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Building an Applied InnovatioN Portfolio

Building an Applied InnovatioN Portfolio. - IP Strategy - Innovation - Entrepreneurship -. Today. Building a Portfolio. Applied Innovation. IP Strategy. Innovation. Entrepreneurship. MetaCOgnition. Short-term memory. Focus/Value. Intention and Finding Value. Target.

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Building an Applied InnovatioN Portfolio

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  1. Building an Applied InnovatioN Portfolio - IP Strategy - Innovation - Entrepreneurship -

  2. Today Building a Portfolio Applied Innovation IP Strategy Innovation Entrepreneurship

  3. MetaCOgnition Short-term memory Focus/Value Intention and Finding Value Target Rigor and Benchmarking Develop Awareness and Tracking Extend Retrieval and Practice Relate Reason and Questioning Long-term memory Rethink Reflect and Review The Journey of Performance to Mastery

  4. 400% 3X ProVEN METHODOLOGY Improvement in Engagement++ • Successfully Transformed Industry & Government • Linear——————————>Holistic • Hierarchical——————————>Networked • Employees——————————>Innovators/Leaders • Forecasters——————————>Scenario Planners • Optimization Focus——————————>Complex/Systems Thinking • IMPACT HAS RESULTED IN REDESIGN OF MANY PROGRAMSfocused on Applied Innovation ModelBECAUSE OF IMPROVED - BOTH OBJECTIVELY AND SUBJECTIVELY - POSITIVE OUTCOMES Increase in Innovation Project delivery success+ +as benchmarked against Proctor & Gamble innovation success rate ++as benchmarked against Rotman School of Management, University of Toronto

  5. problems we solve • Initiating a local cycle of training, ideas & execution/building • Aligning innovation management process with community’s interests • Support and Creation of resilient, distributed infrastructure • Channelling capital to productive, ROI producing activity • Finding new points of scale to optimize portfolio management • Opportunities for community investment • Funding innovation beyond present time horizon • Re-introducing resilience as a major theme • Matching duration of portfolio life to change/disruption

  6. Phase III Phase II Phase I IMAGINE Process Methodology Disruptive Innovation Paid Pilot Applied Research PHASE 1 + + + Value Chain Analysis Community Centric Vision Community Co-Creation INNOVATE Entrepreneurship Curriculum Early Adopters Scale Acknowledge Assumptions Stakeholder Map Scenario Planning Divergence Dialogue Disruptive Innovation Paid Pilot Commercialization PHASE 3 PHASE 2 BUILD Labs / Workshop Validating/Piloting Convergence New Ecosystem Learnings

  7. Building an Applied innovation portfolio • Innovation MUST be an ongoing and sustaining activity. • Proper innovation happens within a portfolio with a focus on the following: • Core Innovation (Tier 1): Focused on Optimization and Sustaining Innovation to improve Profit Margin • New Businesses (Tier 2): Focused on Entrepreneurial Activities creating new Revenue Streams • Seeding for the Future (Tier 3): Disruption and Breakthrough that will forever alter your industry and operating paradigms. ✔︎ ✔︎ ✔︎

  8. Innovation Management Office: Applied Innovation MODEL Research & Training Model Portfolio Model Tier 3 Tier 3 Focus: SMALL, WORKSHOPS & LABS Tier 3 Capital: Incubation of Disruptive Business Models and Products Tier 3 Tier 2 Tier 2 Focus: MEDIUM, GREENHOUSES & PILOTS Tier 2 Capital: Innovative Variations and/or Extension of Existing Products and Models Tier 2 Tier 1 Tier 1 Focus: LARGE, SCALE, LIFT & SHIFT Tier 1 Capital: Products and Business Models with known acceptance Tier 1 Activity Observation

  9. Management and Board: Strategy and Governance Roles Innovation ¢ Strategy - +++ Integration Zone of Opportunity Investment Needed Governance $$$ Information

  10. IP Strategy

  11. Horizon 1: Emergence • Tacit Knowledge Pays Dividends • Find ways to tap into this tacit knowledge – enable it and empower it – “teach” people how to “do different” but within boundaries and limits • The challenge for executives is - how to enable/empower this to happen in a balanced way, track and roll up the good stuff - and not discourage the folks that have failed with their little experiments

  12. Horizon 2: Constraints • Process is Key • Unless you have great systems and processes – you will not be good at innovation. • The challenge for executives is - Competitive differentiation comes from what you do different. An optimal business system is a combination of two things - highly defined systems/process and spare time.

