How to successfully implement change and innovation
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The document outlines a workshop on implementing change and innovation, featuring various speakers discussing successful implementation, disruption management, and innovation strategies. It emphasizes the importance of preparation, problem identification, and embracing a culture of experimentation to foster innovation. Furthermore, it highlights the challenges companies face in innovating while advocating for continuous improvement and understanding customer needs.
How to successfully implement change and innovation
- 1. Edit text 1 How to successfully implement change and innovation #ImplementInnovation
- 2. 2 This morning’s agenda 08:45 - 09:00 #ImplementInnovation Opening and introductions Chris Manning, Hydrogen Consulting Solutions What a successful implementation looks like Mark Pratt, Hydrogen Consulting Solutions How do companies embrace disruption? Natalie Seatter & Samuel Knight, Pollen8 Q&A End 09:00 - 09:35 09:35 - 10:20 10:20 - 10:30 10:30
- 3. Assurance 400dedicated staff £141mturnover in 2016 1997founded in #ImplementInnovation 3 Technology | Business Transformation | Finance | Life Sciences | Energy | Legal | Sales & Marketing
- 4. Our services Outcome Based on achievement of outcomes, milestones or deliverables Managed Service Fixed price, based on time and materials Performance Based on performance of the workforce Hydrogen Consultants Permanently employed Hydrogen Consultants placed on temporary assignments Significant cost savings against other leading consultancies Guaranteed cost savings against contractors. IR35 compliant Statement of Work Services Employed Consultants #ImplementInnovation 4
- 5. 5 Our coverage Technology Business Transformation Sales & Marketing Finance Knowledge transfer framework Huge savings available Global delivery Bespoke solutions IR35 compliant No blended rate cards Industry leading, expert resources #ImplementInnovation
- 6. 6 Mark Pratt • Programme Director at Hydrogen Group • Co-Founder and CEO at Parcel Pet • Implementations expert 20 years Programme Management experience Financial services sector specialist Expert in mergers and acquisitions #ImplementInnovation
- 7. 7 Natalie Seatter & Callum Watts In-house philosopher at Pollen8 Thought leadership Venture generation & product strategy Head of Delivery at Pollen8 Lean delivery expert Positive disrupter and leader in change #ImplementInnovation
- 8. What a successful implementation looks like Mark Pratt Hydrogen Consulting Solutions
- 9. How many geniuses do we have in the room? Let’s take the next 60 seconds to find out… 9#ImplementInnovation
- 10. A bat and a ball together cost £1.10p. If the bat costs £1 more than the ball, how much does the ball cost? 20 seconds 10 Question 1 #ImplementInnovation
- 11. If it takes 5 machines 5 minutes to make 5 widgets. How long would it take 100 machines to make 100 widgets? 20 seconds 11 Question 2 #ImplementInnovation
- 12. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half the lake? 20 seconds 12 Question 3 #ImplementInnovation
- 13. Q : A bat and a ball together cost £1.10p. If the bat costs £1 more than the ball how much does the ball cost? A : If you do this quickly you leap to the 10p answer, which is wrong because Ball 10p + Bat £1.10 = £1.20. Bat must be £1 more. Answer is 5p. Q: If it takes 5 machines 5 minutes to make 5 widgets. How long would it take 100 machines to make 100 widgets? A: 5 minutes. Q: In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half the lake? A: The patch doubles in size every day and so on the 47th day the patch will be half the size it is on the 48th day. How many of these ‘easy’ questions did you get wrong under pressure? That’s why IMPLEMENTATION MANAGEMENT is so important! 13 Not so easy under pressure is it? #ImplementInnovation
- 14. COMMAND & CONTROL SEQUENCE OF EVENTS WELLNESS INCIDENT MANAGEMENT REPORTING BUSINESSREADINESS WARRANTY&POSTGOLIVE SUPPORT PROJECT DESIGN BUILD TEST GO / NO-GO BAU BACK OUT POST IMPLEMENTATIONREVIEW #ImplementInnovation What does world class implementation look like? 14
- 15. #ImplementInnovation 10 top tips for exemplar implementation events 15 Preparation Prevents P*?@ Poor Performance Keep the troops fed and watered It’s funny… the harder I practiced, the luckier I got Know when to hit reverse Love a good dashboard Get the complex stuff simplified BEFORE you start Is everyone really ready? Is it really that bad? It’s not over until it’s over You CAN teach an old dog new tricks
- 16. How do companies embrace disruption? Lessons from innovation programmes
- 17. Date | April 2016 © Pollen8 2016 Introduction
- 18. Date | April 2016 © Pollen8 2016 The Innovator’s Dilemma – C.M Christensen The reason why great companies fail is that good management itself was the root cause. Managers played the game the way its supposed to be played. The very- decision making and resource allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening to customers; tracking competitors actions carefully; and investing resources to design and build higher performance, higher quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technology change.
