innovation and ict
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1 Heerlen, February 22nd 2010
INNOVATION AND ICTGASTCOLLEGE@HSZUYDBRING IDEAS TO LIFE
JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT
PUBLIC
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INTRODUCTION
INNOVATION AND ICT
Jean-Pierre Beelen– Director Minor ICT Management– Lecturer
– Principal Consultant Getronics– Background
• Business Informatics• > 20 years experience ICT Management• > 10 years experience (Sales)Consultancy• > 10 years experience Solution / Services Marketing
– Specialism• Business Development• Marketing and Portfolio analysis• ICT Management
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AGENDA
• INTRODUCTION• CHANGING WORLD• WHAT IS INNOVATION?• PRODUCT VALUE• WHY INNOVATION?• WAYS TO INNOVATE• TYPES OF INNOVATION• INNOVATION PROCESS
– INCREMENTAL– CO-CREATION
INNOVATION AND ICT
A
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LIFESTYLETRENDS
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WHAT IS INNOVATION?
INNOVATION AND ICT
Innovation is a new way of doing something or "new stuff that is made useful“. It may refer to incremental
and emergent or radical and revolutionary changes in thinking,
products, processes, or organizations
Wikipedia
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PRODUCT VALUECOMPETITIVE STRATEGIES
INNOVATION AND ICT
Treacy en Wiersema
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COMPETITIVE STRATEGY: BRAND
INNOVATION AND ICT
Brand in 1950
Core elements dominant
Layer of meaning
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Brand in 1950 Brand today
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The whole market
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BRANDS POSITIONED BY COMPANIES
INNOVATION AND ICT
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BRANDS AS SEEN THROUGH THE EYES OF THE AUDIENCE
INNOVATION AND ICT
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BCG MATRIX: TYPES OF PRODUCTS
INNOVATION AND ICT
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WHY INNOVATION?
INNOVATION AND ICT
It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin
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‘Skate to where the puck is going, not to where it is’
Wayne Gretzky
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WAYS TO INNOVATE
INNOVATION AND ICT
• Incremental innovation introduces relatively minor changes to the existing product, exploits the potential of the established design, and often reinforces the dominance of established firms. Although it draws from no dramatically new science, it often calls for considerable skill and ingenuity and, over time, has very significant economic consequences.
• Modular innovation changes a core design concept without changing the product's architecture.
• Architectural innovation changes a product's architecture but leaves the components, and the core design concepts that they embody, unchanged.
• Radical innovation, in contrast, is based on a different set of engineering and scientific principles and often opens up whole new markets and potential applications.
Source: Henderson & Clark, 1990, Architectural Innovation,
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INCREMENTAL INNOVATION
INNOVATION AND ICT
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MODULAR INNOVATION
INNOVATION AND ICT
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ARCHITECTURAL INNOVATION
INNOVATION AND ICT
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RADICAL INNOVATION
INNOVATION AND ICT
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Types of innovation?
INNOVATION AND ICT
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technology innovation
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process innovation
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product & service innovation
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business model innovation
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INNOVATION ADOPTION CURVE
INNOVATION AND ICT
“Innovators” “Early adaptors” “Early majority” “Late majority” “Laggards”
“The C
hasm
”
ParadigmShift
EMERGING
Grab theMarket
INNOVATION
Strategic Investment
• Next wave of technologies we want to lead
• Expected to move to “global
specialization” in 12 months
• High Revenue, Decreasing Margin
• Global drive for market share growth and profitability
• Possess delivery capabilities,
strong credentials • High margin, global
opportunity • Aspire to become
famous • Grab market share• Productivity and reuse frameworks begin to mature
VOLUME
IndustrializedProfit
GLOBAL SPECIALIZATIONProfitableGrowth
• Invest ahead of the curve to dominate on the market later
DIVEST
Asset Reallocation
• Commodity market• Drive for
outsourcing of capability
• Reskilling & redployment of assets to meet new market demands
1 Source: „Inside the Tornado“ by Geoffrey A. Moore
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THE INNOVATION PROCESS: SIMPLE VISION, HIDDEN COMPLEXITY
INNOVATION AND ICT
Generate Ideas Focus Educate Stimulate Capture
Evaluate and Select Assess relevancy Frame, aggregate ideas Quantify value Prioritize
Develop and Implement Confirm market, impact Organize project Develop and test Integrate with existing operations
Recognize and Learn Reward innovators Analyze learnings Improve processes Review opportunities
Culture, Discoveries,
Hunting,Gathering
Valley of death
Too many ideas
Fix broken processes
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PRODUCT DEVELOPMENT
PROCESS
INNOVATION AND ICT
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PRODUCT DEVELOPMENT PROCESS
Process steps & deliverables
ScopingGATE
Buildbusiness
case
GATE
Go/No-go Go/No-go
Build & deploy
GATE
Go/No-go
GATE
Go/No-go
Testing & validation
Go/No-go
Launch & review
GATE
Idea
Fast track
ControlledDocuments
Discovery
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Logical peaces defined as phases with each clear deliverables and budget
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SOLUTION DEVELOPMENT PROCESSPHASE 0 - DISCOVERY
INNOVATION AND ICT
Idea evaluation
No Go
Concept Definition
Idea
Concept Definition Document
Next Stage PlanPlan activities next stage
Gate 1Request to go to next phase
Approved
Denied
Record Denied Idea
Denied Idea History Log
Idea Merit Index
Short description and a quick check of idea against predefined criteria.
