GIM Institute Level 1 Training 2015 - IXL Innovation Olympics - Part 2

GIMI Level 1 Training – Part 2
IXL Innovation Olympics, Summer 2015

July 15, 2015
March 5, 2014
© 2009 GIM Institute. All Rights Reserved.

Objectives
Objectives
• Share approach, structure, methods used in the IXL Innovation Olympics Program
• Prepare participants to take the test for the GIMI Level 1 certification
• Understand the tools, techniques and approaches to generate innovation breakthroughs
© 2009 GIM Institute. All Rights Reserved. 2

Agenda
Agenda
• Review of July 7 Training
• Process Overview (continuation)
• Recap and Next Steps

Agenda
Agenda

Review of July 7
Training

Demystifying Innovation > Definition > Business Innovation
Business innovation is the creation AND capture of new value in new

ways
New Networks New Pricing New Business

and Partners Strategies Models
PRICING MODEL
PRODUCTION OFFERING DELIVERY MARKETS

Technologies Products Occasions Customers
Processes Services Locations Needs
Assets Systems Channels Experiences
Brand
NETWORKS & PARTNERS
New Ways to New New Ways to New Customers +

Produce Offerings Deliver Experiences
New Top Line New Cost New Strategic New Real

Growth Reductions Premiums Options

Demystifying Innovation > Innovation Breakthroughs
Innovation Breakthroughs focus on four key components – trends,

needs, business models and combined capabilities
COMBINE CAPABILITIES IN UNIQUE WAYS TO

WOW CUSTOMERS & BUILD BARRIERS TO ENTRY

Innovation Techniques
There are four basic innovation fundamentals to think and act

differently
1 2
INDIVIDUALS / GROUPS put disparate A STRUCTURED APPROACH for creative

information together problem solving
3 4
DIFFERENT THINKING STYLES CROSS FUNCTIONAL TEAMS and networks

at each step to get different PERSPECTIVES

Process (1) Innovation Intent
Be explicit about why you need to innovate

PROCESS
1. Innovation 2. Opportunity 4. Business

3. Fields-of-Play 5. Business Case
Intent Insights Concepts
ACTIVITIES
• Agree on where and where not to innovate

• Define growth targets and strategic thrusts for breakthrough innovations
• Understand investment profile
OUTPUTS

Process (2) Opportunity Insights
Get very smart about your industry by generating dots from all
sources then organize dots on the BOM
PROCESS

Generate Dots
Partners on
Your Company Future Competitors Adjacencies
the Value Chain
ACTIVITIES
Curren
t
compet
itor
Compani
es from
different
geograp
hies
Compani
es
redefinin
g the
industry
Small
and
emergin
g
compani
es
Organize the Dots

OUTPUTS
Business
Opportunity
Map (BOM)

Process > (3) Fields-of-Play
Identify strategic spaces to innovate not individual ideas

PROCESS

3. Opportunity 4. Field-of-Play
2. Industry Definition and
Beyond
1. Company
Sandbox
5. Actionable 6. Growth
Field-of-Play Platform

Beverage Company
Example

Process > Process and Outputs
To define a clear innovation focus requires five steps, each with a set
of activities and outputs associated with it
PROCESS

DESCRIPTION
Be explicit about why Get very smart about Identify strategic Build a pipeline of Flesh out business
you need to innovate your industry spaces to innovate robust business concepts into
not individual ideas concepts not idea business cases to
fragments make it real
Strategic Business Implementation

Fields-of-Play Business Concepts
Innovation Focus Opportunity Map Plan
OUTPUTS

Process > Major Beverage Company Example > Step 1: Case for Change
A beverage company is worried that the industry is becoming the next

“tobacco” and this would lead to a company decline
“We have to change to…”

• Be a leader
• Transform the industry
• Prevent decline and maintain our growth
Year 0 Year 5

Process > Major Beverage Company Example > Wrong Process
A single idea was suggested by the Senior Executive but could not be
accepted when tested with a Mock Board team
Mock Committee
I have water in Water is free! I want flavored

my faucet! drinks!
Water!

Process > Major Beverage Company Example > Step 2: Opportunity Insights
To get smarter about the problem, research was done by looking at

trends, new technologies and talking to customers, suppliers, and others
We did research To get a lot of dots
Consumer research New Technologies
Trends
Nutraceuticals
Healthy lifestyle
New Ingredients

Process > Major Beverage Company Example > Step 3: Fields-of-Play
By looking at the dots and connecting groups of dots, three growth

areas were developed that will get the company board excited
Healthier
Beverages
Indulgence
Liquid
Snacks

Process > Major Beverage Company Example > Step 4: Business Concepts
Each Field-of-Play can fill the growth gap and has a pipeline of new
concepts that will keep the company one step ahead of the competition
Healthier
Beverages
Pipeline Diet cola Water Juice Tea
today T1 T2 T3 T4 time
… Copy our products

