Stanford modellen Kjeld Lisby, Chief Innovation Officer, North Denmark Region.

1. Stanford modellen Kjeld Lisby, Chief Innovation Officer, North Denmark Region. Solstrand, maj 2014

2. The Stanford model In general The strategicexersise. EscapeVelocity – Leadership/Management. Rapid Prototyping – The operating model. Summing up

3. Peter Drucker on business - 2 Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: 1 – marketing 2 – innovation Marketing and innovation produce results; all the rest are costs.

4. Alice’s Adventures in Wonderland Would you tell me, please, which way I ought to go from here? That depends a good deal on where you want to get to! Then it doesn't much matter which way you go! I don't much care where…so long as I get somewhere Charles Lutwidge Dodgson

5. Strategy Say the word: Strategy, and we get a sense of drinking of the management profession’s vintage wines. It is here leadership becomes an art and an elevated activity. Overview and mastermind. We drink the drops from the Zun Tzu’s Art of War, and sense with Von Clausewitz the satisfaction and pride of the grandeur in the view of the battle field. At te same time there is something evanescent about the concept of strategy. We sense the importance of the Strategy, use our strenght on putting together carefully thought out battle plans, just to experience how the battle takes another turn and the strategy crumbles. Kristian Dahl, Business Psychologist Strategy is exploiting the battle to win the war. Tactic is use of the military forces to  win the battle.  Clausewitz Strategy is the art of distributing military means to fulfil the ends of policy. Liddell Hart Mintzbergs five P’s: Plan Ploy Pattern Position Perspective A strategy is an action – taken as a means to an end – in a situation where the outcomealsodependsonotherpeople’s actions and strategies. (PaxLeksikon) Strategy, a word of military origin, refers to a plan of action designed to achieve a particular goal. (Wiki)

6. The strategical exercise – has it been done?

7. Strategic Execution Framework (SEF) Who are you? What is the context? Where are you going? What needs to be created? How will we build it? How will you operate?

8. The Strategic Execution Framework (SEF) The SEF helps organizations improve how they innovate (execute their strategy) through project-based work (PBW).

9. Ideation Clarify and communicate your company’s purpose, identity, and long-range intention Develop the who, why, and where

10. The SEF: Six critical relationships Ideation—Purpose, Identity, and Intention Nature—Culture, Structure, and Strategy Vision—Goals, Metrics, and Strategy Engagement—Portfolio and Strategy Synthesis—Portfolio, Programs, and Projects Transition—Programs, Projects, and Operations

11. Escape Velocity (Leadership and Management) Free Your Company’s Future from the Pull of the Past

12. Achieving Breakout ResultsWhat Does It Take to Gain Escape Velocity? We need to get smarter about power • Focus on Power before Performance • Power fuels performance • Performance converts power into returns • Focus on Leadership before Management • Leadership develops power • Management delivers performance

13. Three Investment HorizonsWhere Breakout Innovations Get Stuck Also not a problem Still in the far future Break-Out Categories On-board next generation for future growth Horizon 3 ROI in 36 to 72 mos Current Categories Meet Performance Commitments Future Category Options Develop options for future growth Horizon 2 ROI in 12 to 36 mos Sticking point (The transition to material resourcing) Horizon 1 ROI in 0 to 12 mos Not a problem Fits in with status quo

14. Resource Allocation DynamicsHorizon 1 is the Enemy of Horizon 2 • Horizon 1 is responsible for current operating results and has the most organizational power • H1 managers to hoard scarce resources to ensure they can meet their immediate commitments • H1 managers block H2 initiatives because they compete for the same pool of scarce resources • H3 does not compete with H1 and is unaffected by any of these portfolio dynamics This is not an innovation problem This is a resourceallocation problem

15. Meeting the Horizon 2 ChallengeNew Prescriptions in Five Key Areas Number of H2 Initiatives Planning & Budgeting Organizational Structure Metrics Talent & Compensation

16. Innovation Incubation ModelIt’s Not a Funnel. It’s an Hourglass! Horizon 3 Resourcing Bottleneck Horizon 2 Horizon 1

17. Staffing for Change ManagementLet Orchestrators Lead During the Transitions Facilitate the Transition

18. Dynamicdevelopment – Rapid Prototyping

19. Think Internationally - Work Internationally

20. Strong national and Nordic basis

21. …for international cooperation and partnerships

22. Three questions to the ”practician” Always set the right team • How do you implement ideas in practice ? • When the creativity by the employee is combined with the result oriented structure at the innovation unit. • How is ownership secured among the the employees / Leaders ? • The employees participate in the development work and are motivated through results and incitements. • How can the innovation culture be strengthened in everyday work ? • Eductation, Motivation (results) and incitements.

23. Questions?

25. Currentmembers and allies