Concept Definition – captures:- Short description of the idea or concept, what it is and how it works- Target market- Key value proposition- Window of opportunity- Benefits to target market, customers and Getronics- The business opportunity from technical, operational, partnering perspective- Identification of any show stoppers
Idea evaluation – Validation of idea against Idea History log and ranked against criteria:- Strategic fit- Market attractiveness and size- Complexity of technical feasibility- Complexity of organisation feasibility- Competitive advantage
Plan activities next stage – Project plan for the next stage and required resources.
Gate 1 – Go/No Go to go to the next stage based on the outcome of the idea evaluation and approval of the Next stage plan and requested resources.
Record Idea – Record denied idea information in the Idea History Log document for future reference.
Next phase
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SOLUTION DEVELOPMENT PROCESSPHASE 1 - SCOPING
INNOVATION AND ICT
Gate 2Request to go to next phase
Technical Assesment
Market & Solution Definition Document
Technical Architecture Document
Impact Analysis Score Card
Market Assesment
Preliminary Financial
Assesment
Project Plan next Stage
Initial Financial Business Case
Plan activities next stage
Denied
Approved
Operational Assessment
Operational Model
Denied Idea History LogRecord Denied
Idea
No Go
Next phase
Previousphase
A quick investigation on market potential of idea and sculpting of the project.
Market Assessment – addressing: - Addressable market, size and segmentation- Solution description and portfolio fit- Customer needs versus value proposition
Technical Assessment – addressing: - Likelihood of technical feasibility- Architecture design, construction and development- Possible partners and products- Compliance to FRW and security standards
Operational Assessment – addressing:- Operational tasks- Inventory of organisation- Regulatory and legal governance- Compliance to standard tooling
Preliminary Financial Assessment – addressing: - financial elements- rough financial projection
Impact Analyses – addressing:- Fit to Portfolio Strategy, Road Map and Business Plan- Likelihood of positive return and business risks- Likelihood of technical feasibility- Fits regulatory landscape and/or legal policies- Impact on organisation and resourcing
Plan activities next stage – Project plan for the next stage and required resources.
Gate 2 – Go/No Go decision based on the outcome of Impact Analyses (Score card), approval of the Next stage Project plan and requested resources.
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The detailed homework and upfront investigation work on business viability of the idea and scoping of the project.
Market Analyses & decisions – addressing:- Market entry strategy decisions on marcomms- Product positioning, win statement and pricing policy- Channel strategy and cost of sales
Interviews & Trial Customer Selection – addressing: - Conducting customer interviews- Concept testing with customers- Selection of Trial Customer(s)
Technical Analyses & decisions – addressing:- choice of Partner and Product- Costing of components- Final Architectural design and evolution
Operational Analyses & decisions – addressing:- Decision on Delivery department- Resource forecast and costing
Detailed Financial Analyses – addressing:- Financial projections- Risks and sensitivity analyses- worst case, best case, most likely senario- Project prioritisation
Gate 3 – Go/No Go decision based on:- Quality check on the deliverables- Outcome of the Business Case- Evaluation and approval of the Next stage Project plan.
If a Go an approval is given to form a project team to complete the next stage.
SOLUTION DEVELOPMENT PROCESSPHASE 2 – BUILD BUSINESS CASE
INNOVATION AND ICT
Next Stage Plan
Detailed Financial and Business
Analysis
Technical Analyses and
decisions
Market Analyses and decisions
No Go
Business Case
Plan activities next stage
Denied
Approved
Financial analyses Report
Gate 3Request to go to next phase
Operational Analyses and
decisions
Interviews & Trial Customer(s) seclection
Customer List
Record Denied Idea
Denied Idea History Log
Response to RFPVendor Selection process
Next phase
Previousphase
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SOLUTION DEVELOPMENT PROCESSPHASE 3 – BUILD & DEPLOY
INNOVATION AND ICT
The actual design and development of the new Solution.