Competitor Pipeline…
today T1 T2 T3 T4 time

Process > Major Beverage Company Example > Step 5: Pitch and Business Case
With these FOPs and Business Concepts, the Senior Executive got the
board excited about innovation and propose her original idea of water
Healthier
Beverages $1Trillion market!!
Indulgence Board of Directors
Flavored
Tea! Water! water!
Liquid Juice! Electrolytes
Snacks

Agenda
Agenda

 Step 4: Business Concepts
 Step 5: Business Case

Process Overview
Steps 4 and 5

PROCESS

• Agree on where and • Determine the trends • Identify new areas for • Identify new idea • Understand what
where not to innovate that could impact your the company to play fragments around your conditions need to be
• Define growth targets business in Field of Play tested first
and strategic thrusts • Identify insights and idea • Prioritize one of these • Generate range of new • Summarizes your
for breakthrough fragments around the Fields-of-Play business concepts business concept in a
innovations company, competitors, Develop your Select the best concept compelling, visually
ACTIVITIES
• •
• Understand your partners and the prioritized Field of Play to recommend stimulating and
investment profile future to make it more insightful way
• Conduct some initial
• Organize and structure understandable to due diligence to validate • Meet your organization’s
your work in a Business others the priority concept internal conditions for
Opportunity Map new business
development

OUTPUTS

Today’s training will focus on the last two steps

PROCESS

• Agree on where and • Determine the trends • Identify new areas for • Identify new idea • Understand what
where not to innovate that could impact your the company to play fragments around your conditions need to be
• Define growth targets business in Field of Play tested first
and strategic thrusts • Identify insights and idea • Prioritize one of these • Generate range of new • Summarizes your
for breakthrough fragments around the Fields-of-Play business concepts business concept in a
innovations company, competitors, Develop your Select the best concept compelling, visually
ACTIVITIES
• •
• Understand your partners and the prioritized Field of Play to recommend stimulating and
investment profile future to make it more insightful way
• Conduct some initial
• Organize and structure understandable to due diligence to validate • Meet your organization’s
your work in a Business others the priority concept internal conditions for
Opportunity Map new business
development

OUTPUTS

Agenda
Agenda


Process > (4) Business Concepts
Build a pipeline of robust business concepts not idea fragments

PROCESS

Competitor & Substitutes
1. Field of Play
Mega Global Markets and

Forces Customers
3. Business Innovation
2. Idea Fragments Concepts
Your Assets and Capabilities

Source: Thinking and Acting Differently to Make Innovation Real by Hitendra Patel and Ron Jonash

The type of concept generated is based on which dots are used to form
the concepts
Incremental Concept Breakthrough Concept Radical Concept
1 2 3
• Concepts where all dots are from • Concepts where at least 2 of the • Concepts where all dots are from
Definition
within the core dots are within core out of the core
• Actionable concept because of
dots within the core
• Internal Employees • Internal Employees • R&D team

• External partners • Out-of-the-box, visionary or
Who
imaginative people

Process (4) Business Concepts > Anchor points
Concepts can now be easily created by connecting dots from each row
to create a complete concept – like putting puzzle pieces together
Field of Play: Indulgence
Customer Beverage Concept 1

Experience For women who are married with children
and need a convenient way energize,
purchased through grocery stores, a
beverage that fits in a purse with variable
caffeine choices differentiated by trusted
Delivery female brand names and elegant packaging
sold as single servings
Offering
Beverage Concept 2
For teenagers influenced by emerging sports
stars, where consumer desires new and
Production
different beverages, a sports drink with
customizable flavor options sold at sports
stores and sporting events, with a rewards
program that enables frequent users to
Business acquire new flavors before others
Model
Key: Concept Anchor: Starting point in business opportunity concept

generation; “hot spot” of interest © 2009 GIM Institute. All Rights Reserved. 27
Process (4) Business Concepts > Making Concepts Robust
Concepts are made robust by asking rigorous questions around each

element of the Business Opportunity Map
Which Networks and
Partners?
What is the Offering? Whom do you Target
• With whom do you plan to partner this Offering?
• What experiences does the offering
to produce the offering?
involve? • What market segment do we target?
• With whom do you plan to partner
• What products does the offering • What need do we serve?
to access the offering?
involve? • What else are they using?
• What services does the offering • Who could be a lead user?
involve?
• Where do we start?
• How is the offering branded?
What Capabilities do you Where and When do

Require? you Offer?
• What technologies do we use to create What Business Model? • On what places is the offering
the offering? provided?
• How do you make money?
• What processes do we have to create • Through which channels is the
the offering? • What is the pricing model? offering provided?
• What materials do we use to create the • If the organization is a non-profit, • How is the logistics of the offering?
offering? how do you get funds from this
concept to sustain their business • When do we offer it?
• What assets do we use to create the operations?
offering? (Equipment, human skills etc.)

