Transcript
Innovation Pipeline Subsystem Enables Increased Innovation Speed & Decreased Risk
By Creating Alignment with Strategy, Departments & Teams
1
2-1
An Innovation Engineering implementation story with an Innovation Pipeline focus
2-2
AcmePowerCo, Inc.
An Innovation Engineering implementation story with an Innovation Pipeline focus
2-3
AcmePowerCo, Inc.
An Innovation Engineering implementation story with an Innovation Pipeline focus
fictitious of course!
2-4
ALERT!
3-1
ALERT!This is not THE WAY…
It’s A WAY!
3-2
AcmePowerCo Background
4-1
AcmePowerCo was established 75 years ago with a patented technology that changed the game in their industry. They sell to DoD, other government agencies, and a number multi-national industrial companies. After a few decades of success, they fell into the trap of just competing on price in response to RFPs…
AcmePowerCo Background
4-2
AcmePowerCo was established 75 years ago with a patented technology that changed the game in their industry. They sell to DoD, other government agencies, and a number multi-national industrial companies. After a few decades of success, they fell into the trap of just competing on price in response to RFPs…
AcmePowerCo Background
AND Cost Cutting
4-3
AcmePowerCo was established 75 years ago with a patented technology that changed the game in their industry. They sell to DoD, other government agencies, and a number multi-national industrial companies. After a few decades of success, they fell into the trap of just competing on price in response to RFPs…
AcmePowerCo Background
Acme’s new CEO recognized that the cost-focused approach was not going to help the company meet the investor’s growth targets.
AND Cost Cutting
4-4
AcmePowerCo was established 75 years ago with a patented technology that changed the game in their industry. They sell to DoD, other government agencies, and a number multi-national industrial companies. After a few decades of success, they fell into the trap of just competing on price in response to RFPs…
AcmePowerCo Background
Something had to be done…
Acme’s new CEO recognized that the cost-focused approach was not going to help the company meet the investor’s growth targets.
AND Cost Cutting
4-5
AcmePowerCo The Situation
5-1
AcmePowerCo The Situation
About a year and a half ago, the CEO and his leadership team decided to implement Innovation Engineering by starting with Division X, where the GM was excited about being the first to give IE a try. By systematically executing a start-up plan to accelerate implementation, success came fast.
5-2
AcmePowerCo The Situation
About a year and a half ago, the CEO and his leadership team decided to implement Innovation Engineering by starting with Division X, where the GM was excited about being the first to give IE a try. By systematically executing a start-up plan to accelerate implementation, success came fast.
This led to a decision to expand and kick off IE in Division Y. The Division Y GM was excited about following on Division X’s success, but she and her team were inexperienced with IE and needed help.
5-3
AcmePowerCo My Role
6-1
AcmePowerCo My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have had the most experience using the system - conducting training, running sessions, leading and coaching projects…
6-2
AcmePowerCo My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have had the most experience using the system - conducting training, running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y started with IE.
6-3
AcmePowerCo My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have had the most experience using the system - conducting training, running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y started with IE.
I’d “Watched One”, “Done One”, and it was time to “Teach One.”
6-4
AcmePowerCo My Role
I’m Jane, and I was the first certified IE Black Belt at Acme and have had the most experience using the system - conducting training, running sessions, leading and coaching projects…
The CEO tasked me with leading a 6-month effort to get Division Y started with IE.
I’d “Watched One”, “Done One”, and it was time to “Teach One.”
What did I do?
6-5
First Step
Prepared for my first meeting with the Division Y GM
7-1
First Step
Prepared for my first meeting with the Division Y GM
7-2
Reviewed the latest IE Black Belt Operations Manual in Labs/Tools to brush up on the Guides that might apply to the 6-month start-up.
✦ IE Strategy Activation ✦ IE Project Accelerator ✦ IE Create Session
First Step
Prepared for my first meeting with the Division Y GM
7-3
Reviewed the Start-Up Plan we used when kicking off IE in my Division to get ideas about options for Division Y.
Next
Prepared for my first meeting with the Division Y GM
8-1
Reviewed the Start-Up Plan we used when kicking off IE in my Division to get ideas about options for Division Y.
Next
Prepared for my first meeting with the Division Y GM
8-2
Determined how much the GM knew about IE and AcmePowerCo’s progress, and provided a brief overview of both, including showing a few videos from the Labs Video Library.
Met with Division Y GM
9-1
Determined how much the GM knew about IE and AcmePowerCo’s progress, and provided a brief overview of both, including showing a few videos from the Labs Video Library.
Met with Division Y GM
9-2
Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc., from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-1
Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc., from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-2
Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc., from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-3
Went over the Planning Meeting Agendas, Timelines, Preparation Checklists, etc., from the Guides with the GM to explain what we need to do prior to sessions.
