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Moving from Project Portfolio to Innovation Funnel
- 1. Dave Rochlin 1 November 2012 Institute for Business Innovation UC Berkeley, Haas School of Business
- 2. Innovation @ Berkeley Rochlin 11/2012 “If you want a leading indicator of what your organization will look like three to five years from now, where would you look?" “Where you will be is typically reflected in your project portfolio. It's the truest measure of organizational intent." 2 Cathy Benko – Vice Chairman , Deloitte
- 4. Innovation @ Berkeley Rochlin 11/2012 IT portfolio practices are often inconsistent with an innovation mindset Portfolio/PPM Practices Risk/reward payback Existing systems perspective Rigid gates Pass/fail grades Capacity constraints Solution focus Innovation Practices Learning Multiple approaches explored Experimentation Rapid prototyping Cross boundary Problem focus 4 The Problem
- 6. Innovation @ Berkeley Rochlin 11/2012 Case Study - Web Team (50+) What they were working on Keeping the lights on ○ Basic site upkeep and maintenance ○ Ensuring online transactions running smoothly ○ User research, surveys, and usability testing ○ Acquisition campaigns/marketing Incremental improvement ○ Inbound functionality requests (backlogged) ○ Re-design for CMS ○ Data schema updates ○ Keeping front end in synch with backend ○ Etc. 6
- 7. Innovation @ Berkeley Rochlin 11/2012 The Big Picture Areas for Innovation Only 20% of customers use web services Significant customer churn Low loyalty Low perceived value Lag competitors in online offerings 7
- 8. Innovation @ Berkeley Rochlin 11/2012 You can stay aligned and send out expeditions. 8
- 9. Innovation @ Berkeley Rochlin 11/2012 The Enemy of Innovation 9
- 12. Innovation @ Berkeley Rochlin 11/2012 Innovation at UC Berkeley Haas Ambitious Innovation Leadership Development agenda Through IBI, one of the largest dedicated efforts to study and advance the art and science of innovation ○ Lester Center – Entrepreneurship ○ Fisher center - CIO leadership ○ Garwood Center – corporate innovation Center for Open Innovation Berkeley Innovation Forum Haas @ Work 12
- 13. Innovation @ Berkeley Rochlin 11/2012 13 Via Haas@Work, an applied innovation program offering companies the opportunity to partner with students and faculty to address a significant business challenge. Substantial Hands-On Industry Experience 13
- 14. Innovation @ Berkeley Rochlin 11/2012 A 16 week course is built around a specific company opportunity or challenge. Innovation/consulting agency model, with a defined framework, structure, and faculty oversight. 1414 Haas@Work
- 15. Innovation @ Berkeley Rochlin 11/2012 Experi- mentation 15 The Innovation Funnel Insight based idea generation Concept design. Modeling Innovation Insight generation and opportunity assessment.
