Ideas for an executive education course in Innovation for CFOs and CXOs. Why an Innovation course for CFOs and COOs ? Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level What is in this presentation 1. A brief description of the course and course objectives 2. An outline for the first 3 hours of a 3 day course 3. The last slide is a summary of the course and how value can be captured For clarity, notes have been added to several slides that would not be in the course slides. Keywords CFO, CXO, Innovation, Executive Education, Bryan Cassady, Deming, Agile, Design Thinking, Scrum, Innovation Engineering

1. Innovation for
CFOs and CEOs
1

2. What is in this
presentation …
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can
be captured
For clarity, notes have been added to several slides that would
not be in the course slides.

3. Bryan Cassady
• 11 Start-ups in 6 countries (8 winners, 1
loser, 2 unknown)
• Dual MBA: Finance / Strategy (Cornell) +
Marketing (KU Leuven)
• Adjunct Professor : KU Leuven , Solvay
• As a consultant, hundreds of companies
• Director Founder Institute/ The European
Innovation academy
• 4 years of research with over 400
companies on the drivers of Innovation
success
• New Book Cycles – 24 co-authors around
the ABCs of Innovation
3 Beliefs
1. Anyone can innovate
2. Bad systems will beat good people
over time
3. Good systems can make average
people great
Helping companies bring bigger ideas to
market faster, while reducing risks

4. The market for Innovation courses in Executive
education is tough and crowded
Key words:
Focus ideas
Innovation
Intrapreneurship
Ideas to market
Disruptive innovation
Innovation management
Leading innovation
Culture
Making Innovation Happen
Growth through innovation
Design Thinking
Digital
Customer Focus
Leading
Health Care
A “winners” market . Winners winning
more (Stanford, Berkeley, MIT)
A trend toward industry / function specific cou
Medical Innovation / Innovation for COOs

5. TRUE Truly Simple
A new type of innovation management course for
existing customers
N
Narrative. Why it is
important (the story)
If we offer the same courses as everyone else, we can’t
win.
O Objective 2 course ideas to test
R
Restrictions: We are
not interested in
Wild and wacky
Courses without a basis in research
T Tactical Constraints: Something that could be done in 3 days and on-line
H
Here is the place to
start
The strengths of our MBA program

6. My recommendation (2)
Customers
Services
Strategy, Finance
Operations
Innovation
Courses
Current
Customers
New
Customers
Innovation for
CFOs /COOs (2)
A typical
Innovation course (1)
Strengthens core
And lower risk
(but more work)

7. Why a course for CFOs
and COOs ?
Less than 4% of board members have experience in marketing or
innovation. I believe CFOs and COOs would be best people to lead a
systems driven approach to Innovation at the board level

8. A 3 day course
Before the course: Innovation assessment + results
Day 1 Introduction + Alignment
Day 2 Build Ideas + Communicate/ Check
Day 3 Systems and Application
With a multi-day case study or a “do not do” digital case study
3 Deliverables:
1. A better Innovation Strategy
2. What next to build a culture to support innovation
3. Why / how – A systems approach to innovation

9. Course participants will get an invitation to participate in
an Innovation readiness assessment before the course.
This is a sample report

10. " Finding Alpha … Innovation management to drive exceptional business returns"
"Innovation for CFO s and CO O s
.. Making Innovation predictable and profitable"
Problem I want innovation to be more impactful, profitable and predictable.
And I need something that will deliver results now
Promise Tools, systems, methods to make innovation manageable
Build bigger ideas while increasing speed up to 6X and reducing risks by 70%
Proof Evidence based
Built on a 4 year study with over 400 companies
Supported and vetted by "hard-nosed" strategy and finance
from the Booth School of Business.
Payoff A step by step process to enable successful
innovation by everyone,everywhere in your company In-depth trainings
Company trainings
On-line solutions

