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Big Events, Innovation and GrowthA practical playbook for today’s uncertain timesApril 2020
Scott D. Anthony @ScottDAnthony
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LESSON 1: CHANGE STICKS
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LESSON 1: CHANGE STICKS
Telemedicine
Meetings & conferencesWhat temporary changes
reveal a better solution that sticks?
How do system-wide changes rearrange
barriers and priorities?
Big Events drive jobs-to-be-done dislocation
Which new habits permanently rearrange
hiring criteria?Contactless payments
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LESSON 2: INNOVATION HAPPENS
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LESSON 2: INNOVATION HAPPENS
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It is an unusually good time to launch innovations that “love the low end”
Up-and-coming disruptive companies can breakout
Startups can develop deeper resilience, aiding long-term performance
Companies that make bold moves can significantly outpace competitors
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Questions?
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• Ensure operational & financial solvency
• Make early decisions that maximize future flexibility
• Identify and monitor outcome-determining assumptions
• Develop and deploy required capability and culture change
• Align on long-term aspiration & portfolio
• Determine near-term “curve-bending” activities
PRESERVE THE PRESENT(NOW)
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
OWN THE FUTURE(5+ YEARS)
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• Ensure operational & financial solvency
• Make early decisions that maximize future flexibility
PRESERVE THE PRESENT(NOW)
Codify re-usable learning3
Celebrate success4
Provide symbolic closure6
Pre-determine criteria 1
Involve outsiders2
Communicate widely5
TURN ZOMBIES INTO ANGELS
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• Ensure operational & financial solvency
• Make early decisions that maximize future flexibility
PRESERVE THE PRESENT(NOW)
TURN ZOMBIES INTO ANGELS
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DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
• Identify and monitor outcome-determining assumptions
• Develop and deploy required capability and culture change
DEVELOP A RAPID RESPONSE STRATEGY1. Live present forward, but work
future back
2. Explore scenarios (5-10 years out) but have the courage to choose
3. Accept rough answers, but demand precise assumptions
4. Shift from data-driven decisions to data-informed dialogues
5. Monitor, experiment, interpret, adjust, and repeat
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• Identify and monitor outcome-determining assumptions
• Develop and deploy required capability and culture change
DEVELOP A RAPID RESPONSE STRATEGY1. Live present forward, but work
future back
2. Explore scenarios (5-10 years out) but have the courage to choose
3. Accept rough answers, but demand precise assumptions
4. Shift from data-driven decisions to data-informed dialogues
5. Monitor, experiment, interpret, adjust, and repeat
3. Accept a range of answers, but demand precise assumptions
2. Model the spectrum of outcomes over a defined time period (6-18 months)
6. Rapidly develop and deploy required capabilities and culture
4. Analyze and anticipate the impact of dislocated jobs-to-be-done
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
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ACCELERATE REQUIRED CULTURE CHANGE
Determine the specific behaviors you want to
encourage1
Identify existing habits and systems blocking
that behavior2
Build behavior enablers, artifacts
and nudges (BEANs)3
• Identify and monitor outcome-determining assumptions
• Develop and deploy required capability and culture change
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
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DBS
MOJO
INNOSIGHT
INNOSIGHTDIFFERENT
DBS
GANDALFSCHOLARSHIP
AMAZON.COM
MEMO FROM THEFUTURE
BOEHRINGERINGELHEIM
LUNCH ROULETTE
TATA
DARE TO TRY
ADOBE
KICKBOX
SINGTEL
WITCH
DANFOSS
MAN ON THEMOON
BUREAUCRACYBUSTERS
METLIFE
LUMENLAB WALL OFCUSTOMERS
OPTUS
CUSTOMERCLOSE-UPS
HUBSPOT
UNLIMITED FREEBOOKS
QUALCOMM
STUMPING GOOGLESEARCH
BNP PARIBAS
INNOVATION BOOKAND AWARDS
TOYOTA
A3 REPORT
AMAZON.COM
EMPTY CHAIR
NORDSTROM
YES, AND
PIXAR
INTERSECTIONFRIENDLY OFFICES
PIXAR
PLUS-SING
PIXAR
BRAINTRUST
ATLASSIAN
PREMORTEM
DBS
WRECKOON
SUPERCELL
CHEERS TOFAILURE
#MONKEYFIRST
INNOCENT
JUST GO WITH IT
AIRBNB
LIVE FROM DAY 1
BRIDGEWATER
TRANSPARENTEMPLOYEE RATINGS
TOYOTA
ANDON CORD
TASTY CATERING
GREAT GAME OFBUSINESS®
ASANA
NO MEETINGWEDNESDAY
70:20:10 MODEL
INTUIT
INNOVATIONCATALYSTS
DBS
JOY SPACE
DBS
KIASU COMMITTEE
INNOSIGHT
FIRST FRIDAY
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OWN THE FUTURE(5+ YEARS)
• Align on long-term aspiration & portfolio
• Determine near-term “curve-bending” activities
ACCELERATE TOMORROW’S OPPORTUNITIES
SFA
WHY
WHO
Sizablecustomer
base
WHAT
Unsatisfied, important, job
to be done
HOW
Conceivable solution
Strategic focus areas
What underlying fault lines have been surfaced?
Which game-changing M&A
options are open?
Which underlying trends will
accelerate?
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BE REALISTICALLYPOSITIVE
FIND OPPORTUNITY INCONSTRAINTS
CONSTANTLY ASK, “HOW CAN I HELP?”
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Questions?
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"In the fight against Covid-19 though we might look forward in doom, one day we will look backward in awe.”
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[email protected]/in/scottdanthony