On the basis of our experience with corporate clients, we collected 9 indicators that signal that something is going wrong + 13 clear actions to take!
https://www.boardofinnovation.com/blog/2017/05/29/9-indicators-that-prove-your-innovation-program-is-failing/
From Caesar to Scientist - Rapid Experiments at IntuitBenBlank
20 Minute presentation from the 2013 Chief Innovation Officer Summit in NYC, highlighting why large organizations should consider learning how to run rapid experiments. If you value lean startup principles, this is a key capability your organization must have. Say hello if you want to know more!
Note: This presentation does not include my audio voice-over.
How startups create a frictionless experience. +30 cases by @boardofinnoBoard of Innovation
This document discusses how startups can create frictionless experiences for customers through convenience. It provides examples of companies that deliver extreme convenience through next-gen technology and business models using invisible, brainless triggers that require minimal effort. These companies outsource tasks so customers don't have to do any heavy lifting. The document argues that companies can nail convenience by making it easier for users to let someone else handle the task.
The document provides a summary of the top 10 mistakes that early stage startups can easily avoid. These include: not understanding the business model well enough; doing everything the first big client says; launching without customer input; building overly complex MVPs; designing for themselves without user research; pursuing too many opportunities; lacking a clear vision or monetization strategy; and not measuring product usage. Avoiding these common pitfalls can help startups focus their efforts and resources more effectively in the early stages.
This document outlines a pitch deck for a company called Boxer that aims to transform the mobile email experience. The deck begins by establishing the problem that email poses on mobile devices and introduces Boxer as a solution to improve triage, response and task management capabilities. It then provides details on the company founders and product roadmap. The deck emphasizes Boxer's opportunity to disrupt business processes and its strategy of prioritizing user and team adoption to drive enterprise sales.
This document discusses the minimum viable product (MVP) concept and prototyping techniques. It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document encourages focusing on the 20% of functionality that will be used 80% of the time and doing many iterations and pivots based on customer testing. It then describes various prototyping techniques like storyboards, physical prototypes, role playing, and split testing that can be used to test MVPs with customers and gather feedback to refine products.
Innovation is one of the ultimate buzzwords of our era but what is it really? What is its meaning? How can we see it? Replicate it? Scale it? In his talk, I propose that innovation really is the “removal of friction” from a system; and that through this lens we can understand the rise of design, lean startup, Silicon Valley and possibly many other innovative happenings across time.
The talk covers the following topics:
1. The Real Lesson Steve Jobs Taught Us
2. The Rise of Design
3. Innovation = The Removal Of Friction?
4. Co-opting Innovation
This document provides an overview of accelerators, funding, and support resources available for startups and entrepreneurs in Belgium. It lists various types of accelerators including hardware accelerators, corporate accelerators, media accelerators, bank accelerators, and innovation hubs. It also outlines different sources of funding such as crowd funding platforms, angel investors, venture capital funds, and corporate investors. Finally, it lists numerous resources for startups including coworking spaces, incubators, hackathons, conferences, and trade missions that connect Belgian startups with international opportunities.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
This document outlines 10 steps to achieving product/market fit according to Ash Maurya:
1. Validate your problem and solution by building an MVP and getting early customer feedback.
2. Formulate an implementation strategy and focus on early adopters to define your business model.
3. Continuously measure key metrics like acquisition, activation, retention, revenue and referrals through a feedback loop with customers.
4. Identify your engine of growth whether it's paid, sticky, or viral and ignore other metrics to focus on scaling one thing at a time. The process focuses on learning through experiments rather than long-term planning.
The document discusses business model assumptions and provides examples of analyzing assumptions. It begins with explaining the importance of understanding assumptions and using examples to improve one's business model. An example is then provided of analyzing the assumptions behind the business model of Quirky.com, a co-creation platform. The document encourages listing key assumptions, prioritizing the most critical to test, and considering how assumptions may change over time given the evolving business environment.
This is the Genesis (framework) Camp talk slides I'll use to talk about closing - specifically when using and leveraging StudioPress' framework for WordPress projects.
Grace Ng | SearchLove San Diego, 'Designing Effective Experiments for Product...Distilled
Every product decision is an experiment. If we can reframe our thinking from launching campaigns and building features to challenging assumptions and running experiments, then we can increase our productivity and get better results with less effort. Grace will share a structured process for designing effective experiments, and talk about some of the common pitfalls and challenges teams face when running experiments in their companies. Using examples from her work helping product teams within large companies, Grace will reveal a few ways to overcome these challenges.
