As technologies advance, customer expectations evolve, and market conditions shift, our competitive landscape changes. A changed competitive landscape, therefore, requires a new 20%. Herein lies a critical lesson on how to design and orchestrate high impact innovation programs: to help identify, test, and build the new 20% critical to capture 70% of new value.
Innovation increasingly matters. The data supports what many intuitively know;
Building your capabilities to do so over and over again requires, from our perspective, an agile innovation, one in service to your strategic objectives and adaptable to identify, explore and catalyze the new 20% critical to capture 70% of new value. Effective innovation programs put in place rigorous, effective methods, processes, analytic insights and collaborative platform to help you do so.The adjacent figure depicts the core elements underlying high impact innovation programs.
Our proposition to you is crisp: Help you strengthen your innovation capabilities to identify and catalyze the new 20% of capabilities critical to capture 70% of new value. Our advisory partner designed, deployed and enhanced innovation programs with organizations – both public and private around the world. Some of their clients included Shell Oil, Exxon, City of Cape Town (Smarter Cities), a large Asian Banking Group out of Singapore, Department of Health (South Africa), CitiGroup, Nike, National Defense University, Mayo Clinic, Caterpillar, Dow Chemical, and many others.
Orchestrate alignment with strategic objectives as well as ‘where to focus’ to capture new sources of value in new ways.
Ensure a relevant mix between incremental, adjacent and breakthrough efforts, depending on time frames and risk / return profiles
Clarify when to use different methods / capabilities for the right reason. Different types of tools, techniques and methods exist – ranging from rapid prototyping, lean-startup, business model canvas, always-on challenges, shark-tanks, hackathons and so on.
Design what is needed when, and with whom to partner to do what, given that innovation programs require a variety of capabilities to orchestrate and roles for different folks to play.