  13. Horizon 3: Communication • In Dynamic Systems, Meaning is Communicated • Where there’s a pattern there’s an algorithm. Your job is not just to commercialize – but it’s to define the algorithm - that ruthlessly replicable commercialization process that optimizes cash and survival – to the point that you can start to simulate events based on new strategies and tactics – it’s in fact all possible. • The challenge for executives is - There is a need to balance the order with "noise" - errors that we learn from, experiments that we run, what we do in our spare time, and constant outside change that we're always trying to understand

  14. INNOVATION

  15. Disruption Optimization Sustaining Breakthrough Peter Drucker, “Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketingandinnovation. Marketing and innovation produce results; all the rest are costs. ” Projected cash stream from investing in Innovation & Marketing DCF and NPV methodologies implicitly make this comparison A B Companies should be making this comparison Assumed cash stream resulting from doing nothing C More likely cash stream resulting from doing nothing

  16. Disruption Optimization Sustaining Breakthrough Saving $ Defend your Core Spending $ BuildMomentum Networks & Fans Create Future Options

  17. Disruption Optimization Sustaining Breakthrough Refusing Non-Customers Soon to be Non-Customers Unexplored Non-Customers Customers Saving $ Defend your Core Spending $ BuildMomentum Networks & Fans Create Future Options

  18. Disruption Optimization Sustaining Breakthrough Saving $ Defend your Core Spending $ BuildMomentum Networks & Fans Create Future Options Refusing Non-Customers Soon to be Non-Customers Unexplored Non-Customers Customers

  19. Disruption Optimization Sustaining Breakthrough Saving $ Defend your Core Spending $ BuildMomentum Networks & Fans Create Future Options Innovation Leadership Change Management

  20. Entrepreneurship

  21. CULTURE “THE INTEGRATED PATTERN OF HUMAN KNOWLEDGE, BELIEF, AND CAPACITY FOR LEARNING AND TRANSMITTING KNOWLEDGE TO SUCCEEDING GENERATIONS” - from Merriam-Webster’s online dictionary

  22. Human Organizational Themes OVER TIME 1.0 2.0 3.0 Trade 1.0 Trade 2.0 Trade 3.0 Great Community Shared Value Limited Problem Set Effective, But Not scalable Loss of Community Zero-sum v. Shared Value Diverse Problem Set Scalable, But Not Effective The Best of both Worlds Semi-Autonomous Distributed Services Human beings, Cars + Roads + Signs Craig’s List, Wikipedia Independent small farmers and businesses Completely Centralized Control US Military Former Soviet Union Medieval Kingdom Centralized Control of Distributed Services Uber Cell phone network Twitter Subway Most modern food processing

  23. The Natural World is Composed of distributed architecture Independent Agents in a Fabric Linked Through Communication SAFE - ESSENTIAL - LONGEVITY - PROTECTION

  24. Macro Trends • 1950-2001: Efficiency Era - The Great Moderation • Constancy, low volatility • Optimize for efficiency • Conglomeration & globalization • Global sourcing • Centralized production & control • 2001-2016: Hierarchy Fractures • Forward: Season of Resilience - • High volatility & uncertainty • Geography resurgent • Localization • Shorter supply chains • Distributed infrastructure • Grassroots dominant lever of change • Resilience favoured over efficiency

  25. CHANGING DESIGNS • GLOBAL——————————> LOCAL • TOP DOWN——————————> GRASSROOTS ORIGINATED • BUREAUCRATIC——————————> ENTREPRENEURIAL • LINEAR, EFFICIENT——————————> NETWORKED, COMPLEX AND RESILIENT

  26. Take Aways • An Applied Innovation Portfolio is a strategic, governance, and management necessity • IP strategy is different in each sector of a portfolio • Emergence • Constraints • Communication • Innovation is an ongoing activity • The type of innovation you do makes up your portfolio (it must be diversified) • Entrepreneurship happens when you reorganize factors of production • IP and Innovation Portfolios lead the way

  27. Today >>> Tomorrow Building a Portfolio Applied Innovation IP Strategy Innovation Entrepreneurship

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