teams of creative high-end professionals are looking
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