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
Rapid prototyping and how to avoid building a product nobody wantsMike Parsons
Discover the best practices in rapid prototyping so you can test and validate your new product or service. Learn the best methodologies, tools and approaches to test a user's pains and gains.
The document provides an overview of the Lean Startup methodology. It discusses key Lean Startup principles like building Minimum Viable Products (MVPs) and using the Build-Measure-Learn loop to validate hypotheses through customer feedback. The document highlights different types of startups and the three stages of a startup. It also covers Lean Startup techniques like pivoting, A/B testing, and innovation accounting to measure progress. Overall, the document presents the Lean Startup approach as an alternative to traditional product development models that emphasizes rapid experimentation and customer validation.
This document discusses developing a minimum viable product (MVP). It emphasizes the importance of understanding customer problems and market potential before building a product. It provides tips for preparing an MVP test, such as determining what to learn and selecting product features based on solving customer problems and closing sales. User stories and MVP examples are presented. The document concludes by assigning homework on further developing an MVP idea through customer interviews and updating the lean canvas business model.
This document discusses design thinking and the process of product design and development. It outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. Empathize involves understanding user needs through observation and interaction. Define is forming insights about the problem to address. Ideate is exploring solutions. Prototype is creating representations of ideas. Test is validating solutions by getting user feedback. The document provides examples of each stage and emphasizes the importance of prototyping early to iterate designs and test solutions before fully developing them.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
When Tech meets Fashion, what could possibly go wrong? @nickdemeyBoard of Innovation
This document discusses common pitfalls when combining technology and fashion. It notes that simply throwing technology into fashion does not make sense and provides examples of fashiontech startups that failed because they did not understand user behavior. The document emphasizes the difficulty of introducing new behaviors versus altering existing ones and stresses the importance of observing real users when developing fashiontech products and business concepts.
10 Questions to prove that you can run a Design Sprint todayBoard of Innovation
More info on Design Sprints: https://www.boardofinnovation.com/design-sprint/
Board of Innovation makes corporates innovate like startups, mixing proven methods from Design Thinking and Lean Startup. www.boardonnovation.com
Experiments to create your own Innovation War Room - created by @boardofinno ...Board of Innovation
Based on our experience, we've created a list of things that might inspire your innovation room. Some of these items are already in our office, others will follow soon. Make sure to let us know if you have other great suggestions.
The document discusses an organization called Board of Innovation that helps large corporations innovate like startups. It does this by mixing methods from design thinking and lean startup. It has a global network and culture of sharing tools and inspiration. It has worked with many large Fortune 500 companies across various industries to help them develop new business models and revenue streams through programs like corporate accelerators and training on topics like design thinking, lean startup, and business model innovation. Clients provide testimonials praising how Board of Innovation has helped challenge traditional thinking and bring new perspectives to developing innovative ideas and projects.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
29 Revenue Model Options for Industrial enterprises (curated by @arnevbalen -...Board of Innovation
How to find new ways to make money as an industrial company? Explore 29 trigger cards with different business model options and pricing tactics (Industrial enterprise version). - by Board of Innovation
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
If you are like many people, even the thought of delivering a speech in front of an audience will get your palms sweating. The fear of public speaking ranks high among the most common phobias, and for good reason: most of us approach the situation with the wrong mindset, which in turn makes us live out our worst fears in a public forum.
As Michael Parker notes in IT’S NOT WHAT YOU SAY: How to Sell Your Message When It Matters Most (A TarcherPerigee paperback; on sale January 2016), our fixation on the content of our words – and not the presentation of ourselves – is what brings us down. Once the Vice-Chairman of London’s Saatchi & Saatchi, and one of the world’s most experienced advertising pitch men, having made more than 1,000 pitches in his successful career, Parker has learned first-hand that an effective presentation, a job interview, or even a speech at a wedding hinges on our ability to portray ourselves as passionate, relatable, and collected. But, if we are focused on what we say, and not how we act, we will fail to persuade our audience.
Applied in the boardroom, at the pulpit, or even in conversation, these tenets will help you present better in any situation.
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
33 Tips to Level Up your Presentation Skills ➔ Have a look at these main takeaways to perform the perfect (innovation) pitch!