11. How this course will be different
• Restricted to CFOs and COOs (no CEOs or Marketing people)
• An innovation readiness assessment before the course and
used in the course.
• Most innovation courses provide new ideas, more complexity.
This• course will help C!O’s take control of Innovation by doing
• less and helping them fix things by working on systems first
• A toolkit to accompany each part of the course
• Working towards Monday (Using innovation to work smarter)
• Under the radar message .. “Crawl, walk run” (100 day rule)

12. Disclaimer
A work in progress…
Visuals by a failed Microsoft designer
…

13. Please Interrupt
Ask questions
Disagree

14. Innovation for
CFOs and CEOs
14

15. Why a course for CFOs
and COOs ?
Less than 4% of board members have experience in marketing or
innovation. I believe CFOs and COOs would be best people to lead a
systems driven approach to Innovation at the board level

16. Sink or Swim
Drop off people than can’t swim in the
middle of the lake …
• Offer money
• Describe glory at the end
• Explain technique: 2 stroke/ 1
breath, all you gotta do is copy
them
• Bring in a swimming consultant

17. Behaviour = MAP
If you want people to swim they need 3 things
1. Motivation
2. Prompt and
3. Most importantly, ability

18. For encourage
most behaviours
Prompts First
Ability Second
MotivationThird
Source video: Designing For Habit Change - BJ Fogg // Startup
Elements

19. With 94% of companies
Unhappy with their
innovation programs
They are probably here
The goal is to get
here

20. The solution will be
Strategy
1. Simplifying
2. Motivating
Culture
3. Build the right culture
Systems
4. Most importantly make it
easy
---------------------
5. And small wins
1
2
3
4
5

21. Course Overview
3 deliverables
1. A new / better innovation
strategy for your business
2. You will know what to do
next to build a culture of
innovation in your company
3. Enough knowledge to start
building an effective system
for innovation
Course Principles
• Evidence based
• Learning by doing
• Toolkits to accompany
each part of the course
• Application of ideas, so
you can start taking action
next Monday
21

22. Innovation
is big business
On Amazon there are
76.579 books on
innovation!
On Linkedin 1.1 million
innovation consultants
A huge list of “best
practices” (I found over
100)

23. What is the "guru story
1. “We’re all going to die”
2. “the bureaucracy is killing us” – so we have to
go outside the normal organizational structure to
get the right things done.
3. “There is hope for a brighter future” – as long
as we all follow the guidelines and turn our
organizations upside down.
4. “You have the power to make a change for the
better” – even if you occupy the low rung on the
corporate ladder.
5. “Follow me”
23

24. Gurus sell you recipes
to sell you ingredients
In this course you will “learn to cook”,
so you can choose which recipe fits
your company, select your
ingredients and most importantly, still
be able to cook when you’re missing
ingredients

25. Can innovation be
taught ?
Probably not, but the principles that make it work can be…

26. Let’s get started …
1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

27. Innovation
Meaningful Unique
Value Creation
• If consumers are not willing to
pay more, you are not
meaningfully unique
Value Capture
• If you are not earning more
you are not innovating
Innovation = Value Creation * Value Capture

28. New Technology
New products
New customers

29. Is this innovation ?
Sales up 30%
Price up 250%
Wastage down 40%
+ =
Source: video: Three Steps for Creating an Innovative Culture (Gary Pisano)

30. 6 Basic types of Innovation
New
Existing
Customers
Services
NewExisting
4. Adjacent Innovation
(Marketing focus)
4. Adjacent Innovation
(Product Focus)
5.Transformational
Innovation
6. Disruptive Innovation 6. Disruptive Innovation
6. Disruptive Innovation
2. Business
Model
3. Process
1. Sustaining
Innovation

31. New / New is a risky strategy
New
Existing
Customers
Services
NewExisting
15%
15%
2%
Weak Core
25%
25%
5%
Strong Core
50%
50%
20%
Strong Core
+ Systems (e.g.
P&G)
Source: Book Repeatability

32. A 10 year study by Bain
studying variance of corporate
results
78% in industry
22% choice of industry
Source: Repeatability, Chris Zook

