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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


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


LESSON 2: INNOVATION HAPPENS

http://upload.wikimedia.org/wikipedia/en/3/35/Ipod_1G.png


LESSON 2: INNOVATION HAPPENS


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

http://en.wikipedia.org/wiki/File:Logo_WaltDisneyCo.svg


Questions?


• 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)





Codify re-usable learning3

Celebrate success4

Provide symbolic closure6

Pre-determine criteria 1

Involve outsiders2

Communicate widely5

TURN ZOMBIES INTO ANGELS





TURN ZOMBIES INTO ANGELS



(6-18 MONTHS)



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




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


(6-18 MONTHS)


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




(6-18 MONTHS)


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

GOOGLE

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

GOOGLE

#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

GOOGLE

70:20:10 MODEL

INTUIT

INNOVATIONCATALYSTS

DBS

JOY SPACE

DBS

KIASU COMMITTEE

INNOSIGHT

FIRST FRIDAY


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?


BE REALISTICALLYPOSITIVE

FIND OPPORTUNITY INCONSTRAINTS

CONSTANTLY ASK, “HOW CAN I HELP?”


Questions?


"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]@InnosightTeam

https://www.innosight.com/insight/navigating-the-covid-19-disruption/

[email protected]/in/scottdanthony

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