Prepare for a presentation upfront by looking into these key tips and level up your skills for a successful pitch.
Don't forget that these skills are just as important as the content you are presenting. Whether or not you'll achieve the desired outcome, can be affected by the way the handle the presentation.
We'll go three different topics to pitch like a king:
✔︎Storytelling & Framing
✔︎Body language & Attitude
✔︎Slides & practical tips.
We use these elements in our own innovation accelerator program: https://www.boardofinnovation.com/corporate-innovation-accelerator/
Research and Innovation Indicators and their relation to Internationalization - Mapping and Profiling
Dr. Gregoris A. Makrides, - Director of Research and IR, University of Cyprus
EAEC President
Lecture 5 - Indicators of innovation and technological change: R&D and patentsUNU.MERIT
This document discusses several common indicators used to measure science, technology and innovation in economies. It describes metrics such as productivity growth accounting, research and development spending, patent counts and citations, bibliometric analysis of publications and citations, and data from innovation surveys. These indicators are used to analyze factors like technological change, knowledge diffusion, economic growth, and the impact of science on standards of living.
This document summarizes the results of a survey of 55 foreign investors in Poland from countries including the US, France, China, and Japan. It finds that most respondents would recommend Poland as a place to do business due to the availability of skilled workers. However, some cited challenges with bureaucracy and infrastructure. When asked about support organizations, law firms and government authorities were most commonly used and found helpful. Simplifying labor laws and reducing bureaucracy were proposed as ways to improve the legal environment for business in Poland.
Przedstawienie narzędzia kanwy propozycji wartości – zestawiającego naszego klienta i naszą propozycję wartości (produkt). Pojawia się definicja klientów i porównanie ich względem użytkowników.
Prezentacja i szkolenie zrealizowane w ramach Szkoły Letniej UX Skills.
Jak sformułować strategię dla firmy? Jakich błędów unikać? Jak sprawić, żeby strategia dawała owoce? Prezentacja Tomasza Rudolfa z firmy Innovatika w ramach warsztatów przywódczych Fundacji Proca.
Innovation Units & Structures. Employees as well as the whole startup ecosystem can feed your company’s innovations.
However, how can big companies act like a startup?
#corporateaccelerator #startupasaservice #corporateincubator
The document provides an overview of the Business Design process model for turning innovative ideas into businesses. It discusses key aspects of the process such as:
1) Guiding the process through phases of "Plan", "Execute", "Learn", and "Decide" to better deal with uncertainties.
2) Using various tools and canvases to help identify hypotheses, design minimum viable products, plan experiments, and create action plans.
3) Providing a visual and interactive way to work through the innovation process in teams using both physical and virtual tools.
The document discusses doing innovation with less resources by making better choices, prioritizing activities, increasing speed, and maintaining culture and pace of innovation. It outlines 12 schools of innovation and discusses lean innovation approaches like efficient product development and design processes that eliminate waste. The document also provides examples of applying lean principles to research and development.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
The document provides 10 golden rules for new project managers. Rule 1 emphasizes developing a strong business case with high-level support and measurable benefits. Rule 2 is to define critical success factors for the project that are measurable. Rule 3 stresses the importance of creating a good project plan with milestones, timelines, resources, and contingency. Rule 4 advises managing expectations by breaking projects into smaller chunks and delivering frequently. Rules 5-7 cover keeping the team motivated, communicating clearly, and learning to say "no". Rules 8-9 warn against scope creep and identify risks and mitigation plans. Rule 10 is about properly closing the project by getting sign-off and feedback. Following these 10 rules can help a project manager survive by avoiding
The document provides 14 techniques for generating business ideas, including analyzing problems in one's current or previous job, drawing inspiration from successful ideas but improving them significantly, analyzing annual reports of public companies to find problems and opportunities, and applying new business models to existing ideas. It emphasizes that ideas are useless unless acted upon, and that execution is more important than coming up with a truly unique idea. The key is focusing on validating and scaling ideas, not just generating them.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
This document provides guidance on developing an effective product strategy in 10 steps. It begins with creating an ambitious product mission or vision. Next, it is important to understand customer needs and how they are evolving by conducting user research. You must also understand where your product fits within the broader value chain. Identifying how markets may change allows you to strategize for the future. Key performance indicators should then be developed based on product goals. Finally, initiatives are prioritized on the roadmap to work towards achieving the strategic goals. The overall process outlined aims to create a product strategy that delivers value to customers and meets business objectives.