33. In my view, innovation is just another word for ‘giving up’. It’s
saying that things are so bad that it’s easier to get into an
entirely different line of business than to deal with our
problems.
And this whole ‘innovation culture’ is just the latest in a long
line of business fads. An entire generation of managers and
executives has now forgotten what it really takes to create
organic growth.
Sergio Zyman
Ex CMO Coca cola

34. A balanced portfolio
85 % core
15% leap
Source: Driving Eureka

35. 4 Value propositions
More $
Less $
More valueLess value
Int’l SIM
CardsRyan Air
IKEA NewTide

36. The Perils of More / More
“ ‘Good management’ was the most
powerful reason [leading firms]
failed to stay atop their industries.
Precisely because these firms listened to their
customers, invested aggressively in technologies
that would provide their customers more and better
products of the sort they wanted…. “
—Clayton Christensen, The Innovator’s Dilemma

37. One type of innovation is
not better than another
Question: Last successful
new product from Apple

38. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

39. In Fortune 500 companies…
New products (< 5 year)
• 40% of revenues
• And 50% of profits
Source: MIT 2015

40. Without innovation we all become average
“40 years for 1,000 U.S.
companies. No long-term
survivors managed to
outperform the market.
Worse, the longer companies
had been in the database, the
worse they did.”
—The Financial Times
A 10 year Harvard study
ROI of 692 companies
First 5
years
Next 5
years
Top 20% 39% 21%
Bottom 20% 3% 17%

41. The cycle of life
Source: Driving Eureka

42. Innovation can help you re-start
Source: Driving Eureka

43. Why innovation
• Only insurance against irrelevance
• Only protection against commoditization
• Only hope of long-term customer loyalty
• The only real hope of long-term competitive
advantage
Arguably it is everything
It is ONE Thing you can do (if you do it well) that will
make everything else easier or unnecessary

44. “It is not the strongest of the
species that survives, nor the
most intelligent, but the one
most responsive to change.”
—Charles Darwin

45. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

46. Innovations fail too often…
When they succeed they are usually
late, overhyped and seldom deliver on
the original promises

47. companies value
innovation
are classified as
innovative by their
peers
Source: PWC Study

48. of their customers
would agree
of companies think
they had a major
innovation in the
last 6 months.
Source: PWC Study

49. success
opportunity
entropy
Lack of
focus
Lower
results
Source : Book Repeatability
Boom to doom
Need
Growth
Innovation
is the
answer !
Fads,
acquisition
Failures
Source : Book How the mighty Fall
The doom cycle

50. Common Solutions proven not to work
Rewards / Controls
Big Idea Hunt
Skunk works
Buy a culture

51. A better solution is to build expertise over
time
Crawl, Walk, Run
Change happens
slowly, but then it
happens all at one
Source: Good to Great

53. The Beta of an Innovation Strategy
What is not shown…
% ROI Weighted
Winning 20% 45% 9%
Surviving 60% 9% 5%
Dying 20% 1% 0%
Weighted
Result 14.4 %
The Innovation median return is probably lower
And this ignores the survivor bias

54. Innovate or Die
Should also include a warning
“Innovate wrong and die
faster”
54

55. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

56. Top Reasons CFOs /COOs not
involved
1. A desire to get out of the way
2. Not creative
3. Lack of expertise and confidence
At the core… a misconception
Innovation is about ideas

57. Ideas are not the drivers of Innovation
Success
The Story of Innovation Engineering

59. “America’s #1 Idea Guru” –
A&E Top 10 !
“America’s #1 New Product Idea
Man” – Inc. Magazine !

60. In his words..
He sold spark plugs
to Industry
Fees for 2-3 day
workshops
$100,000 – $ 200,000
then the sparks worked
less and less

61. They analysed a mountain of data
PEOPLE Data: innovation benchmarking data on
over 100,000 managers.
PROCESS Data: As of this writing we have
measured over 6,000 teams during a day of
brainstorming.
IDEA Data: market research on over
26,000 innovations.