Process (4) Business Concepts > Build Concepts > Template
Exercise 4.1: Build Concepts

Concept Value Chain
We will provide ____Offering (What is the concept?)____________ __ to/for ____Markets (Who is it for?)______________________
To meet this ___________What need is it fulfilling?_______________ through ___What channels of delivery?___________________
Using __________Key partners/technologies/resources___________ and make money by _____Business model_________________
OFFERING MARKET
Products, Services, Brand Customers, Needs, Experiences
• •
• •
• •
• •
BUSINESS MODEL
• BUSINESS MODEL •
Networks, Partners, Pricing
• Networks, Partners,
Models
•
Pricing Models
•
•
•
•
• • •
• • •
• •
• •
• •
• •
Competencies, Assets Technologies Occasion, Location, Channels

PRODUCTION DELIVERY
Value proposition: ____________________________________________________________________________________

Process (4) Business Concepts > Prioritize Concept > Template
Exercise 4.2: Concept Prioritization

Rank each business concept to identify the best concept
Attractiveness Fit Total
Concept 1:
Concept 2:
Concept 3:
Concept 4:
Concept 5:
Note: Use scale of 1 (lowest) to 5 (highest)
Prioritized Concept is __________________.

Use attractiveness and fit to focus on the best business concepts, and
prioritize the concept with the highest attractiveness and highest fit
Screening Matrix
High
High Priority
5
1
Attractiveness
3 1 Concept 1
2 Concept 2
3 Concept 3
4 4 Concept 4
2
5 Concept 5
Low Priority
Low
Low Fit High
Attractiveness Fit
• Relative Size of Prize (Addressable Market) • Feasibility
• Options it Provides • Winnability
• Reward / Risk • Link with Strategy
• Other? • Passion
• Other?

Process (4) Business Concepts > Reverse Engineer Concept > Template
Exercise 4.3.1: Reverse Engineer Concept
Which do you
What do we have to believe has to be true for the
least believe?
business concept to be a success?
(Check the top three)
10
Consider the Following “Triggers” During this Exercise:

Business Competitor
Suppliers Employees Production Offering Delivery Customers Partners
Model s


Reverse engineer the top three conditions that you least believe
Which conditions are For each, what are the

most essential to explore “fast to failure” tests or What are the desired
first to determine mission critical outcomes or decisions?
viability? experiments?
1.
2.
3.

Agenda
Agenda


Process > (5) Business Case
Flesh out business concepts into business cases to make it real

PROCESS

Executive Summary Key Insight Value Proposition Detailed Business Concept
Business Model Market Size Key Uncertainties Action Plan

Process (5) Business Case > Elements
We suggest six major elements for the business case, but you may
want to modify / add to these depending on your client and solution
Suggested Elements
1
Executive Summary
If you ask different people about the
right elements for a business case like this,
2
Make the Concept Real you will get different answers. This is a
guide, not a formula to be copied. In
general, you must consider:
3
Define the Market • Client’s situation
• Client’s feedback to you on past ideas
4 • The information and support you think
Business Model + Market Size or believe the client needs to make a
decision
5 • The type of solution you are
Identify the Risks + Options recommending
• Experiences from other classes
6 and past jobs
Action Plan
Process (5) Business Case > Elements
Each element is intended to answer a different question to “sell” the

client on your proposal
• Quickly, introduce the team, summarize how you got here by connecting the
Executive
1 challenge to the Field-of-Play to the Concept
Summary
• If you had 90 seconds to summarize the idea, what would you say?
• What is the key insight / “a-ha” about your concept?

Make the
2 • What is the concept?
Concept Real
• What does it look and feel like?
• What customer problem are you solving?

3 Define the Market • Why will they participate / pay and why will they continue to do so?
• How do they currently solve the problem? What else is out there?
• Who are the stakeholders and partners? Why will they participate?
Business Model +
4 • How do you make money?
Market Size
• How big is this opportunity?
Identify the • What are the Risks of this business and how will you mitigate them?
5 • What new Options does this business enable?
Risks + Options
• What does the client need to do tomorrow, next month, next year to make
6 Action Plan this business a reality?
Process (5) Business Case > Elements > 1. Executive Summary
If you had 90 seconds to summarize the idea, what would you say?
• Our concept is…
Use bullets, images,

• Customers will… sentences, a video, or
anything else, but make sure
• The business model works by…
you:
• Capture your audience’s
attention
• Estimated business size of XX millions / billions because…
• Clearly communicate the
key elements of your idea
• It also has the potential to…
• Get them excited about
what’s coming next
• Our plan requires…

Process (5) Business Case > Elements > 2. Make the Concept Real
Make the concept real by connecting a few critical insights to a clear

description of your concept and a visual representation
What is the key insight /

What is the concept? What does it look and feel like?
“a-ha” about your concept?
• Why do you think your business • Clearly describe about the key • “A Picture is Worth a Thousand
concept is a great idea? components: Words”
• What is it about the customer - What Market / Segments? • Videos, non-working prototypes,
need, the offering, competitor - What Offerings? etc.
moves, or other triggers (see - What Delivery / Channel? • Use magazine images, clipart,
below) that makes you believe
- What Capabilities, Assets, sketches, diagrams to clearly
there is a large business
Technologies are required to visualize your concept
opportunity here?
Produce this?
- What partners?
- What business model(s)?