The document discusses the key ideas of the Lean Startup methodology. It explains that the Lean Startup aims to help entrepreneurs balance activities like running operations, improving products, and deciding when to pivot or change direction. The Lean Startup treats everything a startup does as an experiment to achieve validated learning. It advocates for building products and features incrementally and getting early customer feedback through experiments rather than extensive planning. The document contrasts the Lean Startup approach of constant adjustment using a Build-Measure-Learn loop with traditional strategic planning based on assumptions.
The document summarizes questions and answers from a webinar on applying the Pereira benefits management model. Key points include:
- The Pereira model can partially be applied to public sector organizations, focusing on costs and efficiency. A social ROI model is being developed.
- Benefits estimation should prioritize legal compliance, business growth, cost reduction, then efficiency increase.
- Revenue-generating projects fall under the business growth dimension but cost reductions also directly impact results.
- Benefits have dynamic behavior over a project lifecycle so cannot be considered fully achieved/not achieved without ongoing tracking.
- Organizations should be benefits-driven, not cost-driven, though cost estimation is
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
°shaper is an initiative launched by DDB Group Sydney in 2013 that aims to create social value and build brands around solutions to unmet human needs or problems. There were three key reasons for its creation: to reinvent the business model, foster innovative thinking, and leave a legacy of creative innovation. °shaper identifies human problems, develops solutions through a 10-week incubation process, and either partners with brands to bring solutions to market or finds investors to create new brands. The goal is to innovate without disrupting the core agency business. Resources like a 4-person management team, project teams, consultants, and a $2,000 budget per project are required to support each °shaper project through the incubation
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
2010 10 19 the lean startup workshop for i_gap irelandEric Ries
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for an experimental, customer-focused approach where the minimum viable product is used to test hypotheses and gather customer feedback through rapid iteration. Key techniques include continuous deployment, rapid A/B testing, and using the five whys method to identify the root causes of problems. The goal is to minimize the time to validate learning about customers through frequent releases and measurement.
Over the last five years, i-nexus has invested in significant research, working with nearly 80 companies to further understand the challenges and opportunities which a deployment faces as it grows and matures. The results of this research form the Performance Improvement Maturity Model. In this paper Paul Docherty, i-nexus’ CEO, concentrates on the second stage of the model, particularly on tactics to drive a program’s Return on Investment.
In addition to the research, Paul draws on his own experience gained during 15 years as a practitioner and deployment leader in a global telecoms company.
This key note speech at a recent Rutgers conference on innovation was focused on opening the aperture of the participants thinking. Its title, "???", provoked interest even before the talk was delivered.
Innovation ExerciseStageCustomer FocusedYour customers…How to inno.docxmaoanderton
Innovation ExerciseStageCustomer FocusedYour customers…How to innovateYour innovation…1: DefineHow do customers determine their goals and plan resources.Simplifying planning.2: LocateHow do customers gather items and information needed to do the job.Making required inputs easier to gather and ensuring they’re available when and where needed.3: PrepareHow do customers set up the environment to do the job.Making set-up less difficult and creating guides to ensure proper set-up of the work area.4: ConfirmHow do customers verify that they’re ready to perform the job.Giving customers information they need to confirm readiness.5: ExecuteHow do customers carry out the job.Preventing problems or delays.6: MonitorHow do customers assess whether the job is being successfully executed.Linking monitoring with improved execution.7: ModifyHow do customers make alterations to improve execution.Reducing the need to make alterations and the number of alterations needed.8: ConcludeHow do customers finish the job or prepare to repeat it.Designing products that simplify the process of concluding the job.
