nasscom engineering summit 2013: going beyond jugaad: building a systematic innovation capability - ...
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Going Beyond Jugaad: Building a Systematic Innovation Capability Speaker: Prof. Rishikesha T. Krishnan, Corporate Strategy & Policy, IIM BangaloreTRANSCRIPT
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Going beyond Jugaad:Building a Systematic Innovation Capability
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Build a pipeline
3 ImproveBatting Avg
2 Improve idea velocity
Theme 1: Build a Pipeline
1. Lay the Foundation2. Create a Challenge Book3. Build Participation
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LAY THE FOUNDATION
STEP 14
8 Steps to Innovation Excellence
Build a Pipeline
1. Lay the Foundation Create Innovation Programme
E.g. Jeff Immelt “Imagination Breakthroughs” - $1B potential
E.g. Cognizant “Managed Innovation Programme” 3 Key Processes
Idea Management Buzz Creation Training & Development
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Idea Box
source scope stages
technology selection funding
Idea Management6
Year No of Suggestions Participation Adoption
suggestions per person Rate(%) Rate(%)
1951 789 0.1 8 23
1971 88,607 2.2 67 72
1986 2.6million 48 95 96
40 years, 20 million ideas
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The Power of Small Ideas
“There is no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But when 70 years of very small improvements accumulate, they become a revolution”
From Interview with Katsuaki Watanabe in HBR, July-Aug 2007
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Year Ideas Ideas/person/
year
% participation
% implementatio
n
FY08 327 0.01 2 NAFY09 5,551 0.07 3 NAFY10 20,848 0.20 9 14FY11 78,354 0.60 21 13FY12 1,34,2
420.90 37 14
Source: Kumar Sachidanandam et. al “Is managed innovation an oxymoron?”, Jan 7, 2013http://www.mixprize.org/story/managed-innovation-oxymoron
Small Ideas Matter:Cognizant’s Innovation
Programme9
Buzz Creation (creative campaigns)
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Titan: The 3M of India?11
Some Titan Innovation Campaigns 2004: “What is new?”
Identification and implementation of 5 new ideas by every supervisor on the shopfloor
2006: HOD Fund Every head of department authorised to
spend upto Rs. 1 lakh on an idea without any approvals
2008: “Simplify & Automate” Most successful theme at Titan
2009: “Innovation School of Management” Making every employee an innovator
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Training & Development13
Training & Development
Titan Innovation School of Management “Everybody an innovator by 2015”
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Focus area TechniquesDesign thinking Immersive research, rapid
prototyping, brainstormingSystems thinking TRIZ
Systems archetypesTheory of constraints (TOC)
Lateral thinking Edward de Bono’s six thinking hats
CREATE A CHALLENGE BOOK
STEP 215
8 Steps to Innovation Excellence
Build a Pipeline
2. Create a Challenge Book
Feel the Pain
Sense the Wave
See the Waste
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Why was the Bajaj Pulsar successful?
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Why was the Bajaj Pulsar successful? Pain: New generation
of bike riders wantedmore than transportation:power & style at areasonable cost
Wave: Young, maleemployees withdisposable income faraway from home
Waste: Powerful bikes consumed too much fuel (solved by DTSi technology)
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Vigyanlabs Nasscom Innovation Award 201319
Vigyanlabs – inspired by pain, wave, waste Nasscom Innovation Award 2013
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Pain Wave
Waste
7 Themes Digital consumers Emerging economies Sustainable tomorrow Smarter organizations New commerce Pervasive computing Healthcare economy
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http://jugaadtoinnovation.blogspot.in/2012/04/infosys-innovation-to-build-tomorrows.html
BUILD PARTICIPATION
STEP 322
8 Steps to Innovation Excellence
How to build participation…
Role model
Community of practice
Innovation catalyst
Rewards & recognition
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Theme 2: Improve the Idea Velocity
4. Experiment with Low Cost at High Speed
5. Go Fast from Prototyping to Incubation
6. Iterate on the Business Model
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EXPERIMENT WITH LOW COST AT HIGH SPEED
STEP 425
8 Steps to Innovation Excellence
Improve the Idea Velocity
4. Experiment with Low Cost at High Speed
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itchidea
demoimpact
Feasibility Loop Viability Loop
2 months
Sep2003
Nov2003
Feb 2004
3 months 2 months
Apr 2004
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Creating a Climate for Experimentation
Failure plays a critical role in innovation Post-It Notes & failed adhesives
Create infrastructure, give resources for expts
Have a high trial rate: fail fast, learn fast
Can you do the “last” experiment first?
