The Intersection of Innovation & Investments
- 1. Disrupting Investment © Copyright 2009 Innosight Ventures Pte. Ltd.
- 2. Innosight Ventures’ mission Innosight Ventures uses the principles and patterns of disruptive innovation to foster the creation of booming growth businesses that improve the lives of unserved and underserved customers around the world. © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 1
- 3. The theory and practice of disruptive innovation Disruptive innovation: An innovation that transforms an existing market or creates a new market through simplicity, convenience, accessibility or affordability. Grounded in theory … … honed in the field © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 2
- 4. What the research shows Exponential Revenue Growth Greater Resiliency “The businesses grew explosively … reaching “Where stock markets sagged and market an average of $250 million in their fourth year leaders stumbled, these companies grew on and $750 million by the sixth year “ average by more than 30 percent a year. “ Disproportionate Returns Higher Chances of Success Disruptors $220K, 41% CAGR $10K invested Incumbents $47K, 19% CAGR S&P 500 $18K, 6% CAGR “Our research shows the financial upside to “37% of companies with disruptive innovations disruptive innovation is real, significant—and succeed, while 6% of those with sustaining most importantly up for grabs” innovations succeed” © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 3
- 5. From theory to action: Four guiding questions 1. Is there an important “job” the customer can’t get done because existing solutions are too expensive, complicated to use or difficult to access? 2. Do we have a disruptive way to delight the customer by getting the job done in a simpler, cheaper, or more accessible way? 3. Can we make early profitability a choice? 4. Can we tell multiple stories that end with a $10 million business in 5 years and a $100 million business in 10 years? © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 4
- 6. Look for nonconsumers with an important job they are struggling to get done 100%+ Penetration 40%+ Penetration# 10% Penetration © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 5
- 7. Make it simple, accessible, and affordable © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 6
- 8. Make early profitability a choice © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 7
- 9. Why the possibility of early profits and multiple paths to success matter Flawed Successful Strategy Strategy Point of Learning and Adjustment More than 90% of successful new ventures start off following the wrong strategy © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 8
- 10. Doing good by doing well: Shankar’s story © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 9
- 11. Summary messages • Transformation almost always takes root away from the mainstream; look to the nonconsumers and overshot customers, the nontraditional providers, and the non-obvious geographies • Simplicity, accessibility, and affordability are underappreciated innovation levers • Features and functions are nice, but business models are the real driver of transformation • When you don’t know, place a lot of focused bets and make quick decisions about what to accelerate, shut down, or re-vector © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 10
- 12. For more information santhony@innosight.com 617.393.4520 http://www.innosightventures.com http://www.SilverLiningPlaybook.com http://discussionleader.hbsp.com/anthony © Copyright 2009 Innosight Ventures Pte. Ltd. www.innosightventures.com 11