Process (5) Business Case > Elements > 3. Define the Market
Clearly define who you are targeting and why they will pick you –
essentially imagine what the client would say / do to sell the customer
1
3 2
Why will customers participate /

What customer problem are you How do they currently solve the
pay and why will they continue to
solving? problem? What else is out there?
do so?
• What is the problem? • What makes the concept “sticky” • What does their life look like
• How do you solve it? so customers will come to you today?
and stay? • Who are the current / potential
• How much will they pay? Why do competitors or alternatives?
you believe that’s the right • Why are you different AND better?
amount?
Even if the customer is not specifically buying something – they could be joining and
participating in a community – consider that they are “spending” their time.

Process (5) Business Case > Elements > 4. Business Model + Market Size
Clearly define who you are targeting and why they will pick you –
essentially imagine what the you would say / do to sell the customer
?
Who are the stakeholders and partners? How big is this opportunity?
Why will they participate? How do you make money?
• Which stakeholders/partners are critical? Why? • How big is the market?

• What are the “gives” and “gets” for each stakeholder • What portion of the market does the business concept
and partner? target?
• Are they interesting, valuable, or compelling from their • What is a reasonable estimation of the value captured
point of view? by the company?
• Why would they work with you and not a competitor? • Clearly define your assumptions and data sources and
your rationale - you need to be able to define this
You need to be clear, data-driven and logical here – put yourself in the shoes of partners and
other stakeholders and imagine the reasons why they would and would not participate.

Process (5) Business Case > Elements > 5. Identify the Risks and Options
Show that you are anticipating the potential upside and downside to
this business
Size Business
Services
Portable
Computers
Servers
Time
What are the Risks of this business and how will you
What new Options does this business enable?
mitigate them?
• What key uncertainties remain with this concept? How • With the customers you acquire, assets you create,
can you test them? partnerships you make, what could you do in the
• What are the major technology, commercial or future (3,5,10 years from now)?
execution risks? • Example 1: Apple’s Music Store setup the buying
• What could happen if you DON’T pursue this business? behavior, credit card info and business model for the
(e.g. competition, disruption, etc.) App Store.
• Example 2: Amazon’s investments in servers and web-
technology gave it the expertise and assets to sell cloud
computing services to companies.

Process (5) Business Case > Elements > 6. Action Plan
What does the client need to do tomorrow, next month, next year to
make this business a reality?
• What three things would you do Monday morning?
• What would you do in the next three months?
• What would you do in the next 12 months?
• What resources – people, funding, shared services, etc. – will be

required?

Process (5) Business Case > Approach
Capture the essence of the concept with pictures and taglines and try
to create a brochure to quickly make a business case
Use Pictures to
present the
concept
Use Brochures to
test the concept and
make the Business
Case

Process (5) Business Case > Essential Parts > Visualization
Visualizations, charts, graphs, diagrams, pictures, protocepts make

the concept look and feel “real” beyond the key facts

Process (5) Business Case > Approach > Storytelling
Throughout the presentation, use stories to make your case
STORY 1 • How big is it; how strategically important it is; how this helped set them up for
something bigger; how sustainable is it; how has it changed the company,
What this business will look customer, partners, etc.
like and feel like when your • This is a good place for an article from Wall Street Journal/Financial Times, or a
client has been successful taped interview with the CEO on how successful the company has become if you
and won? fast forward to the future.
STORY 2 • Could be a good place to use either illustrative role play or live debate to
How did your client get demonstrate how company did different things to win big in this opportunity
there? space and in this concept.
• Here you have to be clear who are the lead customers, lead partners, how is this
sequenced (roadmap/roll-out plan), etc.
STORY 3 • Clearly layout what your client did starting Monday morning to move forward
and implement this concept and field of play/platform
What did your client do the • This could be a good place to use either role playing or simulation of what a
next Monday morning? company learns and discusses based on some the early pilots or experiments that
it conducts starting soon.

Agenda
Agenda

Recap and Next
Steps

PROCESS

DESCRIPTION
Be explicit about why Get very smart about Identify strategic Build a pipeline of Flesh out business
you need to innovate your industry spaces to innovate robust business concepts into
not individual ideas concepts not idea business cases to
fragments make it real

OUTPUTS

Process (1) Innovation Intent
Be explicit about why you need to innovate

PROCESS

ACTIVITIES
• Agree on where and where not to innovate

• Define growth targets and strategic thrusts for breakthrough innovations
• Understand investment profile
OUTPUTS

Process (2) Opportunity Insights
Get very smart about your industry by generating dots from all
sources then organize dots on the BOM
PROCESS