- 17. Innovation @ Berkeley Rochlin 11/2012 Experi- mentation - Customers are switchers - 100+ nationalities in Dubai - Average order time 6 Min - Nothing in fridge= pizza Instant store specific ordering tool. Push of a button, at fridge, info/preference pre- shared. Expect xx% increase << ACTUAL 500% >> Fast and inexpensive ($9K), with measurement and feedback. 17 Insight based idea generation Concept design. Modeling Innovation Insight generation and opportunity assessment. How this would look through the funnel
- 18. Innovation @ Berkeley Rochlin 11/2012 Traditional Portfolio Rejection Triggers Integration into existing systems and multi-unit footprint issues = big project Complex issues with supporting multiple customer environments Other post-implementation customer and store level support issues Unknown business case and impact 18
- 20. Innovation @ Berkeley Rochlin 11/2012 Lean Startups Mindset “Focus on having more swings at the bat or shots on goal, or whatever the metaphor is…the goal isn’t to fail fast, but to succeed fast. We can do that by iterating rapidly.” - Steve Blank In other words: If you try 5 pizza buttons one will work, but you may need to try it 5 times. Also worth noting: Successful innovation are built on a platform of deep and novel insight. 20
- 22. Innovation @ Berkeley Rochlin 11/2012 Thoughts on Creating a Funnel Mentality 22
- 23. Innovation @ Berkeley Rochlin 11/2012 Embrace The Duality of the CIO Role 23
- 24. Innovation @ Berkeley Rochlin 11/2012 Problem Find Before Problem Solve 24 Insight identification rather than data gathering Agree on what you are solving before solving
- 25. Innovation @ Berkeley Rochlin 11/2012 Insight vs Data 25 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2010 2012 2014 (proj) Android/Chro me IOS Windows Data Insight: Find the “why behind the what”
- 26. Innovation @ Berkeley Rochlin 11/2012 Beware of What You Know You Know "Who the hell wants to hear actors talk? H.M. Warner, Warner Brothers “With over fifteen types of foreign cars already on sale here, the Japanese auto industry isn’t likely to carve out a big share of the market.” Business Week “640K ought to be enough for anybody.” Bill Gates Jumpstart innovation by rethinking what you know about users and customers. 26
- 27. Innovation @ Berkeley Rochlin 11/2012 Process, Resources, and Organization No Free Lunch – dedicated group or resource set-aside Not stage gates, but a process for each step Partner with business owners and other stakeholders 27
- 29. 29 THANK YOU! Dave Rochlin drochlin-at-haas.berkeley.edu
Hinweis der Redaktion
- Welcome ….I am Audience …..2-3 questions??How many od you have innovation (new products , business models, processes) baked into your corporateHow any of you have projects in your portfolio that have a high probability of failure … ….Should preface that with intentionally How many think you have a good process and resources to truly innovate
- Had a chance to interview Cathy Benko a few years ago for my book. At the time, alignment was the big idea on everyone’s mind, Asked her about this, and she pointed out the best way to assess the long term health of companies.Read quote:What do you guys think?
- EVERYONE talks about innovation.Hear form students that it is “someone else job…”Everyone has ideas, but often it is hard to understand how ideas turn into something. It is actually tough dirty work , and a team based activityHere is where traditional IT mgmnt and PPM processes become an issue
- One side ….on the other….((Each line}}IT portfolio practices are often inconsistent with an innovation mindset
- Results of traditonal approach is very good at staying the course, making iterative changes ….not so good at exploring other innovation pathsNew unmet needsWhite spaceEmerging oppty
- As an example….
- When our team came in…we focused on several significant issues that needed attention.Known….but somehow not resourced.So they couldn’t <<CLICK>>>We encouraged them to work on new ways to build revenue, create loyalty and differentiate.
- So I think you can and do need to do both….You can stay alignedandsend out expeditions.
- Anyone use PPM processes like this?- Highly valuable - Groups go around it?What do you do for flexibility?
- The idea of a approaching some of your project workThrough the lens of an innovation funnel
- The idea is to invest in Generating real insightUsing insight for new ideas Exploring concepts / prootypes/ different methods for developing the ideasDoing some modeling, but designing experimentsFiltering at each level Deciding problems to solve firstLooking at a large # of approaches etc
- Show one of my favorite innovations …
- How this might have moved through the funnel….<on click>>INSIGHTCustomers are switchers- 100+ Nationalities in Dubai- Average order time 6 Min- Nothing in fridge= pizzaIDEA BASED ON INSIGHTInstant store specificordering tool.CONCEPT/ DESIGN Push of a button, at fridge, info/preference pre-shared.MODELINGExpect xx% increase<< ACTUAL 500% >>EXPERIMENTATIONFast and inexpensive ($9K), with measurement and feedback.
- Could not happen with a traditional approach
- Here’s how they did it
- How many have fromal processes to agree on what the data says and hwattheopportutntiy isD
- Conumerization of dataMobilityLoss of pc based usage due to…other tools??
- End with E 2.0 from the conference website..circled a few Agility FlexibilityFuzzy BoundariesSimpleOn DemandShort time to marketNeed to support this on the inside.