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A Engineer and Software developer A Engineer and Software developer view of Innovation for wealth and funview of Innovation for wealth and fun

The innovation processes are known (Find and access people who did it before)Risks and gaps can be managedImplement fluency as a responsive plan.Repeat and grow a business or projectWealth from innovation –

–Earn cash and keep the project or business or –exit the future for wealth now.

Learn to innovate as you learned to Walk and Talk – with nurturing expertiseSignup for Innovation discussion and accelerate with books and articles chosen for you. Contribute your stories to others!

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Quality and businessQuality and business

Engineered software ran for 20 years Know what the client wants Less functionality made us lots of money Combination of functions with less functions still

making money. All the engineering phase must apply. Claim the value to the client’s client and not only

consider cost to you. Lower the cost to start from scratch.Intrapreneur and entrepreneur participation in results.

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Why not apply the processes?Why not apply the processes? Be an Intra-preneur and do exactly the same Let us look at whom we are here with. Now let us apply each area for your individual situations

with fluencies. Ask as we go to see the application for your own situation. Divide IP value with your company as Professors do. Use segmentation models and processes Show how one works harder when also own skin and

goals into a project. Wealth is created with clever or wise investments else

where.

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The processes to create and The processes to create and participate in innovation is knownparticipate in innovation is known

Get closer and spot the gap or value opportunity Get a known keen committed client Get a known team. (Functions competence invited vs.

positions = handles become prisons or boxes) Get a known technology - collaborate Have a known project with user specification and

function specification. Figure out the detail over some years. Incrementally make a little sell a little to pay for the

project Cycles of innovation including forming, storming,

norming and performing.

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“Always tell only the truth,and all the truth, and do so promptly – right now.” —Buckminster Fuller

Salesperson

To make a sale

Customer

Trust(Deliver)

ApplicationSolutions

EmergingSalesperson

To beConsidered

Product

Casual(Social)

Productsoptions

CompetitiveSalesperson

Repeat Business

Competition

Mutualistic

BusinessIssues

CompetitiveSales

Consultant

To dominate an account

Customers'Market

Symbolic

Strategic direction

Stage 1 Stage 2 Stage 3 Stage 4

Intent is..

Focus is..

Relationship is..

Value is..

Members measurement of needs Members measurement of needs and choices in resources!and choices in resources!

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RISKS and Gaps managedRISKS and Gaps managed

Committed client and backup people known and nurtured. Backup client? Know to Think.

Balanced team with core competencies.Bridging the gaps

– Business maturity to ensure wisdom– Hire right to balance the requirements– Giant steps and incrementalism– Keep the IP and yet someone pays.

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Implementing the project or Implementing the project or business.business.

Know the main areas working for a project.– Know the market and clients personally– Know the technologies required– Know expertise and people to staff a project– Business maturity people and work with them

Funding the project– The project pays from day one and is sustainable

platform. Suppliers, partners and clients. – FFFF, Share of Wallet, raise capital

Sell it and keep it sold. Own the IP and wealth stream. Sell it many times.

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List of web sites List of web sites

Example investment s-curves and gaps Less functionality more profit Quality and business maturity Funding startup projects Spin-outs and spin-offs A word of caution – get advice! Communication and culture http://www.dti.gov.uk/innovation/index.html http://en.wikipedia.org/wiki/Innovation Levels and phases of projects Unre’s Future www.nexts.co.za http://www.quotationsbook.com/subjects/773/Mistakes

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The mind of a Fox. Clem and Chantell

KnownYou know it is so!

UnknownNot knownUnpredictable

Influence direct synergy

Absence of influence

4. Decisions Understand and test outcomes!

Discuss with others.

1. Rules of the game Know them!

Talk to the owners of the rules.

3. OptionsKnow and make them!

Get strategic thinkers in the industry of choice.

2a. Key uncertainties2b. ScenariosHave fun and ensure some time here.

Scenario thinking discussion.

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Page 71 Clem and the Fox!John von Neumann and Oskar Morgenstern 1944

The theory of games & economic behavior

GainsLosses

Pleasure

Pain

Person AHappy with equal gain and pleasure.

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New Economy

Existing Management Paradigm

Emerging Management Paradigm

** Plans

Organisation

Controlling

Functionality

Performance

Measurement

Passion

Empowerment

Value

People

Processes

Paradoxes

Seeking to measure value with Results in mind

X

X - To play here we need to have ** clear and in place

ANDALSO

ANDALSO

XX

http://www.goodtogreat.comhttp://www.goodtogreat.com

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WMP CEOwner defines where WMP CEOwner defines where the individuals in the team playsthe individuals in the team plays

Yo

u t

he

CE

Ow

ner

def

ines

th

e d

egre

e &

in

ten

sity

of

ow

ner

ship

.