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Avoid the “Failure Fallacy”29
GO FAST FROM PROTOTYPE TO INCUBATION
STEP 530
8 Steps to Innovation Excellence
Improve the Idea Velocity
5. Go Fast from Prototyping to Incubation
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ITERATE ON THE BUSINESS MODEL
STEP 632
8 Steps to Innovation Excellence
Improve the Idea Velocity
6. Iterate on the Business Model33
Theme 3: Increase the Batting Average
7. Build an Innovation Sandbox8. Create a Margin of Safety
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BUILD AN INNOVATION SANDBOX
STEP 735
8 Steps to Innovation Excellence
Increase the Batting Average7. Build an Innovation Sandbox
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The Power of Platforms
7 Themes Digital consumers Emerging economies Sustainable tomorrow Smarter organizations New commerce Pervasive computing Healthcare economy
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WalletEdge
Platform Offering
http://jugaadtoinnovation.blogspot.in/2012/04/infosys-innovation-to-build-tomorrows.html
Open Innovation Procter & Gamble
Works with universities, suppliers and outside inventors
Offers them a share in the rewards
50% of P&G’s new-product ideas originate outside of the firm
Major source of growth
Eureka Forbes Partners with
technology suppliers from across the world
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CREATE AMARGIN OF SAFETY
STEP 839
8 Steps to Innovation Excellence
Increase the Batting Average8. Create a Margin of Safety
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Could a premortem have prevented Dreamliner problems?41
A premortem might havesurfaced important failure
modes such as problems withthe Lithium-ion battery
Where do you Stand?42
Smallideas
Patentableideas
New productideas
New businessideas
IP/person/yr
Patents/yr
Potential biz impact / % of rev
100 ideas, $1 B each
Machine tools: 100 Cr Rev, 2 Cr each idea
Idea/person/yr
TVS Motors: 44
Tata Motors: 22
Cognizant: 1
Measuring Idea Pipeline43
Experiments ReviewsResponseTime
Ideas withchampions
Shell Gamechanger< 48 hr
Toyota < 1month
% of ideas
#of exp
Quarterly
Measuring Idea Velocity44
Success rate Biz impactSandbox PartnershipNetwork
# of activepartners
P&G: 15%->50%Cognizant:$550m/year
Avg responsetime to a challenge
# of sandboxes
# of technologyplatforms3M: 45
Measuring Batting Average
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Don’t track ideas
Level-1: Ad Hoc(Jugaad)
Idea MgmtBuzz creationL&DInnovationdashboardParticipation10%+
Level-2: Foundation(of 3 key processes)
Prototypes>10%(ideas)Response time<1monthParticipation 30%+Incubation pipeline Review: QuarterlyBiz impact calculator in place
Level-3: Engaged(In Experiments/Reviews)
Idea/person/yr >1Big idea pipeline>10% of revenue# of sandboxes>1
Level-4: BalancedPortfolio
Success rate of implemented ideas>50%% of rev from Innovin last 5 yrs>30%
Level-5: High biz Impact (Excellence)
v6: 23-Aug-2013
Assess your innovation maturityFrom Jugaad (level-1) to Excellence (level-5)
Creative confidence
Incubation effectiveness
My Contacts:
Phone: +91 9845022710 Email: [email protected] Blog:
http://jugaadtoinnovation.blogspot.in Web: http://www.iimb.ernet.in/~rishi Book:
http://www.8stepstoinnovation.com
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THANK YOU