ReferenceThis table is from pages 46 and 47 in your book, On Innovation, and is provided here as a quick reference.During this step…Customers…Companies can innovate by…Example:1: DefineDetermine their goals and plan resources.Simplifying planning.Weight Watchers streamlines diet planning by offering a system that doesn’t require calorie counting.2: LocateGather items and information needed to do the job.Making required inputs easier to gather and ensuring they’re available when and where needed.U-Haul provides customers with prepackaged moving kits containing the number and types of boxes required for a move.3: PrepareSet up the environment to do the job.Making set-up less difficult and creating guides to ensure proper set-up of the work area.Bosch added adjustable levers to its circular saw to accommodate common bevel angles used by roofers to cut wood.4: ConfirmVerify that they’re ready to perform the job.Giving customers information they need to confirm readiness.Oracle’s ProfitLogic merchandising optimization software confirms optimal timing and level of a store’s markdowns for each product.5: ExecuteCarry out the job.Preventing problems or delays.Kimberly-Clark’s Patient Warning System automatically circulates heated water through thermal pads placed on surgery patients to maintain their normal body temperature during surgery.6: MonitorAssess whether the job is being successfully executed.Linking monitoring with improved execution.Nike makes a running shoe containing a sensor that communicates audio feedback about time, distance, pace, and calories burned to an iPhone or iPod worn by the runner.7: ModifyMake alterations to improve execution.Reducing the need to make alterations and the number of alterations needed.By automatically downloading and installing updates, Microsoft’s operating systems remove hassle for computer users. People don’t have to determi.
Eric Ries is the author of the popular blog Startup Lessons Learned and the creator of the Lean
Startup methodology. He is an
entrepreneur in residence at Harvard Business School and a frequent speaker at business events. In his talk on “The Lean Start-up” at google he explained how most of the new start-up fails and the methodology that should be followed for a new start-up to be successful. Here I explained his talk at google in my words.
The document provides a 5-step process for companies to understand project and customer profitability in order to make strategic cost-cutting decisions, especially during an economic recession. The steps are: 1) Track project labor hours to understand costs and identify profitable vs unprofitable projects/customers. 2) Put labor rates and track all expenses to understand true per-project costs. 3) Allocate indirect costs across projects to understand complete costs. 4) Estimate per-project revenue to determine profitability. 5) Share profitability data with employees to influence behavior and focus on profitable work. Understanding per-project profitability helps companies cut costs intelligently without losing important capabilities or customers.
Innovating in Good Times & in Bad: Best Practices in Innovationfuturethink
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
Similar to 9 Indicators That Prove That Your Innovation Programme Will Fail (20)
25 Trend Trigger card to use in your brainstorm session - by @boardofinnoBoard of Innovation
The document discusses 5 trends that may impact society in the future: 1) the rise of the silver economy and issues around multi-generational housing and care, 2) increased automation in decision making and transportation and the loss of status symbols, 3) effects of global warming such as more complex insurance, resource depletion and waste issues, 4) the rise of crowdsourcing and issues around hierarchies, group purchasing and collective problem solving, and 5) the growth of big data and issues around predictive technologies, self tracking and highly personalized recommendations. Each trend is accompanied by potential associated problems.
How I got 2.5 Million views on Slideshare (by @nickdemey - Board of Innovation)Board of Innovation
This document provides tips for creating engaging slide decks on SlideShare that garner many views. It recommends focusing on quality over quantity when creating each slide, using compelling images and headlines, and including calls to action throughout. It also suggests experimenting with sharing techniques and doing so in waves to build momentum. The goal is to create decks that are optimized for sharing and spread across multiple channels over time.
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
How we pull big corporates out of their comfort zone - by @nickdemey @boardof...Board of Innovation
This document discusses pulling corporate employees out of their comfort zones to spur innovation. It provides examples of unconventional domains and industries - like gaming, fashion, toys, and sports - that can inspire new ideas. Unconventional thinking is needed to confront large corporations with new kinds of markets and products. Examples from criminals and hackers are also given to show how to brand anything, conduct market research without surveys, and ask for forgiveness rather than permission to drive intrapreneurship.
15 Lessons from Behavioural Economics - by @tjalve @boardofinno - Board of In...Board of Innovation
Within our team @boardofinno, we give short presentations to each other, to learn more, to get inspired, to be amazed,…
The following deck was used by @tjalve in our internal #teachme session.
It covers 15 lessons from Behavioural Economics you can apply to your ongoing projects.
The concepts covered are:
1. The Endowment Effect
2. Hyperbolic Discounting
3. The IKEA effect
4. Anchoring Bias
5. The Von Restorff Effect
6. Loss Aversion
7. Hedonic Adaption
8. The Bandwagon Effect
9. The Inaction inertia effect
10. The Zeigarnik Effect
11. The Framing Effect
12. The Goal Gradient Effect
13. The Choice Paradox
14. Round Pricing Preference
15. Reciprocity
15 companies you should copy: business models visualised by @boardofinnoBoard of Innovation
Doorsteps is an online platform that guides home buyers through the house buying process. It provides step-by-step guidance in 6 phases, from initial hopes to closing. It connects buyers to real estate agents, lenders, and other service providers through a shared online workspace and profile. The platform aims to save buyers time, money, and stress through the home buying process.
