5 Cycles Remote Innovation - Systems
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1. The document discusses systems thinking and applying it to business and innovation. 2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system. 3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
5 Cycles Remote Innovation - Systems
- 1. Cycles The simplest, proven way to build your business. Systems
- 2. You gotta put in the effort to simplify ! Complexity Time / Effort Your message Your Target
- 4. Organization There will be 3 evaluations for your certification 1. Your group work + a review of your work by your team mates (45%) 2. A multiple choice test + Reflection (due 31/7) – (45%) 3. Submit one question to Simran by 09:00 tomorrow [email protected] Requirements A good final group presentation A review of your group 1 question + Test
- 5. Systems
- 6. What’s the core message today… View 1: To move forward effectively you need to focus your energies on the most important parts of your business, the best way to do this is to use a systems view to identify death threats and key opportunities. View 2: Bullets, then cannonballs. View 3: Going slow to go fast. Understand what you’re aiming at and why, take time to shoot bullets together, then fire cannonballs. Final
- 7. The Theory
- 8. What is a system ? 2 or more independent parts working together to achieve a common aim A way of doing things A good system = product of parts
- 10. System A bowl of fruit A football team A Kitchen A ToasterA Marriage Tools in a Toolbox Collection
- 11. A system versus a process A way of doing things (it doesn’t mean people will work together) A PROCESS is 2 or more independent parts working together to achieve a common aim A GOOD SYSTEM is
- 12. The construction of new roads increases the overall capacity of the communication system, and the situation improves (P1). Unfortunately, only for a short time. Shorter travel time attracts more car users. We use a car more often to run some little errands (P2). Average travel time increases (P2), more people buy cars, resigning from public transport (P3). Traffic gets even worse. Meanwhile, the income of public transport companies drops, and the quality of service (P4) deteriorates. We enter the death spiral of public transport!
- 14. A good innovation system A holistic view, so you can be honest with yourself A momentum , a way to do things that stick Purpose Process Persistency
- 15. The big value of systems They keep you learning and they keep you thinking
- 16. A systematic approach to making ideas happen
- 18. Cycles: The ABC’s Of Growth. Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Align/Ask Build Communicate Check Systematically Improve Idea Quality Time
- 19. ‘Fire bullets, then cannonballs’ approach explains the success of companies 10x better than big-leap innovations and predictive genius Jim Collins
- 20. Video: bullets then cannonballs
- 21. What an amazing idea !!
- 22. How to think in systems
- 24. Assembling the best car ever
- 25. Best Parts don’t a system make!
- 26. The world is often not linear Versus
- 27. The language of systems Turn knob Measure Change Causalities Filling a glass of water
- 28. Reinforcing feedback The engine of growth and decline. Small changes amplify causing accelerated growth or decline.
- 30. Work alone
- 32. How to think in systems
- 33. We resist system thinking Because it is harder and usually more confrontational
- 35. Some old, but very good advice 1. Appreciation of a system 2. Understand Variation Common Causes vs Special Causes 3. Understand human behavior 4. Theory of knowledge 20171982 1993
- 36. ICEBERG MODEL One cannot see the tip of the iceberg if the base is not deep enough! There is a lot more than the final outcome which goes unnoticed
- 37. Understanding Systems A system is complex. It is made up of interrelated components of people and processes with a clearly (or unclearly) defined, shared destination or goal. Appreciation of a system depends on quality leaders’ understanding the interconnectedness and interdependence. In a good orchestra people play together The same should happen in business
- 38. Variation Common Cause versus Special Cause Common Cause Special Cause Is inherent in the design of the process Is due to regular, natural or ordinary causes Affects all the outcomes of a process Results in a “stable” process that is predictable Also known as random or unassignable variation Is due to irregular or unnatural causes that are not inherent in the design of the process Affect some, but not necessarily all aspects of the process Results in an “unstable”” process that is not predictable Also known as non-random o
- 40. Innovation does not work in 94% of organizations You’re late for class because of a flat tire You’re always late for class 85% of start-ups fail Deming estimates : 94% of problems are due to common causes and are management's responsibility. He estimates that only 6% of problems are due to special causes Common Cause or Special Cause
- 41. Understand human behaviour Theory of knowledge Most psychologists agree that humans have an innate desire to perform well, to take pride in what they do. Successful organizations harness this by ensuring that systems allow workers to contribute towards improvement. Improvement isn’t something you do once and forget about, it isn’t a process with an end-point. Improvement within an organization has to be continuous.
