About NeoCogs
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NeoCogs is an innovation consulting firm founded in 2011 that helps medium to large organizations foster a culture of foresight and innovation. The firm believes that harnessing an organization's human and financial assets can drive business growth. NeoCogs' Dual Cycle Model of innovation proposes that great organizations develop a continuous ability to regenerate strategies by challenging assumptions and reinventing industries, as opposed to just improving processes like good organizations. The model involves two cycles - an existing cycle of incremental improvement and a new cycle of transformational change. NeoCogs offers programs to help organizations assess their innovation potential and develop frameworks to embed strategic foresight using the Dual Cycle Model. Case studies demonstrate how the firm has helped companies form innovation
About NeoCogs
- 3. BACKGROUND • NeoCogs – Innovative Thinking • Founded Jan 2011 • "Frame ideas that will influence your future" • Medium to large organisations – Create a culture of foresight through innovation – "innovation through people" – Recognise an organisation's human and financial assets – Harness creativity as a vehicle for business growth
- 4. PROFILE – BEN FLAVEL • Over fi een years experience in: – business development – brand management – strategy development – general management • Extensive background in the creative arts • Masters in Entrepreneurship and Innovation (MEI) from Swinburne University • Driven by unlocking the creative potential within each individual • Also a co-founder of eQueue Pty Ltd, an online tech start-up
- 5. DUAL CYCLE MODEL OF INNOVATION & STRATEGIC FORESIGHT
- 6. DUAL CYCLE MODEL • Why do some organisations have the ability to re-invent entire industries, time and time again? • Where does this source of continuous innovation and foresight come from? Customer focus is a major driver for today’s innovation Transformational opportunities drive industry renewal
- 7. If I had asked my customers what they wanted, they would have said a faster horse. Henry Ford
- 8. TRANSFORMATIONAL OPPORTUNITIES CREATE NEW INDUSTRIES E x is ting produc ts / T e c hnolog y N e w produc ts / T e c hnolog y E x is ting Ma rke ts N e w Ma rke ts Adjacent Opportunities Exploit current assets and capabilities Transformational Opportunities Create new markets and new products Status Quo Grow market share and profit (expansion, not new business development) Adjacent Opportunities Increase primary market demand
- 9. Good organisations… • Possess the ability to challenge the way it does things • Focus on customer needs • Conduct SWOT analyses • Improve internal processes and systems • Are able to innovate and improve based on what they know • Inject this behaviour into its culture
- 10. GREAT organisations… • Develop a continuous ability to regenerate its own core strategies • Re-invent entire industries • Are able to train the culture to challenge internal and external assumptions • Create a culture of foresight by challenging the competencies that made the organisation successful in the first place
- 11. THE DUAL CYCLE MODEL
- 13. We have an amazing ability to over- estimate what we can achieve in one year and yet under-estimate what we can achieve in ten. Companies find it risky to think too far ahead. Ideas become “scary”. Limiting futures thinking to what we can prove now, based on what has been, is truly dangerous.
- 14. “Uncertainty is an uncomfortable position. But certainty is an absurd one." Voltaire
- 15. THE PATHWAYS ARE NOT ALWAYS CLEAR
- 16. DOES THE DUAL CYCLE MODEL EXIST IN OUR ORGANISATION? How strong is our vision? Do we know “what we do?” “how else can we do what we do?” Do we encourage questions? Do we challenge our core competencies? Are we willing to change the way we do things? Do we metascan? What happens when things fail? Can we identify the entrepreneurs that will drive change?
- 17. WHAT CAN WE DO TO CREATE A DUAL CYCLE CULTURE? 1. Understand how Cycle 1 functions today 2. Encourage supporting behaviours 3. Identify key talent 4. Plan an innovation project to begin Cycle 2 – Where are the good ideas? – How will we gauge success? – What do we do with the opportunities that evolve? – How can we embed the core learnings into our existing culture?
- 18. PROGRAMS
- 19. PROGRAMS • Innovation Personality Profiling (FIT) • Ideation & Innovation Skills – Opportunity Evaluation – Strategic Foresight – Negotiations and Strategic Relationships – Corporate Entrepreneurship • Opportunity Scoping – SWOT – Risk Screening • Strategic and Tactical Planning • Innovation Mentoring
- 20. CASE STUDIES
- 21. CASE STUDIES • AXA Australia – Transformation Project – “Innovate from the front end” • Edlyn Foods – Form Innovation Team – Idea > Opportunity > Innovation – 8 Month Project – Ongoing melntoring • Morgan Technical Ceramics – Executive Team – Strategic Overview – Business Model Regeneration – Innovation Frameworks – Innovation Personality Profiling
- 22. Ben Flavel | NeoCogs Pty Ltd | 0417 323 809 | ben@neocogs.com.au
Editor's Notes
- #17: How strong is our vision? Do we know “ what we do? ” Do we ask “ how else can we do what we do? ” Do we encourage questions? Do we challenge our core competencies? Are we willing to change the way we do things? Do we continually draw in information to better understand the future of our industry? What happens when things fail? Can we identify the entrepreneurs that will drive change?