Generate Dots
Partners on
Your Company Future Competitors Adjacencies
the Value Chain
ACTIVITIES
Curren
t
compet
itor
Compani
es from
different
geograp
hies
Compani
es
redefinin
g the
industry
Small
and
emergin
g
compani
es
Organize the Dots

OUTPUTS
Business
Opportunity
Map (BOM)

Process > (3) Fields-of-Play
Identify strategic spaces to innovate not individual ideas

PROCESS

3. Opportunity 4. Field-of-Play
2. Industry Definition and
Beyond
1. Company
Sandbox
5. Actionable 6. Growth
Field-of-Play Platform


PROCESS

Competitor & Substitutes
1. Field of Play
Mega Global Markets and

Forces Customers
3. Business Innovation
2. Idea Fragments Concepts
Your Assets and Capabilities

Source: Thinking and Acting Differently to Make Innovation Real by Hitendra Patel and Ron Jonash

Process > (5) Business Case
Flesh out business concepts into business cases to make it real

PROCESS


Next Steps
Next Steps
• Take the Level 1 certification exam (July 20) and pass it (get 70%
or higher)
• Assess yourself using the Individual Innovation Audit Tool
• Give us feedback (certification@giminstitute.org)

Appendix
Exercises for Steps 4 - 5

Step 4:
Business Concepts

Process (4) Business Concepts

PROCESS

ACTIVITIES
• Identify business concepts around the prioritized Field-of-Play

• Prioritize one of these Business Concepts
• Reverse engineer your prioritized business concept
Business Concept
OUTPUTS
OFFERING MARKET
BUSINESS
MODEL
PRODUCTION DELIVERY

Process (4) Business Concepts > Objectives
Exercise 4: Build Concepts

Objectives
• Identify “hot spots” and connect ideas to create new business concepts
• Develop new business opportunities

Process (4) Business Concepts > Anchor points
Concepts can now be easily created by connecting dots from each row
to create a complete concept – like putting puzzle pieces together
Field of Play: Indulgence
Customer Beverage Concept 1

Experience For women who are married with children
and need a convenient way energize,
purchased through grocery stores, a
beverage that fits in a purse with variable
caffeine choices differentiated by trusted
Delivery female brand names and elegant packaging
sold as single servings
Offering
Beverage Concept 2
For teenagers influenced by emerging sports
stars, where consumer desires new and
Production
different beverages, a sports drink with
customizable flavor options sold at sports
stores and sporting events, with a rewards
program that enables frequent users to
Business acquire new flavors before others
Model
Key: Concept Anchor: Starting point in business opportunity concept

generation; “hot spot” of interest © 2009 GIM Institute. All Rights Reserved. 60
Process (4) Business Concepts > Making Concepts Robust
Concepts are made robust by asking rigorous questions around each

element of the Business Opportunity Map
Which Networks and
Partners?
What is the Offering? Whom do you Target
• With whom do you plan to partner this Offering?
• What experiences does the offering
to produce the offering?
involve? • What market segment do we target?
• With whom do you plan to partner
• What products does the offering • What need do we serve?
to access the offering?
involve? • What else are they using?
• What services does the offering • Who could be a lead user?
involve?
• Where do we start?
• How is the offering branded?
What Capabilities do you Where and When do

Require? you Offer?
• What technologies do we use to create What Business Model? • On what places is the offering
the offering? provided?
• How do you make money?
• What processes do we have to create • Through which channels is the
the offering? • What is the pricing model? offering provided?
• What materials do we use to create the • If the organization is a non-profit, • How is the logistics of the offering?
offering? how do you get funds from this
concept to sustain their business • When do we offer it?
• What assets do we use to create the operations?
offering? (Equipment, human skills etc.)

Process (4) Business Concepts > Example
Exercise 4.1: Building Concepts

Concept Example: Apple iPod
We will offer an integrated music player and store for people that want to easily take their
music with them through partnerships with artists and record labels and direct sales
through our stores
OFFERING MARKET
• Integrated hardware and • People who want to be trendy and

software solution for music show off their unique style, want
• Range of colors and shapes to carry all of their songs with
• One song/app downloads BUSINESS them, wherever they are
through on online store MODEL • Incredibly easy from device
Networks, Partners, purchase through music listening
Pricing Models • Free to tryout gadgets
• Premium pricing
• Music Labels Partners
• Own physical space to sell Apple
• Manufacturing partners • Stylish ergonomic hardware
products
• Single-song purchase • Faster, more secure software
• Trained sales people
and downloads • Integrated website with
• World-class design capabilities
• Fun and attractive marketing campaigns automated downloads
• Proprietary music compression and • Direct sales through physical
downloading Apple Stores, and online sales

PRODUCTION DELIVERY

Process (4) Business Concepts > Build Concepts > Template
Exercise 4.1: Build Concepts

Concept Value Chain
We will provide ____Offering (What is the concept?)____________ __ to/for ____Markets (Who is it for?)______________________
To meet this ___________What need is it fulfilling?_______________ through ___What channels of delivery?___________________
Using __________Key partners/technologies/resources___________ and make money by _____Business model_________________
OFFERING MARKET
• •
• •
• •
• •
BUSINESS MODEL
• BUSINESS MODEL •
Networks, Partners, Pricing
• Networks, Partners,
Models
•
Pricing Models
•
•
•
•
• • •
• • •
• •
• •
• •
• •

PRODUCTION DELIVERY
Value proposition: ____________________________________________________________________________________


Rank each business concept to identify the best concept
Attractiveness Fit Total
Concept 1:
Concept 2:
Concept 3:
Concept 4:
Concept 5:
Note: Use scale of 1 (lowest) to 5 (highest)
Prioritized Concept is __________________.