62. 16 %
ideas
84 %
systems
They identified the share of success due to
ideas and systems

63. Based on 4 years of research with over
400 companies
There are companies that succeed and
companies that fail. The biggest
difference between winners and losers is
smart winners make good, even
mediocre, ideas great over time.
Cycles success drives all types of
innovation
My research
Value
Time
Start
Learning
Cycles
No
Changes
Bad
Cycles
Smart
Winners
Lucky
Winners
Losers
Losers

64. Constant improvement =
9th wonder of the world ?
Compound interest
is the eighth
wonder of the
world.
Albert Einstein
1 year 2 Year 5 years
168% 281% 1329%
1% better per week

65. Continuous improvement is not a
conservative strategy
It is about action every day, regular
failure and an unwillingness to accept
there is any product, or process that
cannot be further improved

66. If innovation is about
systems of ongoing
improvement
Why shouldn’t you be
leading this?

67. You’ve got a choice…
Work in a company with
an expiry date
or do something

68. My challenge to you…
Get mad. Start Doing
something about it.
Now.

69. 69
C O*
*Chief ! Officer

70. The right role
for a C!O
1. Strategy – Organizational alignment
before execution
2. Culture – The best next step now
3. Systems – to deliver more than the
Fuzzy front end

71. A first question...
Are you really serious about
Innovation?
• Have your front-line people been trained in
innovation?
• How hard would it be for them to get $1000 to
test a new idea?
• What are the metrics for innovation success?
• Do you have a documented Innovation system /
process (or even a little “how to guide”)?
71

72. CLASS
BREAK
(And discussion)

73. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

74. Basics of Strategy
• What, Where, How,
Capabilities, Systems
• Good strategy is a
waterfall with each stage
leading logically to the
next"
74
Source : Playing toWin

75. “Companies have defined so
much ‘best practice’ that they
are now more or less
identical.”
—Jesper Kunde, Unique Now ... or Never

76. A traditional Innovation Strategy
What
• Big ideas revolutionizing our
business
Where • New, new and maybe adjacencies
How
• Big Bangs, Big changes, Big plans.
Rewards / Controls, Big Idea Hunts, Skunk
works, Buy a culture , Be a fast follower
Capabilities
• Great people, building great
ideas
Systems
• How to build,
select and
invest in big
ideas
Hit or Miss
94 % unhappy with
their innovation
results

77. A good innovation is linked to
company strategy
First company strategy
Then Innovation strategy
Company
Level
Innovation
Strategy
Division
Strategy

78. An improved (but still generic) strategy
What
• Value Capture=
• Value to customer * % value capture
Where
• Close to the core renovation and strategic adjacencies
Focused on these objectives
How
• Under the radar (* 100 day rule) / Crawl, walk, run
• Systems Driven/ Building a culture and discipline of innovation
Capabilities
• Clear leadership, a learning focus, tools
to support AND building a culture
Systems • ABCs / Learning/ Innovation
is everyone's job
Bigger on strategy ideas,
3 X faster, 70% less risk

79. The right role
for a C!O
1. Company objectives
linked to Innovation
objectives
2. The cascade of
strategic choices

80. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

81. The right culture is just as
important
“Culture eats strategy for
lunch”
81

82. Cargo Cult SciencePlanes with materials
How to get some

83. A 4 year study with over 400 companies
78% of variance of
Innovation
Innovation linked
to 38% of the
variance in firm
performance
Sustaining
Innovation
Firm
Performance
Attitudes Processes
Learning
Strategic
Alignment
Breakthrough
Innovation

84. Culture and capabilities grow over time
The Basics
Strategy
Hunger
Philosophy
Learning Orientation *
Operations
Speed
Proactivity
General systems
Customer focus
Entrepreneurial Orient.
Risk Taking
Ecosystem
Management
Structure
Creativity
Room to grow
Sustaining Innov.
Breakthrough Innov.
Want it Do it Not scared to do more

85. An innovation culture is NOT soft
Everyone Wants
• Tolerance for failure
• Willingness to Experiment
• Collaborative
• Freedom to speak up
• Flat
The reality
• Intolerance for incompetence
• Demand disciplined action
• Individual accountability
• Brutal Candor
• Strong Leadership
85Source: video:Three Steps for Creating an Innovative Culture (Gary Pisano)