Technical Dev. & Imp. – All activities that are required to design, build and test the new product/service according to specification incl. Operational Support Systems (OSS) and training personnel if required.
Process Dev. & Imp. & Tr. – Development and implementation of all processes required to sell, build, deploy manage and support the new solution during its life cycle. Configuration of Business Support Systems (BSS), Operational Support Systems (OSS) and development of business reports. Training of process, process interlocks and tools.
Marketing Dev. - The development of Sales guide, Sales & Support training program, Customer presentation, Pricing model, Order form, Contract (GTC, description, SLA), Proposal text, Folder/Leaflet/Factsheet, Advertising text/picture/photo/video, Marcoms and Sales Channel Strategy.
Operational Readiness Test (ORT) – Internal operational walk through of the process from sale-order-delivery-invoice-maintenance & support.
Improvement Process – Fix problems which occurred during the ORT within mandate of the project and update documentation.
Gate 4 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the ORT, Updated Business Case (Financial) and next stage plan (resources and timelines).
Project Stopped – extreme situation, problems could not be solved and keep the business case positive.
Next phase
Previousphase
Operational Readiness Test
(ORT)
Design Documents
Test Results & Recommendations
Detailed workinstructions
Marketing Collateral
Next Stage PlanPlan activities next stage
Technical Development & Implementation
Process Development &
Implementation & Training
Marketing Development &
Planning
System Functional Requirements
Sales Plan
BI Reporting Requirements
Gate 4Request to go to next phase
Approved
Denied
Project Stopped
Improvement Process
Marcomms Briefing
Test DocumentsInstallation & Configuration
Guidelines
Service Component (SC)
Description
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SOLUTION DEVELOPMENT PROCESSPHASE 4 – TESTING & VALIDATION
INNOVATION AND ICT
Execution Customer Trial
Evaluation Results
Trail Results Analysis
Next Stage PlanPlan activities next stage
Trial Analysis & Recommendations
Improvement Process
Gate 5Request to go to next phase
Denied
Project Stopped
Approved
Customer & Internal Evalution
Next phase
The verification and validation of the delivery of the new Solution to a customer.
Execution Customer Trial – First sale which follows the complete process from contract-delivery-billing-support-collections..
Customer & Internal Evaluation – capturing:-What went well and what went wrong- Recommendations- Additional functionality - Must have fixes and nice to haves- Validation of value proposition
Trial Results Analysis – Customer evaluation results and are analysed and impact classified
Improvement Process – Fix problems which occurred during the Customer Trail within mandate of the project.
Gate 5 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the Customer Trail and next stage plan for the commercial launch of the new Solution.
Project on hold – extreme situation, major show stopper(s) occured during the customer trial.
Previousphase
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SOLUTION DEVELOPMENT PROCESSPHASE 5 - LAUNCH
INNOVATION AND ICT
Sales Training
END
Publishing Sales Collateral on Intra-
& Internet
Hand-over to Portfolio Life
Cycle Process
Trend Business Case
compliant?
Yes
No
Monitor Performance (KPI)
CampaignsEventsAdvertising
Execution Sales Plan
Execution Delivery & Support
Execution Marcoms
Mailing
Execution Billing & Cash
Collection
Leads
Contracts
Printing & Distribution Marketing Collateral
CaseFactsheet
LeafletFolder
Quality Improvements
Previousphase
Full commercial launch of the new Solution.
Sales Training – Training of the sales, sales support, bid management and delivery organisation(s) addressing ins and out of the new solution, target market, positioning, competition, pricing and procedures.
Printing and Distribution Market Collateral – Printing of material and distribution to the designated sales contacts.
Publishing Sales Collateral on Intra- & Extranet – Internal and external communication of the new Solution via the web, posting of documents; Sales Brief, Quick Reference guide, Customer Presentation, Standard Proposal, Contacts and news message.
Execution Marcoms – External communication to promote the new Solution to generate sales leads.
Execution Sales Plan – Execution of Sales plan turning leads in to contracts and manage targets against business case. Activate sales incentive plan.
Execution Delivery & Support
Execution Billing & Cash Collection
Monitor performance – The KPI’s of the end-to-end process sales-delivery-billing-support-Cash collection is monitored closely to spot issues quickly.