Use attractiveness and fit to focus on the best business concepts, and
prioritize the concept with the highest attractiveness and highest fit
Screening Matrix
High
High Priority
5
1
Attractiveness
3 1 Concept 1
2 Concept 2
3 Concept 3
4 4 Concept 4
2
5 Concept 5
Low Priority
Low
Low Fit High
Attractiveness Fit
• Relative Size of Prize (Addressable Market) • Feasibility
• Options it Provides • Winnability
• Reward / Risk • Link with Strategy
• Other? • Passion
• Other?

Process (4) Business Concepts > Prioritize Concept
Screening Matrix
High
High Priority
Attractiveness
Low Priority
Low Fit High

Which do you
What do we have to believe has to be true for the
least believe?
business concept to be a success?
(Check the top three)
10
Consider the Following “Triggers” During this Exercise:

Business Competitor
Suppliers Employees Production Offering Delivery Customers Partners
Model s


Reverse engineer the top three conditions that you least believe
Which conditions are For each, what are the

most essential to explore “fast to failure” tests or What are the desired
first to determine mission critical outcomes or decisions?
viability? experiments?
1.
2.
3.

Step 5: Business
Case Details

Process (5) Business Case
Bring the key facts, visualizations and tactical plans together in a

coherent, insightful and compelling presentation
PROCESS

• Identify the key insight, value proposition, detailed description of business concept, business model, market size
ACTIVITIES
and action plan of the concept

• Visualize concepts through charts, graphs, diagrams, pictures, protocepts to make the look and feel “real” beyond
the key facts
• Use several tactical issues / questions to address related to your concept

OUTPUTS

Process (5) Business Case > Objectives
Exercise 5: Create Mini-Business Plan

Objectives
• Understand what conditions need to be tested first
• Create a plan which clearly summarizes your business concept in a
compelling, visually stimulating and insightful way
• Meet your organization’s internal conditions for new business development
(criteria, data rigor, etc.)

Process (5) Business Case > Approach
Capture the essence of the concept with pictures and taglines and try
to create a brochure to quickly make a business case
Use Pictures to
present the
concept
Use Brochures to
test the concept and
make the Business
Case

There are three types of information to include in your business case
– key facts, visualizations, and tactical plans
The key facts of the concept include the key insight, value
proposition, detailed description of business concept, business
model, market size and action plan
Visualizations, charts, graphs, diagrams, pictures, protocepts

make the concept look and feel “real” beyond the key facts
There are several tactical issues / questions to address related to

your concept and a range of tools and techniques to use

Process (5) Business Case > Essential Parts
The key facts of the concept include the key insight, value proposition
business concept, business model, market size and action plan
• How big is the market? What

• What is the “a-ha” about your
4. Rough portion of the market does the
1. Key concept?
Estimate of business concept target?
Insight • What is the key question and how Size of Prize • What is a reasonable estimation of
does your concept answer it?
the value captured by your client?
• Which stakeholders (including your

• What are the benefits of this
2. Value 5. Business client) give or receive value?
concept?
Proposition Model • How will you make money of this
• Who gets these benefits?
value exchange?
• How could you visualize your

3. Detailed concept? • What next steps would you
Description 6. Action
recommend for this business
of Business • What additional detail about each Plan
of the major aspects of your concept?
Concept
concept can you provide?

Process (5) Business Case > Essential Parts > Visualization
Visualizations, charts, graphs, diagrams, pictures, protocepts make

the concept look and feel “real” beyond the key facts

Process (5) Business Case > Essential Parts > Enabling Implementation
There are several tactical issues / questions to address related to your

concept and a range of tools and techniques to use
Tactical Questions to Support Implementation Multiple Tools + Techniques
• How can you work with potential stakeholders

and sponsors to secure their support and
needed resources?
• What barriers to implementing this concept do

you foresee within your organization?
• What early wins can you design into the

implementation to excite people around your
concept?