86. “In the end, management
doesn’t change culture.
Management invites
the workforce itself to change
the culture.”
—Lou Gerstner

87. The right role
for a C!O
1. Identify where you
are now
2. Encourage the best
next step in building
an innovative culture

88. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

89. Systems are the solution…
Every system is perfectly designed to
get the results it gets. W. Edwards
Deming

90. What is a system ?
2 or more parts working together to achieve a
common goal
A way of doing things
A good system = product of parts
90

91. If you are not providing the tools you
can’t blame the workers
• People want to innovate
• Common cause versus special cause
In operations …
"94% of failures are due to the SYSTEM
6% are due to the WORKER”
91

92. Planning / Execution is messed up
Timings
• 10 months planning with the best people
• 6 months to get it done
Working together
Do we work together to solve issues or blame
other departments
92

93. Why systems first ?
93
Systems
StrategyCulture
1.Ability = biggest barrier
2.Virtuous cycle
3.Easier than culture
4.You have probably already
worked on motivation

94. A simple idea…
Many forms
The Deming Cycle
1. Lean Start up
2. Design Thinking
3. Agile
4. The Innovators Method
5. Innovation Engineering
Missing alignment: 1,2,3,4
Missing “how to’s” : 1,2,3,4
Complexity 5

95. My New Book
An evidence based solution to
build bigger ideas, faster while
reducing risks
• +/- 1200 Articles, 40 books
• Research with 400 companies
• 28 co-authors
Alignment = core
Process, Persistence, patience
Crawl, walk, run
A book, a toolkit , a course and an
accelerator training program

96. Cycles: The core of successful
innovation
Cycle 1
Cycle 2
Cycle 3
Cycle 4
Cycle 5
Align/Ask
Build
Communicate
Check
Systematically
Improve
Value *
Value
Capture
Time

97. 1. What is innovation
2. Why important
3. Innovation in Practice
4. There is a JTBD for CFOs
5. Strategy
6. Culture
7. Systems first = the solution
8. What you’ll see in this course

98. Overview
Case Studies to apply knowledge
Work in the evening to apply learnings to your company
Day 1 Day 2 Day 3

99. SNARCAlignment

100. Alignment Facts
• 90% of Leaders think a good strategy has an
impact on business success, but barely 25% of
them have a strategy (PWC 2016)
• Only 55% of the middle managers can name
even one of their company’s top five priorities
(PWC 2016)
• Less is a lot more (Less strategies and clear no’s)

101. A very important fact
Autonomy is negatively correlated with innovation results
In most companies, there is not clarity
on what they are doing for customer
(70% of companies)
People can get lost in what they are
doing. When customer focus is high.
Both autonomy is positively
correlated with results.
You gotta get alignment first
Source: Cassady 2018
Innovation Results
Low Cutomer High Customer
71
57
49
21
Low High Low High
Autonomy Autonomy
FocusFocus

102. You’ll learn to make an innovation
mission as simple as this one
Tetrapak
We are looking for markets of size X,
where the packaging saves more than it
costs

103. 103
Develop a
solution
Find a need Find a market
Ideas
First
Success
Rate*
5-10%
Why…
Needs first, not ideas first !
Find a need
Develop a
solution
Find a market
Needs
First
70 %
* According to Strategyn research on outcome driven innovation…

104. A problem well stated is a
problem half-solved.
Charles Kettering

105. Building Ideas

106. Build Facts
68% of the variance of quality ideas can be explained by this formula
Uncreative people are usually better at building big ideas- they don’t fall as
easily victim to BSO
With the right tools and research anyone can build big ideas

107. What you’ll learn
1. Effectuation (looking for ideas at home with
the resources you have)
2. Stimulus Mining
3. How to leverage diversity
4. Tools and methods to build up to 5X more
ideas in half the time
5. Best practices to continue building (instead
of shrinking ideas)

