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Experimentation and innovation presentation v0.3
The document discusses driving value and productivity through experimentation and innovation within organizations, highlighting the importance of a test-and-learn environment. It outlines three key stages for effective managed experimentation: establishing trust, goodwill, and business value while emphasizing the role of leadership in fostering an innovative culture. The case of Nestlé and insights from Airbus Chief Innovation Officer Yann Barbaux illustrate successful approaches to integrating innovation through partnerships and risk-taking.
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Similar to Experimentation and innovation presentation v0.3
Experimentation and innovation presentation v0.3
- 1. Drive value and productivity with EXPERIMENTATION ANDINNOVATION A publication of Daniel Lock Consulting.
- 2. Want to skipahead? Here’s what we’re going to cover. A. COMMON MANAGEMENT APPROACH • The test and learn environment B. INNOVATION THROUGH PARTNERSHIP • How competitive collaboration works C. THREE KEY STAGES • Create the perfect managed experimentation process D. MAKING INNOVATION FLY • How one of today’s great innovation leaders works
- 3. COMMON MANAGEMENT APPROACH The Test andLearn Environment
- 4. How experimentation works inbusiness today • • Large scale and company-wide, or Conducted by small focus groups targeted for purpose The problem with these approaches: • Can be large, unwieldy, and difficult to manage, or • Lack of resource and seen as peripheral to business strategy
- 5. EFFECTS OF EXPERIMENTATION ONA BUSINESS Properly managed and measured experimentation affects a business by charting: • • • Business course and strategy Products and Services Industry and business positioning
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- 7. Spreading your experimental wings • • • • • Create aninnovation culture Go large scale, and bring on board external expertise Create faster innovation Increase internal knowledge base Extend customer base
- 8. The Story ofNestlé 1 2 An inbred innovative culture Managed internally to large scale 3 Created ‘Sharing is Winning’ Strategy 4 Partners with some of the world’s largest companies
- 9. THREE KEY STAGES Createthe perfect managed experimentation process
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- 11. Middle managers areoften unwilling to take risk: • Failure often leads to no bonus, no pat rise, possible firing • So business strategy is narrowly framed • Conducted in a risk averse atmosphere • Leading to Rigidity and over-planning CEO’s and Strategy Officers must learn to trust middle management • Reward innovative failure • Release the middle manager from constraints of risk aversion • Allow greater experimental nature
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- 13. Establishing goodwill requires • • • • Leadership fromthe top Direction that creates an innovative and experimental culture Metrics of success (and failure) measurement Learning from past experience and innovating the experimental model
- 14. The Example of3M In establishing company-wide goodwill 3M management took several initiatives: 1 A mandate for employees to ‘change the basis of competition within your business unit.’ 2 Allowing risks to be taken 3 Time allotted to develop novel and revolutionary strategies, products, and services. Further to establishing such a high level of goodwill from board level all the way down, 3M also expects 25% of revenues to come from products launched in the previous three years.
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- 16. VALUE Set a charterfor risk and experimentation, and an expectation of a flow of new products and services. Without value creation, then an innovative and experimental culture is redundant, even bankrupt. Ensure the partners to your innovation are encouraged to be innovative and experimental in their approach. Lead from the top, with a culture of innovation and experimentation pointed firmly toward value creation • Ensure your innovation partners benefit from the following: • Well defined responsibilities • Encouraged to take risks • A defined set of success metrics
- 17. MAKING INNOVAGTION FLY How oneof today’s great innovation leaders works
- 18. Learn to innovate fromYann Barbaux Chief Innovation Officer at Airbus, Head of EADS Innovation Works • Fostered trust and goodwill throughout internal innovation partnerships • Mandated fast and systematic screening at each decision making level • Provided senior management guidance down the line • Encouraged experimental attitudes to strategy and product development • Defined clear roles and goals
- 19. Without the leadership,and experimental entrepreneurship of Yann Barbaux, Airbus may never have produced the…. AIRBUS A320
- 20. BY Daniel Lock. Twitter:@DanielLock | Web: DanielLock.com
- 21. Do you havebusiness goals that require innovation … …can help with that.
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