Innovation and the S-Curve
-
date post
21-Oct-2014 -
Category
Documents
-
view
9.284 -
download
3
description
Transcript of Innovation and the S-Curve
![Page 1: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/1.jpg)
Innovation and the S-CurvePractical tips for managing innovation within your company
Ron NeumannMarch 19, 2013
![Page 2: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/2.jpg)
Agenda
• Innovation– Definitions– Types of Innovation– Invention & Improvement– Adoption
• S-Curve– 4 Stages of Growth– Continual Growth– Innovation within an Industry / Company– Speed of Change
![Page 3: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/3.jpg)
• Managing Your Innovation – Jumping the S-Curve– BEMI – Big Enough Market Insight– Managing Talent– Picking the Right Time– Getting Ideas
• 3 Horizon Growth• Disruptive Innovation• The Role of Culture and Leadership• Case Study – SlipStream• Innovation Assessment
Agenda (cont)
![Page 4: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/4.jpg)
Good Starting Definition of Innovationin•no•va•tion (ĭn´ ə-vā´ shən) n. Significant, positive change. ant: STATUS QUO Not necessarily technological.
Doesn’t have to be commercial.
Not incremental or just different (anymore), but significant.
“Innovation distinguishes between a leader and a follower.”
![Page 5: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/5.jpg)
Innovation – Many Things to Many People
“Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.”
- Peter Drucker
![Page 6: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/6.jpg)
Many Types of Innovation
1) Product – good or service that is entirely new or has significantly improved characteristics or uses;
2) Process – new or significantly improved method of production or delivery of a service;
3) Organizational – new method of organizing business practices, the workplace, or relations with outside organizations; and
4) Marketing – new developments in the design or packaging of products, the channels for distribution, promotion or pricing.
Oslo Manual of the OECD
![Page 7: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/7.jpg)
Invention & Improvement
Innovation differs from invention in that innovation refers to the use of a better and, as a result, novel idea or method, whereas invention refers more directly to the creation of the idea or method itself.
Innovation differs from improvement in that innovation refers to the notion of doing something different rather than doing the same thing better.
![Page 8: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/8.jpg)
S-Curve & Innovation
• S-Curve is a measure of the speed of adoption of an innovation.
• First used by in 1903 by Gabriel Tarde, who first plotted the S-shaped diffusion curve.
• This process has been proposed as the standard life cycle of innovations can be described using the ‘S-Curve‘.
![Page 9: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/9.jpg)
Adoption and the S-Curve
![Page 10: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/10.jpg)
Adoption and the S-Curve
![Page 11: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/11.jpg)
Stages of the S-Curve
Point of Diminishing Returns
![Page 12: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/12.jpg)
4 Stages of the Curve
• Startup• Growth - Scale• Maturation - Compete• Decline - Transition
• Innovation is different at each stage
![Page 13: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/13.jpg)
Challenges
• Startup– Survival, market validation, funding
• Scale– Increasing market, expanding to new
geography, increased manufacturing, hiring
• Compete– Increased number of competitors, lower
margins, heads down
• Transition– Compromises to stay alive, staff layoffs
![Page 14: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/14.jpg)
Double S-Curve Model
![Page 15: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/15.jpg)
Innovation within a Company - Apple
![Page 16: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/16.jpg)
Technical Innovation in an Industry
![Page 17: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/17.jpg)
Not All Innovations are Successful
Zenith– Radio– TV– Zenith Data Systems– HD TV (jumped into it too early)• Bought by LG
![Page 18: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/18.jpg)
New Pressure - Increasing Speed of Adoption
![Page 19: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/19.jpg)
Jumping the S-Curve
According to Accenture’s research, high performers:• pursue “big-enough” market insights—ones based
on changes in the marketplace that are certain to occur—and sure to shake up the competitive landscape
• resolve the conflicting needs of today and tomorrow—trading some of today’s performance for tomorrow’s gain
• build a hothouse of talent to nurture employees, which then attracts more people with skills and vision
• change top management while business is still thriving
• refuse to scale up for scale’s sake and actively manage the downsides of scale at every turn
![Page 20: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/20.jpg)
BEMI
• Big Enough Market Insight– Big enough (relative term)– Valuable enough– Certain enough
Example: Nintendo understood that if they made video games fun and interactive they could attract a whole new demographic.Creating the Wii
![Page 21: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/21.jpg)
Talent Hothouse
• If you are no longer attracting or developing stars, and your proven players are expectedly leaving, It’s a sign that overall performance has peaked and stagnation is settling in.