- 42. How to think in systems
- 43. It’s Easy To Ignore What You Don’t Want To Do. The Stockdale Paradox (Named after Vietnam Prisoner of War) Retain faith that you will prevail in the end, regardless of the difficulties. AND at the same time confront the most brutal facts of your current reality, whatever they might be
- 44. Success is about getting everything “good enough” ++ +++ - +++ + + + + Failure Success
- 45. Option 1: You can fix a “death threat” ++ +++ - +++ Failure Succes s ++ +++ + +++
- 46. Option 2:You can find a “one thing”, that makes many things better ++ +++ - +++ Failure Success+++ ++++ + +++
- 47. 2 ways to be really effective parallel to sequentialmulti‐tasking to “unit asking”
- 48. Work alone
- 49. Find the answer here If only one parameter can be improved, in investing 40 hours, by given percentages, what would be your choice and why?
- 50. A simple answer! - Work where most progress
- 51. The most powerful tool ever invented for a start-up Do Now Do Later Don't do
- 52. A study by Economist intelligence with 312 companies split into 2 groups: Go, go, go Think, go , think, go (paused at strategic moments) The companies with strategic pauses achieved: 40% higher sales and 52% higher profits Slower is faster !
- 53. How to think in systems
- 54. What does it mean to learn as you go? Quite Simply… Test Learn Take Action
- 55. Mini versus Maxi Learning cycles Mini Low stakes beta test Bullet Maxi High stakes investment Cannonball
- 56. Your hypothesis matters Hypothesis, Test, Learn Take Action
- 57. A system of Active learning = The heart of Innovation Holistic and honest view. Accept and Overcome business shortcomings. Momentum: a way to doing things that stick Purpose Process Persistency Making decisions and taking action as you go An Innovation system is incomplete without active learning
- 59. If you got it right, launch cannonballs. If not, fire more bullets or try another target 1. Understand what you’re aiming at and why Alignment 2. Look for better solutions Build 3. Check progress Communicate + Check 4. Make decisions Systems
- 61. Work today What (review key risks) / Who will do what Mentor talks 2 groups 1. Risk Reduction 2. Pitch
- 63. Pitch / Demo Schedule Group Start End Eval 4 13:30 13:38 13:40 2 13:40 13:48 13:50 5 13:50 13:58 14:00 7 14:00 14:08 14:10 11 14:10 14:18 14:20 3 14:20 14:28 14:30 Break 14:30 14:45 6 14:45 14:53 14:55 1 14:55 15:03 15:05 10 15:05 15:13 15:15 8 15:15 15:23 15:25 9 15:25 15:33 15:35 Target 5 minutes Then 2 minutes for feedback 09:00 if you want to join the speed dating LINK = Lecture LINK Optional 11:00 CET Meet with your team to review feedback Team ready 13:30 CET LINK = Lecture LINK
- 64. Look back at your Mapping How user finds out about new thing How user finds out about new thing How user confirms they will use the new thing How user confirms they will use the new thing A realistic entry point Ideal ending (to test if users would actually do this) Failure Rate Failure Rate Failure Rate Failure Rate What could you do in 8 hours Failure Rate Failure Rate Failure Rate Failure Rate
- 66. A realistic Assessment What evidence of value What evidence value capture
- 67. Your pitch (max 5 minutes/ 8 slides) Your challenge / sprint objectives What you learned Your solution (4P) Evidence of innovation (value * Value capture) Your reco (shoot, continue with change, go) + next step Why – 3 reasons Live grading + comments Leader board
- 68. Break