How sleep & productivity are linked: "Wake up early is the new Work all night...Board of Innovation
The document discusses how sleep and productivity are linked. It notes that many successful entrepreneurs wake up early, between 5-6am, and start their day with a workout. They then report being more productive. The document also introduces Project Addapp, a startup that aims to link personal data trackers to help people better understand factors that affect their sleep and productivity. It encourages the reader to measure aspects of their life to optimize productivity, happiness, and understand how different areas are interrelated.
Why it's fair that Apple takes 30% of your money (30+ platforms benchmarked) ...Board of Innovation
The average fees of 30+ digital platforms benchmarked.
average fee paypal, airbnb, apple, itunes, gettyimages, etsy, amazon, groupon, gilt and many others.
Why 3M misses the mark: analysed with the Innovation Battlefield Framework (D...Board of Innovation
The document discusses an "Innovation Battlefield" framework for analyzing the value perception of product features from the perspective of customers. It uses the example of 3M Post-it notes to illustrate how features can be ranked on the framework based on how much pleasure they bring customers and whether the features would be missed if removed. The framework identifies six zones that features can fall into, including "unexpected awesomeness," "harder, better, faster," "expected essentials," "I don't care," and "it hurts, take it away." The reusable glue of Post-its is given as an example of creating "unexpected awesomeness" when first introduced.
The 8 values that define our culture at Board of Innovation - @boardofinnoBoard of Innovation
The document outlines the values and culture of an organization called Board of Innovation. It describes 8 values that make up their DNA: 1) We help each other to be amazing, 2) Share and be open-minded, 3) Always be creative, 4) Focus on self-development, 5) We are next gen, 6) Everyone is an entrepreneur, 7) Be responsible and enjoy freedom, and 8) Have fun. The organization aims to help large corporations innovate like startups and foster a culture of passion, purpose, creativity and continuous learning among its team.
The internal presentation discusses the emerging Maker Movement and its potential as a new industrial revolution. It notes that digital tools now allow anyone with an idea and laptop to design and prototype world-changing companies. The movement involves people collaborating online to share and modify designs that can then be manufactured in any quantity. This democratization of creation may enable a long tail of niche markets beyond traditional mass production models.
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9 Indicators That Prove That Your Innovation Programme Will Fail
1. and 13 actions to make it successful today.
curated by @arnevbalen
9 INDICATORS
that prove that your
Innovation Program
IS FAILING
2. 9 out of 10
Corporate Innovation Programs fail.
So bad.
3. 9 sentences
you should
never hear
13 solutions
you can
apply today
in this slideshow
in a Corporate Innovation Program to make it successful
4. “Our Dev/Engineers
have no direct contact
with clients”.
Huston says:
1/
*
* The image is a search result from an image archive. Reality may differ.
5. Sales and customer service
departments are specialized
in solving client problems with
off-the-shelf solutions. Coming
up with an experiment doesn’t
fit their job description and will
have a negative effect on their
performance review.
Product development
and engineers expect
sales and marketing
departments to deliver
them client insights to
design more relevant
products and services.
The innovative solution
doesn’t match customer
expectations. Oh man,
another unhappy customer.
“Our Dev/Engineers
have no direct contact
with clients”.
6. Go Agile
Buddy up an internal project manager with a
sales rep and evaluate them as a team like agile
organizations do.
what you can do“Our Dev/Engineers
have no direct contact
with clients”.
7. “The KPIs in our BU are
linked to Investment
and Return”.
Huston says:
2/
8. Managers have their own KPI’s and
growth objectives. If Manager X decides
to invest in an innovation program (e.g.
Innovation Accelerator) to create new
disruptive revenue streams for his Business
unit, the ideas will be created around
those objectives. Now imagine one of the
accelerator teams realizing that they should
pivot away from the original scope to keep
a viable idea relevant for the company as a
whole. Few managers will allow the team
to pivot in a way that another business unit
takes all the revenues.