- 19. Date | April 2016 © Pollen8 2016 The impact of disruptive technology on the competitive landscape Best-of-breed technology, particularly around scaling, efficient operation, reliability available readily and cheaply Global and mobile access to applications and data where and when needed Venture capital or private equity is being used as a competitive advantage over incumbents Internet models, social media and global markets allow new entrants to scale quickly
- 20. Date | April 2016 © Pollen8 2016 The challenges facing corporates looking to innovate Establishing a vision Establishing a structure Achieving incentivisation & buy – in Identifying the right problems & right solutions Creating sustainable products & businesses Taking on more risk & navigating legitimate governance Achieving better innovation, more quickly and at scale • Improving existing operations • Finding growth opportunities • Staying ahead of the competition • Corporate venture funds • JV’s/Spin-outs • Staying ahead of the competition • Employee engagement • Innovation hubs / R&D • Sourcing & Procurement
- 21. Date | April 2016 Know where you are going © Pollen8 2016
- 22. Date | April 2016 © Pollen8 2016 Our View on Innovation Innovation is a continuous process of successfully implementing ideas to create value … for both the customer and the organisation Funneling novel ideas Into appropriate idea Testing and validating ideas To implement idea Ideas and Intrapreneurs
- 23. Date | April 2016 © Pollen8 2016 Pollen8 and Process Choose Structure Create Hype Educational & deal flow Selection, KPI’s, and metrics Talent, and selecting the right collaborators Portfolio Management
- 24. Date | April 2016 © Pollen8 2016 Ideas are easy. Our respondents said that the toughest obstacles are developing speed and coordination. INNOVATION BARRIER PERCENTAGE OF RESPONDENTS LENGTHY DEVELOPMENT TIMES LACK OF COORDINATION RISK-AVERSE CULTURE LIMITED CUSTOMER INSIGHT POOR IDEA SELECTION INADEQUATE MEASUREMENT TOOLS DEARTH OF IDEAS MARKETING FOR COMMUNICATION FAILURE The Enemies of Innovation
- 25. Date | April 2016 © Pollen8 2016 "I think there is a world market for maybe five computers." T. Watson, IBM general manager,1943 "This 'telephone' has too many defects to be seriously considered a way to communicate. This device is completely non value adding for us." Western Union, 1876 "Who the hell wants to hear actors talk?" H. Warner, Warner Bros, 1927, talking about silent movies decline “We stand on the threshold of rocket mail” Arthur Summerfield President of US Postal Service, speaking in 1959William Preece, Head of the British post office, 1879 "Guitar bands are on their way out." Decca, refusing the future Beatles, 1962 The roadblocks to innovation: company and industry dogmas “Here we have a superabundance of messengers, errand boys, and things of that kind”
- 26. Date | April 2016 © Pollen8 2016 HOWEVER it can cross the entire spectrum of the organisation, providing a higher return purely based on thinking and conducting work differently Value Chain Process Offerings Customer Experience Business Model Networks & Alliances Enabling Processes Core Processes Products Services Channel Brand Where should we Focus?
- 27. Date | April 2016 High Low derived from London Business School research Cumulative value creation – In 10 years Value Chain Process Offerings Customer Experience Business Model Networks & Alliances Enabling Processes Core Processes Products Services Channel Brand Looking beyond products could be worthwhile…
- 28. Date | April 2016 How do we get there? © Pollen8 2016
- 29. Date | April 2016 How can you create a culture of innovation? People need to accept; 1. We’re in the dark and must focus on problems 2. Everything is assumed and we need to experiment 3. Uncertainty is reduced through real feedback © Pollen8 2016 We must uncover uncertainty and create value.
- 30. Date | April 2016 Problem first thinking © Pollen8 2016
- 31. Date | April 2016 © Pollen8 2016 “If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions."
- 32. Date | April 2016 © Pollen8 2017
- 33. Date | April 2016 © Pollen8 2017
- 34. Date | April 2016 © Pollen8 2017
- 35. Date | April 2016 Assumptions & Minimal Viable Product aka experimenting and reducing uncertainty Assumptions are the first step towards breaking down the grand vision into its component parts. But they can also be dogmas, or ideas which everyone shares which if questioned, could present exciting opportunities. “The Minimum Viable Product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort."
- 36. Date | April 2016 Example with a company we all know : Dropbox Problem Statement Opportunity Assumptions MVP KPI’s I need to store and share files. I can’t share big files via email and the only simple way to share them is via a USB drive. Simplify life for people around the world. Dropbox lets people bring their docs, photos and videos everywhere and share them easily. 1) People want to share files online 2) People want to access files remotely and have them sync across devices 3) The current alternatives are also a pain point for a significant number of customers Create a demo video illustrating how one could share files online with an option to sign up for a ‘coming soon’ beta release How many people signed up?
- 37. Date | April 2016 © Pollen8 2017 Find your important assumptions Test them with real experiments! MVP it. (Good enough is better than perfect) Get feedback, learn and iterate Get as much criticism as you can and be open new ideas
- 38. Questions?
- 39. 30 Eastcheap, London EC3M 1HD Email: info@hydrogengroup.com Telephone: +44 (0)20 7002 0000 Fax: +44 (0)20 7929 1200 London Office Contact Info Follow us Thank you! For more information on how Hydrogen Consulting Solutions can help you, please speak to one of the team or pick up one of our flyers.