Quality Improvements – Corrective actions taken quickly when issues arise
Hand-over to Product Life Cycle Process – Process for developing new variants and releases.
END – Portfolio Development Project ends. Lessons learned are documented and Post Project review plan created for review of the Business Case against actual in the near future.
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CO-CREATION
INNOVATION AND ICT
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APPROACH
INNOVATION AND ICT
Brainstorm on external and internal co-creators
Mainactivities/goals
Outcome Inspiration Exploration Areas, new teams
Ideas ready for co-creation
Define evaluation criteria
Longlist exploration areas
Selection high potential areas
Present idea sheets
Get feedback on and rate concepts
Discuss co-creation next steps
Internal people involved
External people involved
Present ideas, vision so far
Co-create: Vision, Opportunities, Concepts, Approach
Get developed concepts: impactful and relevant
Optimise concepts and choose ones to present
Present best concepts to board
Project introduction
Topic discussion
Presentation co-creation
Co-created concepts Feedback on concepts. GO?
Make idea document, test w/ min. 2 people
Homework Test developed concepts further w/ min. 5 people
Matchmaking - Project Explore teams
Present ideas, vision so far
Co-create: Vision, Opportunities, Concepts, Approach
Get developed concepts: impactful and relevant
Co-created concepts
Test developed concepts further w/ min. 5 people
Core explore team
Internal feedback Internal Getronics joining co-creation &
testing
External experts and customers joining co-creation & testing
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THE PROJECT EXPLORE ‘SWEET SPOT’
INNOVATION AND ICT
The sweet spot is the starting point for the development of ownable, end-user centric, future-proof concepts for Getronics.
PRIVATE LIFE
WORK LIFE
IT TELECOM
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/ Baseline BP Communication 0.1
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PROJECT EXPLORE 2009 – GEO+
INNOVATION AND ICT
BEST CONCEPTS FOR GETRONICS
CLOUD+• ‘BUSINESS APP-STORE’• Self service portal for company
apps with employee benefits
SOCIAL+• ‘GETRONICS GARDEN’• Internal idea seeding, growth and
harvesting in a supportive environment
GEO+• ‘COLLEAGUE FINDER’• Efficiently arrange meetings with
colleagues, based on time & place
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PROJECT EXPLORE 2009 – GEO+
INNOVATION AND ICT
GETRONICS GEO+ CHALLENGE
DISCUSSION TOPICS
• Don’t change the world, but make it work. Know what is happening and use it.
• Connect the Dots like no one else can. Clients trust Getronics.
• Create momentum internally: a shared understanding of how to get from A to B.
• Go from service integrator to service aggregator.
• Sell a concept, not a product.
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CONCEPTS
INNOVATION AND ICT
THE NEW HUMAN
VIRTUAL COMPANY
COLLEAGUE FINDER
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PROJECT EXPLORE 2009 – GEO+
INNOVATION AND ICT
‘COLLEAGUE FINDER’
WHAT IS IT?
Efficiently arrange meetings with colleagues, based on time & place
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PROJECT EXPLORE 2009 – GEO+
INNOVATION AND ICT
WHAT MAKES IT HNW?
Solves real needEase of life
Workspace integration
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One platform to work more
efficiently with colleagues
Easy try-outs, use existing technology
Low investments
Expand with additional paid
services*
COLLEAGUE FINDER
*traffic info, personal expertise overview, proximity notifications, etc.
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Extension option: full-
service agenda product
COLLEAGUE FINDER
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MOCCA LITE – MOBILE APPLICATION
INNOVATION AND ICT
MOCCA Lite (working title)• MO ->Mobile Colleague • C -> Colleague• CA-> Calendar• L(ite) -> Locations
MOCCA Lite is a unique mobile concept combining geographic location of both user and colleagues within the Active Directory of an organization and Calendar features.
The application at this point is a demo version in a real live Microsoft Exchange 2007 environment
Currently, the application consists of basic BUT UNIQUE features
The project is suitable for any mobile platform
The application has been developed in close cooperation with preferred supplier Sywan.
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CURRENT FEATURES
INNOVATION AND ICT
UNIQUE CONCEPT OF COMBINING MICROSOFT EXCHANGE AND iPHONE• Outlook Exchange Calendar• Exchange Active Directory• Geographic location• Colleague and user availability• On browsers, iPhone, Windows Mobile, Android and Symbian• And more to come ….
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JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT
JEANPIERRE.BEELEN@GETRONICS.COM /È +31 (0) 6 520 508 70
PUBLIC
PERSONAL PERFORMANCEBUSINESS RESULTS
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