9. Choose cross-
departmental funds
Finance uncertain projects with a cross-
departmental-fund (e.g. by CEO office) to
maximize pivot possibilities (and potential value
for the company).
what you can do“The KPIs in our BU are
linked to Investment and
Return”.
10. Thomson Reuters Catalyst Fund funds 30
projects every year and supports them with
lean startup coaching and best practices.
best practice
13. Imagine having 7 management
layers between an employee with
a brilliant idea and the director
that needs to allocate the budget
to make it happen. Each manager
will shape the idea to different
KPI’s and personal preferences.
All interesting and differentiating
factors, that make the idea
brilliant, will be gone by the time
an implementation decision can
be made.
14. Micro-finance ideas,
no string attached.
Give your employees some funds they can invest as they
wish. They’ll find the way to make the most of them to
improve their own way of working, or to initiate new
projects. And in the end, regardless the results, this also
incentivizes some healthy intraneurship in the company.
what you can do“Our governance slows
down (or kills) every new
initiatives”.
15. best practice
At Board of Innovation , all employees
have an experiment budget (€50/month)
to be used without questions asked.
16. With its Adobe Kickbox, Adobe gives their
innovation teams a $1000 prepaid credit
card to enable and accelerate intrapreneurs.
best practice
17. “Let’s go on, we already
spent 100k in this
project”.
Huston says:
4/
18. Killing projects is an hard thing to do for both
managers and project teams. Why? Firstly, it
transforms all investments in the project into costs.
Secondly, all people involved will have to accept
that they failed and let go of the project. Lastly, it’s
a challenge to know when a team tried everything
possible to make a project work.
“Let’s go on, we
already spent 100k
in this project”.
19. Create a Lab environment
where failure is part
of the game.
Create sidetracks for innovation projects (e.g. Labs, Accelerators,
Boot-Camps, Pressure cookers, Hackathons, etc.) that allow
intrapreneurs to pitch their results and call to action directly to key
decision makers, possibly top-management.
what you can do“Let’s go on, we
already spent 100k
in this project”.
20. Make the Excel sheet decide
for you.
Lean startup uses evidence-based to proof if a project can or will not
work. Many teams entering our corporate accelerator programs
are working on never-ending-money-draining projects, often
kept alive by internal politics. Using lean startup principles
in a safe environment is a perfect way to either kill or define
first implementable steps for the project.
what you can do“Let’s go on, we
already spent 100k
in this project”.
21. Call it Incremental
Budget.
Would you ever give your children the whole 1-year pocket
money, regardless their future behaviour? Decrease the
budget allocated to new projects, increase the number
of budget rounds and make the governance for budget
requests lighter. This will lower the risk of losing a big
investment and management has more chances to re-
evaluate (e.g. kill a project if necessary).
what you can do“Let’s go on, we
already spent 100k
in this project”.
22. “ROI is my best KPI for
investments”.
Huston says:
5/
23. Everyone knows that
uncertain projects need
more time to reach their
payback time. Most projects
(90%) don’t even reach
break-even. If they do,
though, chances are that the
ROI will be multiples of your
‘low hanging fruits’.
“ROI is my best KPI
for investments”.
Proj 1 Proj 2 Proj 3 Proj 4 Proj 5Proj 1 Proj 2 Proj 3 Proj 4 Proj 5
ROI in regular departments ROI in Innovation departments
24. Innovation has its own
accounting system.
Have a look at innovation accounting and see how to
measure innovation practices on different levels.
what you can do“ROI is my best KPI
for investments”.
25. Time-To-Market is
the new ROI.
Comparing projects based on projected on ROI
doesn’t make sense once the time to market
differs too much as ROI of long-term projects
is far more uncertain. Check out this insightful
article .
what you can do“ROI is my best KPI
for investments”.
26. “We don’t assign a
budget without clear
deliverables”.
Huston says:
6/
27. This investment strategy has been great for heavy
IT implementations, but it doesn’t work for projects
without a clear outcome yet. The push for control
and short term return (often driven by shareholders)
makes it impossible for uncertain projects to change
direction when needed. This increases the chance of
failure and premature project murder.
“We don’t assign a
budget without clear
deliverables”.