Process (5) Business Case > Essential Parts > Enabling Implementation – Onboarding Stakeholders
How can you work with potential stakeholders and sponsors to secure
their support and needed resources?
Concept Visualization Reverse Engineering Last Experiment First
• “A Picture is Worth a • What are the key • “Fast to Failure”

Thousand Words” uncertainties identified by
the team, leaders and • Test the biggest
• Use magazine images, other stakeholders? uncertainties that could
clipart, sketches, put the concept in
diagrams to clearly • Anticipate the skeptics jeopardy first
visualize your concept and have answers to their
questions before they ask
them

Process (5) Business Case > Essential Parts > Enabling Implementation – Testing Key Assumptions
What barriers to implementing this concept do you foresee within

your organization?
Internal and External Lead

Protocepting / Prototyping Simulation
/ Potential Partners
• Three Dimensional Models, • What internal stakeholders or • Anticipate how customers,

non-working prototypes, life- companies in the value chain partners, competitors and
size representations would benefit big if this your company will react
concept succeeds?
• Move beyond sketches to • Use prototypes, mock-ups,
something people can feel, • Get them involved early, and role-playing with real (or
touch and hold convince them of the fake) customers to test and
opportunity, and of the need document reactions, results,
to share some of the risk etc.

Process (5) Business Case > Essential Parts > Enabling Implementation – Designing Quick Wins
What early wins can you design into the implementation to excite
people around your concept?
Rapid Experimentation / Testing Lead Customers / Early Adopters
• “Version 0.9,” “80% Solution”, “Good • What customer segments do you

Enough” believe will be the first to try your
product? Why?
• Get a working version of the product /
service into a test market ASAP • Identify the segments and needs and
focus initial efforts with these groups
• Address emerging problems as they
come

Process (5) Business Case > Build the Business Case
Exercise 5: Flesh out business concepts into business cases to make it

real

About GIM
Institute

GIM Institute
The Global Innovation Management Institute provides a range of innovation

capability building programs to individuals and corporations
To Associations, Corporates
GIM Institute Provides Innovation Programs
and Schools
Level 1 Level 2 Level 3 Level 4
ASSOCIATE MASTER MANAGER LEADER
Innovation Techniques
GIMI has four levels of cer fica on
Innovation Management
• Training Programs
LEVEL1 LEVEL2 LEVEL3 LEVEL4
IDEATION IDEA INNOVATION BUSINESSBUILDER
TECHNIQUES ARCHITECT MANAGEMENT ORINNOVATION
MANAGER
UNDERSTAND BUILD AND SELL LEARN TO COMMERCIALIZE
•
INNOVATION BUSINESSCONCEPTS COMMERCIALIZE IDEA ORMANAGE
Conferences
BREAKTHROUGHS AND MANAGE INNOVATION
Submit Application
for Action Project INNOVATION PORTFOLIO
Complete
Innovation Course Complete Action Complete Submit Application
Pass Level 1 Exam Project Successfully Innovation for Action Project or
Management Innovation Program
Course Complete
•
Pass Level 3 Exam Successfully
Certification Programs
© 2009-2012 GIM Ins tute. All Rights Reserved. 6
• Speeches
In a cost-effective, standardized, scalable program

Books Course Pack Online Tools Certification Test Group Training Online Course

GIM Institute > Innovation Programs > Certification Levels
Each level builds on previous levels with an emphasis on learning by doing

through projects
Individual Mastery Team Mastery Organizational Mastery Leadership Mastery

UNDERSTAND MASTER INNOVATION DEVELOP AND COMMERCIALIZE
INNOVATION FOR TOOLS & BUILD MANAGE INNOVATION IDEAS AND/OR MANAGE
PRACTITIONERS BUSINESS CONCEPTS PROGRAMS INNOVATION INITIATIVES
Level 1 certification is Level 2 will apply Level Level 3 certification Level 4 applies Level 3
designed to teach you 1 learning to a real- reflects an learning to real
about the use of idea world issue or understanding of the challenges and coming
generation tools and to challenge on innovation up with insights and
apply them in creating generating new growth management solutions in managing
more and better ideas ideas or opportunities techniques that an innovation in
for the organization innovation manager organizations
needs to succeed

GIM Institute > Innovation Programs > Certification Levels
Completing this program makes you eligible to receive Associate (Level 1) and
Master (Level 2) certifications
Individual Mastery Team Mastery Organizational Mastery Leadership Mastery

UNDERSTAND MASTER INNOVATION DEVELOP AND COMMERCIALIZE
INNOVATION FOR TOOLS & BUILD MANAGE INNOVATION IDEAS AND/OR MANAGE
PRACTITIONERS BUSINESS CONCEPTS PROGRAMS INNOVATION INITIATIVES
Level 1 certification is Level 2 will apply Level Level 3 certification Level 4 applies Level 3
designed to teach you 1 learning to a real- reflects an learning to real
about the use of idea world issue or understanding of the challenges and coming
generation tools and to challenge on innovation up with insights and
apply them in creating generating new growth management solutions in managing
more and better ideas ideas or opportunities techniques that an innovation in
for the organization innovation manager organizations
needs to succeed