108. Communicate
Check

109. Communicate / check facts
• You can’t get feedback unless things are clear
• Our ideas are less good than we think they are
(remember 75% of ideas fail)
• You need to ask for negative feedback (or you won’t
get it)
• Average ideas = things everyone likes a bit = recipe
for failure
• “Action land” is almost always better than “thought
land”

110. Adding clarity to communication
110
Depending on the
study…
80-90% of advertising
does not work…
Why ….
• Lack of a benefit
• No reason to believe
• No call to action
• No clear message

112. Getting NPV calculations right

113. The Math of Innovation

114. Pretotyping … Fake it before making it
IBM speech to text example

115. You’ll also see pretotyping in action
Walhub

116. Top 20% performers kill 9
times more projects
before detailed design
starts
“Eliminate the walking
dead to save the living “

117. It is easy to kill bad ideas,
great companies kill good
ideas (early)
Steve Jobs
117

118. Systems

119. System Facts
• “Ideas start as a sparkling star. Then one by one the
sparkles and points are taken away until all you have
left is an egg. And only chickens market eggs.”
• Systems are the products of parts 1*1*0 = 0!

120. 6 Big concepts

121. 1. A system versus a process
A system is
Parts working together to
create a shared objective
A process is
A way of doing things (it
doesn’t mean people will work
together)

122. 2. The Stockdale Paradox
Confront the most brutal facts
of your current reality,
whatever they might be.
But retain faith

123. #3 No problems =
No progress.
[Period.]
A focus on Death Threats
can increase speed by 60%

124. 4.
Multi-tasking
Innovation
does not work
Source : Simplifying Innovation

125. 5. Sequential =
speed and cash
Source : Simplifying Innovation

126. 5 Step by step is the fastest solution
Make sure the right “it” before building “it”
True North
“Align”
“Build”
“Check /
communicate”#2 Re-think/Re-work
“Systematically Improve”
What we want
To do
Work to be done
Update
Meeting/ research
#3 A new cycle with
a new challenge
Systematically
Improve”
# 1 Stop

127. 6. Cycles are not just the front end
OngoingCycles
Of continuous
Improvement
Source visual: Driving Eureka

128. An example of world class … (100 Days)
Objectives
Process
Alignment
A new business / business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 3 day management meeting to agree «what and why»
Plus basic training: How to build ideas/ the importance of systems
2 weeks
10 weeks
Alignment Every Monday… what are we going to do this week
Build ideas Every Friday… a brain-storming session (with new external people)
Communicate
Check
Real-time research and re-building of ideas
External experts to validate/ give feedback on all ideas
And involvement of sales
Systems Identify death threats/ work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks
Every Day A 10 minute standing meeting

129. The ABCs is a not complete re-think
• It starts with more clear directions / decisions
• The use of tools, methods to build / rebuild ideas
• Checklists to improve clarity / and better checks
• A commitment to regular review/ decisions
3Ds: Documentation, Deadlines , Discipline

130. The right role
for a C!O

131. Working towards Monday
Change only happens when change happens !
We’ve been taught Motivation  Habits
Resolve to start
Start small with small targets
A daily/ weekly habit with small, noticeable wins