Partners and Staff: Degree of intensity of ownership.

Low

High

HighLow

Your actions defines where you play!

Copyright GKRoodt (GSM)

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WMP CEOwner defines where WMP CEOwner defines where the individuals in the team playsthe individuals in the team plays

Ow

n S

trat

egy:

Cla

rity

&

Sim

pli

city

Business Strategy and Simplicity

Low

High

HighLow

Results potential and alignment.

Copyright GKRoodt (GSM)

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2Coca-Cola

(Branding – next to roadside)

1Consulting

System IntegrationNew Solutions (High value)

Differentiated‘Live’ on premisesHigh relationshipsCreative thinking

Thinking beyond the boundaries

Nat

ure

of

pro

du

ct/s

ervi

ce

Marketing strategyIn

tan

gib

leT

an

gib

le

Market pull Market push

Pull vs. PushPull vs. Push

We will get ink for free through publicity

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Focus! Have a life!Focus! Have a life!

Sources of IP

Opportunities

I get up and do what?

I am part of research and teach

I read and attend conferences

I am in a laboratories

I am trusted partner in industry.

Definitionand

Packagingof IP

I am part of multi-disciplinary team.

I am with wider experts

I am protected IP/IC

I read and attend trade shows for industrialization

Commercial-lisationof IP

I am part of Marketing

I read marketing

I listen to clients needs

I pass on to after care

Harvestingof IP

I want to participate in:

Benefits.

Int’l product launching

Sell product to int’l player

Sell business to int’l player

List business

n e x t Wealth Creation Process Wealth Creation Process Choose one to many or many Choose one to many or many

to one.to one.Sources

of IP Opportunities

Funded and infrastructure

Academia and R&D

Corporates

High energy businesses.

Early applications

Definitionand

Packagingof IP

Protect and patent. Be large!

Research int’l markets

Select high potential

Transfer and contracts

Commercial-isationof IP

Trademarks

Brand-images

Int’l marketing networks

Access to distribution networks

Working capital

Harvestingof IP

Part of benefit.

Int’t product launching

Sell product to int’l player

Sell business to int’l player

List business

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INITIAL

REPEATABLE

DEFINED

MANAGED

OPTIMIZED

3 - 4 YEARS

3 YEARS

2 YEARS

2 YEARS

ISO 9001

Business Capability Maturity Model Business Capability Maturity Model Version 1.1 Carnegie Mellon.Version 1.1 Carnegie Mellon.

ANARCHY

STANDARDS

FOLKLORE

MEASUREMENT

OPTIMIZATION

(basic management controls)

(process definition)

(process measurement)

(process control)

Level 1 = 80 % (y1) 39% (yx)

Level 2 = 12 % (y1); 25% (yx)

Level 3 = 7% (y1); 18% (yx)

Level 4=1% (y1) , 14% (yx)

Level 5 = 0% (y1), 6% (yx)Buy assessment

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0

1

2

3

4

5

6

7

Planning

Order processing

Stock/Warehouses

Distribution

ProductionProcurement

Communication

Acceptance

Parameter Tuning

Optimalpositioning

Maximalachievable positioning

As-Is positioning

Capacity benchmarking in Capacity benchmarking in technology businessestechnology businesses

http://www.irca.co.za http://www.busmet.co.za

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Components of leadership levels Components of leadership levels from GOOD to GREATfrom GOOD to GREAT1. Sustainable production following and leading the customer

through paradoxical processes and resolve.

2. Catalyze commitment and vigorous pursuit of clear and worthwhile vision stimulated performance standards.

3. Organize people and resources, in out of personal control, towards effective and efficient of agreed tangible objectives.

4. Contribute individual capabilities to group objectives and works effective with others in virtual group setting.

5. Makes productive contributions through talents, knowledge, skills and good work habits.

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1. Early market

3. Bowling alley

5 On main street

6. End of Life

2. Chasm Pragmatist hates visionaryBecause not 100% solution.

The New High-Tech marketing modelThe New High-Tech marketing model

4. Inside the Tornado Be gorilla or sell to gorilla.

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W e a lth = P ro f itS u s ta in ed o ve r t im e

D r iv e c o s t D o w n

G ro ss c o n tr ib u tio n

In c rea s e P r ic e

In c rea s e Va lu e

W e a lth = P ro f itS u s ta in ed o ve r t im e

C u s to m e r P ro f itB e n e fit

E x pa n d M a rke t

P rice

Va lue to C ustom ersC ustom er

Value to Custom er

Profit

Expenses

Cost o f S ales

M arket size

High Value Proposition (HVP)