28. The progressive marketing department
of Cartamundi, a European board game
manufacturer, gives 10% of their marketing
budget to Pull The Trigger , a growth hacking
agency started by a former Board of Innovation
employee, to challenge their way of working
towards the same goals. This 10% can be seen
as a rule of thumb for experiment budgets and
time investment. It will decrease costs on the
long term.
best practice
29. ForestPlastics by Sappi and other
corporate startups that we support
have budget cycles of 3 months to
realign budget with deliverables.
best practice
30. Bart Remmerie , a former HR manager
of Elia Group, allocated part of his own
budget allowance to an initiative called
the ‘After Hours Guerrilla Club’ . The goal
of the concept was to enable and motivate
intrapreneurs to test new ideas and launch
them from the bottom of the company,
rather than the other way around. A great
way to enforce an innovation culture in the
company.
best practice
31. “We have a prototype
for our new service but
we’re scared to spoil our
reputation”.
Huston says:
7/
33. Don’t get us wrong here. It takes
decades to build a good company
reputation and it should be protected!
What we want to tackle is how risk
managers and corporate communication
departments flag any type of
experiment with clients involved. The
main issue is the difference in both
mindset and context understanding of
lean startup type experiments. Both risk
manager and intrapreneur will have to
meet in the middle.
34. If it’s a Beta,
say it out loud!
Framing the context of experiments
and immature services is key. You won’t
disappoint your current customers, and you’ll
make the early adopters amazingly happy.
what you can do“We have a prototype
for our new service but
we’re scared to spoil our
reputation”.
35. New Android releases are prelaunched in
beta communities (a group of clients that
want to test new products, search for bugs
and give feedback). Beta (or even Alpha)
launch should be all over the place.
best practice
36. Give the new service
a distinct brand.
You’ll get two advantages: not only to bring the attention
away from the parent company when experimenting new
services, but also to diversify your target.
what you can do“We have a prototype
for our new service but
we’re scared to spoil our
reputation”.
37. BNP Paribas launched a new bank (Hello
Bank) targeting only early adopters of
regular banking services to pilot new
products & services.
best practice
38. Ask for a
maximal liability.
Intrapreneurs can use the principle of ‘maximal liability’ when
asking for permission to execute a client experiment. It is the
maximal amount of monetary risk linked to an experiment.
Risk managers aware of this concept can also suggest ways
to decrease maximal liability, rather than saying “NO” to any
experiment with a risk higher than X.
what you can do“We have a prototype
for our new service but
we’re scared to spoil our
reputation”.
40. What we hear in every second innovation
session: “We will educate the market, like
Apple did in 2007 when they launched
the first smartphone”. Well, nice to be
challenged as an innovation facilitator,
but let’s face the facts: in the early
90’s, IBM launched the Simon Personal
Communicator. Next to calling, the device
was able to send and receive faxes and
emails. IBM didn’t succeed, but it sounds
like a smartphone to me .
“Apple invented the
smartphone”.
42. Taking inspiration
is not copying.
Don’t see smart copying as ‘stealing’; see it as being
inspired by others. The more you copy what works,
the better your offering will be. If you like this idea,
feel free to download our analogy cards for free and
start copying business concepts like an artist.
what you can do“Apple invented the
smartphone”.
44. “Coming up with
innovative solutions is
always on top of the job”.
…and “Innovation is only for new
projects” are quotes that we hear
when we have an innovation
workshop with non-innovation
professionals.
45. …and “Innovation is only for new
projects” are quotes that we hear
when we have an innovation
workshop with non-innovation
professionals.
“Coming up with
innovative solutions is
always on top of the job”.
“What new innovation? Can’t you see I’m too busy?!”
46. Put innovation in
your daily routine.
Dear companies, if you really want to be innovative,
you better start experimenting in existing projects.
Start small and create a culture of trying new ways
that question the status quo.
what you can do“Coming up with
innovative solutions is
always on top of the job”.
47. ING recently launched “PACE every day” , their
program to support all employees with everyday
initiatives to use PACE principles. PACE is ING’s
uniform language to support innovation and creative
thinking. It’s a mix of lean startup, design thinking, and
agile development principles.
best practice
48. VRT, a national public-service broadcaster
in Belgium, organises bi-weekly meetups
to tackle new topics in broadly aimed open
masterclasses. Next to that, they created
‘challenge’ cards for anyone to come up with
ideas on user-centered challenges that were
uncovered by the innovation team.
best practice
49. Did we miss anything?
Send your tips to
arne@boardofinnovation.com
That’s all Folks!
www.boardofinnovation.com