132. Don’t think how long
Think
how easy
how many
how better

133. What next …
Lunch then a lot of work

134. Innvovation for CEOs and CFOs (Draft)
A 3-day course that will deliver Work outside class
1/. Strategy, 2/. Cultural understanding, and 3/. Systems to build bigger ideas, faster while reducing risks
Subject When Content Booth Collaboration Feeling Outcomes Readings (Optional)
Introduction Wed
Morning
A new view on innovation
Innovation Fails due to
Strategy, Culture, Systems
Work on systems and
everything will get better
There are no easy solutions, but I
am ready to get started
Interest in the rest of the
course
Your Innovation needs a strategy
(HBR)
Introduction Cycles
Alignment Wed.
Afternoon
Strategic disciplince in
Innovation
Definition of Core
Jobs to be done
Business model Innovation
(Share toolkit part 1)
Strategy: Joint
development of strategy
framework
There are some basic questions I
have not been asking that I need to
be asking
Methods to decide,
communicate innovation
objectives
Summary: The Innovators Dilema
Summary: Repeatability
Summary: Competing against luck
St. Gallens, business model
innovation
Section Alignment (Cycles)
Build ideas Thursday Am Effectution
Stimulus mining
Ideation tools
Tools to build ideas
How to build a spark deck
I can build ideas too, this is not the
hard part
How to keep idea building
on target
Summary : Jump start your
business brain
Section Build (Cycles)
Communicate
and Check
Thursday Aft Research for Innovation
Pretotyping
Market math and metrics
Progress tracking
How to best kill ideas
(Share tooklit part 2)
Finance: Joint
development of
innovation portfolio
assessment
They have been hiding a lot from
me, I need to get more into the
details
How to set expectations
and better validate an idea
Video : Pretotyping
Article: What is killing Innovation
Section Communicate and Check
(Cycles)
Pre-event
V1 : Innovation Strategy
V2 : Innovation Strategy
Case Study: How to make innovation happen without creating an "Innovation program"
Facts: less is more, the job of everyone, everyone build better ideas, most ideas bad, ongoing learning = key to success
Discussion : How are you thinking different about Innovation
Pre-course: Innovation readiness assessment
Optional : Pre-readings and videos: Summary The Halo Effect. Book: Cycles / Driving Eureka
Case Study: A new product idea (TBD) - able to be tested fast
Work in groups: Building systems to make innovation happen without creating an "innovation program"
Switch Groups to show the power of idea building
Test an idea: it is not that hard
Day 2
Day 1

135. Systems (And
Culture)
Friday
Morning
A learning organization
Profound knowledge
(business are systems)
Bright Spots and Death
Threats
Focus on constraints
Sequential versus parallel
(Share toolkit part 3)
Operations: Joint
development of the TOC
link
Crawl, walk, run makes sense.
Yes , less can be more !
Where to start from a
cultute perspective.
How to start building a
system people will usee
Summary : Simplifing Innovation
Article: Deming’s Profound
Knowledge and Leadership
Section Systems(Cycles)
Case Study Friday
afternoon
Use of all skills in a case I can apply these ideas to someone
else
Real life application of the
ideas learned
TBD
Finding Alpha Friday
afternoon
An Innovative way to use
innovation to make
investment decisions
This makes sense Ways I could use this
tomorrow
Reading on Innovation readiness
asssement
Closing You don't need to do
everything now, you need to
identify the critical path
Action alternatives
This is not that hard Agree to 1 Action
And how to share with
colleagues
A sample presentation to share
Summary : The knowing, doing
gap
Evidence based
Learning by doing
Toolkits to accompany each part of the course
Application of ideas, so you start taking action next Monday
An audit they will use in the course (and can use after the course)
Optional: Certification, Train the trainers, company trainings
Day 3
Work in groups: What is on your critical path/ Organizational barriers
Reflection time : writing ideas down
V3 Innovation strategy in one to one groups
Share ideas in the group
Unique course Features
Discussion : Were you able to get feedback in less than 12 hours … what prevents you from doing this everyday
Post-Event
A free one hour talk on results (sell local trainings)

136. Summary to discuss course ideas
* Front end and back end of innovation * Systems first approach * The specific focus should sell
* All 3 major failures of innovation * Restricted to CFO and COOs * A logical link to
Strategy * A cultural assessment Company trainings
Culture * A toolkit for each section of the course On-line trainings
Systems * Focused on behavioural change * Video version possible
* Linked to things they will have seen: Focus => Simplicity and Ease * Linked to a book that will be well promoted
Design Thinking, Lean, Agile Stories => Motivation
* Most importantly, it will increase the number of Systems => ability
big ideas, increase speed and reduce risks Applied cultural development => ability
Cycles => prompts and forced learning
NOT Big Bang
* Linked to finances / numbers
Meaningful Unique Value Capture