Faculty Bio > Julius Bautista
GIM Institute Team Bios
Joanna Chua currently serves as the Director of Programs and Certification for the Global
Innovation Management Institute (GIM Institute), overseeing all trainings, workshops and events,
certification processes including application, testing and review, and partner relations.
Outside of GIM Institute, Joanna leads IXL Center’s corporate education programs with IEL-RS,
EmiratesNBD, Infineon, Ingredion and SABIC. She also works closely with universities such as
Singapore Management University, Yonsei University, University of Calgary, University of Toronto
and Hult International Business School to manage the innovation courses and Action Project
programs delivered in partnership with IXL. She is also active in the Asian community through the
National Association of Asian American Professionals (NAAAP). She currently serves as the VP of
Programming at NAAAP Boston overseeing three committees including Professional Development,
Entrepreneurship and Women in NAAAP.
Joanna has a B.S. in Management Information Systems from the Ateneo de Manila University. She
also has an MBA from the Hult International Business School. She is fluent in several languages
including English, Filipino, Mandarin and Hokkien.
Julius Bautista currently serves as the Director of Programs and Certification for the Global
Innovation Management Institute (GIM Institute), overseeing all trainings, workshops and events,
certification processes including application, testing and review, and partner relations.
With the IXL Center, Julius has done projects related to innovation strategy and marketing. He has
done work for organizations such as IHS Cera, Natura, CIGNA, OLPC, Johnson Controls, Verizon,
Ingredion and TIS in Bolzano to help them find new growth opportunities from innovation
initiatives. He has also managed innovation programs such as the Hult Prize Accelerator and
Colciencias Locomotora de Innovacion to help teams and companies drive their ideas to
commercialization.
Julius has a B.S. in Electronics Engineering and a M.S. in Radioelectronic Systems from the Czech
Technical University in Prague. He also has an MBA from the Hult International Business School in
Cambridge, MA. He speaks several languages including Filipino, English and Czech

GIM Institute Level 1 Training 2015 - IXL Innovation Olympics - Part 2

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

GIM Institute Level 1 Training 2015 - IXL Innovation Olympics - Part 2

Uploaded by

Copyright:

Available Formats

GIMI Level 1 Training – Part 2

IXL Innovation Olympics, Summer 2015

© 2009 GIM Institute. All Rights Reserved.

• Understand the tools, techniques and approaches to generate innovation breakthroughs

© 2009 GIM Institute. All Rights Reserved. 2

• Review of July 7 Training

• Process Overview (continuation)

• Recap and Next Steps

© 2009 GIM Institute. All Rights Reserved. 3

• Review of July 7 Training

• Process Overview (continuation)

• Recap and Next Steps

© 2009 GIM Institute. All Rights Reserved. 4

© 2009 GIM Institute. All Rights Reserved. 5

Business innovation is the creation AND capture of new value in new

New Networks New Pricing New Business

PRODUCTION OFFERING DELIVERY MARKETS

NETWORKS & PARTNERS

New Ways to New New Ways to New Customers +

New Top Line New Cost New Strategic New Real

© 2009 GIM Institute. All Rights Reserved. 6

Innovation Breakthroughs focus on four key components – trends,

COMBINE CAPABILITIES IN UNIQUE WAYS TO

© 2009 GIM Institute. All Rights Reserved. 7

There are four basic innovation fundamentals to think and act

INDIVIDUALS / GROUPS put disparate A STRUCTURED APPROACH for creative

DIFFERENT THINKING STYLES CROSS FUNCTIONAL TEAMS and networks

© 2009 GIM Institute. All Rights Reserved. 8

Be explicit about why you need to innovate

1. Innovation 2. Opportunity 4. Business

• Agree on where and where not to innovate

© 2009 GIM Institute. All Rights Reserved. 9

1. Innovation 2. Opportunity 4. Business

Organize the Dots

© 2009 GIM Institute. All Rights Reserved. 10

Identify strategic spaces to innovate not individual ideas

1. Innovation 2. Opportunity 4. Business

© 2009 GIM Institute. All Rights Reserved. 11

© 2009 GIM Institute. All Rights Reserved. 12

1. Innovation 2. Opportunity 4. Business

Strategic Business Implementation

© 2009 GIM Institute. All Rights Reserved. 13

A beverage company is worried that the industry is becoming the next

“We have to change to…”

© 2009 GIM Institute. All Rights Reserved. 14

I have water in Water is free! I want flavored

© 2009 GIM Institute. All Rights Reserved. 15

To get smarter about the problem, research was done by looking at

We did research To get a lot of dots

Consumer research New Technologies

© 2009 GIM Institute. All Rights Reserved. 16

By looking at the dots and connecting groups of dots, three growth

© 2009 GIM Institute. All Rights Reserved. 17

… Copy our products

© 2009 GIM Institute. All Rights Reserved. 18

© 2009 GIM Institute. All Rights Reserved. 19

• Review of July 7 Training

• Process Overview (continuation)

• Recap and Next Steps

© 2009 GIM Institute. All Rights Reserved. 20

© 2009 GIM Institute. All Rights Reserved. 21

1. Innovation 2. Opportunity 4. Business

Strategic Business Implementation