Large Companies. at transformational and disruptive innovation Peter Koen. All Rights Reserved. Why

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1 Large Companies at transformational and disruptive innovation 2015 Peter Koen. All Rights Reserved Why

2 Transformational and disruptive innovation? Brown, B. and Anthony, S. How P&G Tripled Its Innovation Success Rate, Harvard Business Review, June 2011 Koen, P.A., Bertels, H. and Elsum, I.R., The Three Faces of Business Model Innovation: Challenges for Established Firms, Research - Technology Management, 55, 3; 52-59, May June Sustaining Innovations 4

3 Transformational Innovations 5 Disruptive Innovations

4 Large companies have difficulty with transformational innovations

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8 Why is it so difficult? Koen, P.A., Bertels, H. and Elsum, I.R., The Three Faces of Business Model Innovation: Challenges for Established Firms, Research - Technology Management, 55, 3; 52-59, May June Bertels, H., Koen, P.A., and Elsum, I. Business Models Outside The Core: Lessons Learned From Success And Failure, Draft at Research-Technology Management. Large companies are not innovative

9 90 Sales P&G Income Billions Compounded Annual 5 year Sales Growth = 2.9%

10 Be sure to ask about the side effects OK large companies are innovative BUT not in developing new business models

11 Why are new business models so difficult for large companies? 3

12 Business Model Rigidity Leaders will make significant investments in transformational innovation, but will force the solution into the sustaining business model Gavetti, Giovanni, Strategy Formulation and Inertia, HBS School Case , January 10, 2005.

13 Business Model Rigidity Kodak invests $5 billion in digital over the next 10 years (40-50% of R&D budget)

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15 The Church of New Finance Adopted from a Clay Christensen presentation

16 Common methods of financial analysis systematically bias against high risk innovation

17 IHFY Income in a Hypothetical Future Year Goal is to estimate 3x 10x to determine potential income provides enough value to the firm Presentation from John Evans, VP of Engineering and Technology, Lockheed Martin 33 3

18 Apply the same FEI management methods we use in sustaining to transformational innovations Strategy and Scope Market and Customer Traditional FEI for sustaining innovation projects Competitor Analysis Project Plan Financials Business Plan Market Test

19 Learning Strategy Follow a plan to learn Loop around the Basketball Court Adopted from a Clay Christensen presentation 37 Can t Use Stage Gate to manage transformational innovation

20 No business plan survives the first contact with the customers Adopted from Blank and Dorf, The Startup Owner s Manual, KS Ranch, 2012 Business plans are valuable in sustaining businesses when you can execute on the plan

21 Some facts from start-ups 41 Most start-ups fail

22 And the ones that succeed change their original business model 66% of the time Quoted from Ash Maurya 90% of transformational innovation projects change their business models 4 times before they get it right Adopted from Mark Johnson, author of Seizing the White Space, HBR,

23 Sustaining businesses execute a business model, transformational innovations search for one Adopted from a Steve Blank presentation The true product of the transformational innovation effort is the business model NOT the solution

24 For managing transformational innovations in large corporations Lean start-up

25 Business Model Lean Start-Up Very early customer/user visits Minimum Viable Prototype Uses the business model as a converging tool for brainstorming for transformational business hypothesis

26 2. Early and abundant customer visits We often wait too long to talk with customers Adopted from Blank and Dorf, The Startup Owner s Manual, KS Ranch, 2012

27 3. VERY EARLY, fast low fidelity prototyping Show this Don t wait for this

28 4. Rapid Learning Business Model Customer Visits Prototype Business Model Customer Visits Prototype Business Model Customer Visits Prototype Experiences with large corporations

29 Experience Implementing lean start-up in 3 large companies 2 are in the top 10 innovators in the world Teaching lean several start-up as part of the EMTM Corporate Entrepreneuring Course Teaching lean start-up as part of Mgt 103 freshman engineering class of over 500 students on entrepreneurship 6 Lessons Learned

30 All of the companies struggled with getting to the right problem 59 Many innovations fail not because of a fatal flaw in the innovation itself, but because the company fails to understand the problem they are solving

31 Newton: Enamored by technology. PC in your pocket. Not what functions are needed by mobile user Segway: A transportation device for everyone NOT for someone. Not determining which users have a problem requiring the attributes of a Segway

32 Google Glass: A mobile device for everyone. Not determining which users have a problem requiring it

33 .Google didn t improve Glass in specific ways for an application to attract users from a target market to buy Glass. In the end, by trying to be a cool tool for everyone Glass ended up being something nobody really needed -Forbes, Feb 12, 2015, Adam Hartung 65 Apple Watch: What problem are they trying to solve and for whom?

34 What is the right problem?

35 Incubators for 3rd world rural regions

36 Is this the problem? Rural clinics in India, Bangladesh, Nepal, Cambodia and Indonesia need a much lower cost and maintenance free incubator so that they can prevent premature babies from dying. Neonuture Incubator

37 Is this the problem? Desperate parents living in remote villages without electricity and are far from clinics needs the means to give her dying baby a chance to live

38 2 Confuse solution attributes with the solution

39 Solution Attributes Map Importance Coffee Taste Bland Rich Flavor Notes Ready to drink 1 min 5sec Time to clean > 10 min < 1 min Easy to use Complicated Seamless 78

40 3 Osterwalder s Business Model Canvas does not work in the FEI for transformational innovations

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42 To use as a brainstorming tool each item on the canvas MUST be distinct and explicit 83 FEI Canvas Developed specifically for large companies

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44 FEI teams focus on the wrong customers People who need new product lead users create custom solutions lead users early adopters Standard Products Available routine users laggards 88

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46 Most envision the prototype as a fully featured solution The initial prototype is often much more minimum than you think

47 Courtesy of IDEO 6

48 Consistently make wrong assumptions in specific areas of the canvas Bertels, H., Koen, P.A., and Elsum, I. Business Models Outside The Core: Lessons Learned From Success And Failure, In draft at Research-Technology Management 96

49 and in conclusion Lean start-up should be used to manage transformational innovations in large corporations 98

50 6 Implementation Lessons Learned Focus on the problem your are solving Reframe it as a POV

51 Don t confuse the solution with the solution attributes Use the FEI canvas for transformational innovations Sustaining Transformational

52 Focus on lead users and early adopters NOT routine users Embrace very early prototyping as a collaborative and communication tool

53 Embrace rapid learning to compensate for wrong assumptions 106