• It may also be a sign that your staff sees you have entered a mature market even if your sales have not started slowing down
![Page 22: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/22.jpg)
Picking the Right Time
• It is hard to start investing in the next major change when your company is profitable and growing rapidly
• It is better to use this momentum to grow into a new area or consciously decide it is time to maximize your profits in the current area
• If you are involved with trying to attract a buyer for your company that can further complicate investing in new growth
![Page 23: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/23.jpg)
Managing It
Constant high performance and innovation requires managers to break the future into manageable chunks. Apple moves smoothly from iPod to iPhone to iPad by plotting out cycles, and then working systematically within each one, using past success and resources to fuel market domination.
![Page 24: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/24.jpg)
Where Do Ideas Come From?
• Great ideas do not necessarily come from tech-focused research. They’re often derived by studying demographic, geo-political, societal, economic and other global dynamics
• Brainstorming for ideas does not often work
• Customer centric thinking is ideal, but hard to execute well
![Page 25: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/25.jpg)
Features or Sustaining Innovations
• Continuing to add features to one product is not the same as innovation
• It really just slightly modifies the one single s-curve. (i.e. There are 37 different iPods)
• a sustaining innovation does not create new markets or value networks but rather only evolves existing ones with better value, allowing the firms within to compete against each other's sustaining improvements. Sustaining innovations may be either "discontinuous" or "continuous"
![Page 26: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/26.jpg)
3 Horizon Growth
• Horizon 1 – current business• Horizon 2 – related business• Horizon 3 – completely new business
• Alchemy of Growth– Simple type of portfolio management– Great starting point– Teaches about the differences of
innovation
![Page 27: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/27.jpg)
Disruptive Innovation
![Page 28: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/28.jpg)
Examples of Disruptive Innovation
Innovation Disrupted Market Details of Disruption
Digital photography
Chemical based photography
First examples of digital cameras were very poor quality and laughed at
LCD CRT LCD were first monochromatic and low resolution
Wikipedia Traditional encyclopedias
Encyclopedia Britannica ended print production in 2012
LED lights Light bulbs Initial LED lights were only strong enough to be indicators, now replacing most lighting
![Page 29: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/29.jpg)
Role of Culture & Leadership
• There is no innovation without leadership• Innovation is a collaborative activity• No single person can manage the innovation for an
organization• Innovation often happens outside of normal process• Essential roles for managers
– Promoting an attitude and expectation of innovation– instituting policies and strategies that makes innovation
real – enabling innovation while engaging in dedicated
obstacle obliteration – Remove obstacles for staff
![Page 30: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/30.jpg)
Case Study
• SlipStream– Professors created compression
technology– Designed solution to accelerate Internet– Eventual target was wireless– Initial market was dialup
– I was hired as CEO in 2001
![Page 31: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/31.jpg)
SlipStream - Plan & Outcome
• Designed the company to sell in 4 years• Horizon 1 & 2 planning– Started in a declining market – Dialup
(to reduce competitors and increase ability to dominate)
– Needed the credibility of many users to move into wireless
– BEMI analysis • Dialup large enough to get started • ISPs needed us
– Wanted to sell during growth phase when we reached the wireless market
![Page 32: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/32.jpg)
Original Plan
Dialup Market
Wireless Market
4 years
SlipStream - Plan & Outcome
![Page 33: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/33.jpg)
5 years
Original Plan
SlipStream - Plan & Outcome
Outcome
• Created a new industry• Execution took an extra year, but
exceeded our plan.• Sold to RIM only a few months
after moving into wireless for > 2x original plan
• Interesting that 2 competitors that started in wireless were out of business when we moved into that market
![Page 34: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/34.jpg)
Innovation Assessment
• What stage are you on your primary project?• How many innovation projects do you have
under consideration?• How would you define a BEMI?
– How would you define a “large market” for your marketplace?
• Do you have the right team available to grow?• What skills are missing?• Do you have a 3 Horizon plan?
This is a starting point to your Innovation Plan
![Page 35: Innovation and the S-Curve](https://reader036.fdocuments.us/reader036/viewer/2022081716/54475ba8afaf9f51178b4a06/html5/thumbnails/35.jpg)
THANK YOU