Met with Division Y GM
10-4
Determined which path makes sense.
Met with Division Y GM
11-1
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
11-2
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
11-3
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
Strategic Alignment
11-4
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
Very ImportantAccelerator
Session 3.5 Days
LEAP & CORE
BasicCREATE Session
.5 to 1.5 DaysCORE
Yellow Card Session Options
Strategic Alignment
11-5
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
Very ImportantAccelerator
Session 3.5 Days
LEAP & CORE
BasicCREATE Session
.5 to 1.5 DaysCORE
Yellow Card Session Options
Accelerates the creation, communication, & commercialization of ideas to address a VIO or
VIS, accomplishing months of work in days.
Strategic Alignment
11-6
Determined which path makes sense.
Met with Division Y GM
Blue Card Session Options
Very ImportantStrategy
Activation 1.5 Days
BasicInformal Meeting
.5 Day
Translates your vision & strategy into motivating & actionable project missions
to be activated by your team.
Very ImportantAccelerator
Session 3.5 Days
LEAP & CORE
BasicCREATE Session
.5 to 1.5 DaysCORE
Yellow Card Session Options
Accelerates the creation, communication, & commercialization of ideas to address a VIO or
VIS, accomplishing months of work in days.
Very ImportantReinvent Session
.5 to 1.5 Days
BasicBlitz
Session 1 to 3 Hours
Problem Solving Session Options
PURPOSE: To Overcome Project
Death Threats/Milestones Without Compromising
Project Mission or Meaningful Uniqueness
Uses stimulus & diversity to tackle a stubborn Death Threat for an existing
innovation project, accelerating progress toward a decision.
Strategic Alignment
11-7
DRAFT 6-Month Start-Up Plan & Review/Edit with GM
12
13
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
14-1
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM
14-2
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM • Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats, resources, etc.
14-3
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM • Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats, resources, etc.
• Will participate in Strategy Activation.
14-4
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM • Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats, resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers
14-5
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM • Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats, resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers• Change agents who train other employees on IE, facilitate sessions, and act as
Process Coaches to help innovation project teams maintain process discipline and keep focused on faster and cheaper.
14-6
Selected the IE Blue Belts & IE Black Belts to go to Innovation College.
Education
IE Blue Belts - 4 volunteers, including GM • Senior leaders who help set company strategy and act as Management Coaches for
innovation project teams, providing honest and helpful guidance on death threats, resources, etc.
• Will participate in Strategy Activation.
IE Black Belts - 4 volunteers• Change agents who train other employees on IE, facilitate sessions, and act as
Process Coaches to help innovation project teams maintain process discipline and keep focused on faster and cheaper.
• Will conduct mining, present and coach teams during Strategy Activation & Accelerator, coach resulting projects, conduct Problem Solving Sessions, etc.
14-7
Innovation College
15-1
Innovation College
Digital 100+
Videos/Quizzes to a grade of 100%
15-2
Innovation College
Digital 100+
Videos/Quizzes to a grade of 100%
Lab
5 Days All Assignments to a grade of 100%
15-3
Innovation College
Digital 100+
Videos/Quizzes to a grade of 100%
Lab
5 Days All Assignments to a grade of 100%
IE Blue Belts & Black Belts
15-4
Innovation College
Digital 100+
Videos/Quizzes to a grade of 100%
Lab
5 Days All Assignments to a grade of 100%
Application
16 Application Assignments where you apply to your work
with a grade of 100%
IE Black Belts Only(If diligent, certified in about 6 months)
IE Blue Belts & Black Belts
15-5
Innovation College
Digital 100+
Videos/Quizzes to a grade of 100%
Lab
5 Days All Assignments to a grade of 100%
Experience
As Project Leader on Define/Discover/Develop
project(s) for your company
Application
16 Application Assignments where you apply to your work
with a grade of 100%
IE Black Belts Only(If diligent, certified in about 6 months)
IE Blue Belts & Black Belts
15-6
Completed/assigned the items on the IE Strategy Activation Checklist, explaining steps, logic, and tips to IE Black Belt Candidates (“Teach One”)
IE Strategy Activation Planning
16-1
Completed/assigned the items on the IE Strategy Activation Checklist, explaining steps, logic, and tips to IE Black Belt Candidates (“Teach One”)
IE Strategy Activation Planning
16-2
Set Up a Session Page for Strategy Activation SessionHad one of the new IE Black Belt candidates set up the page in Labs.
17-1
Set Up a Session Page for Strategy Activation SessionHad one of the new IE Black Belt candidates set up the page in Labs.
17-2
Set Up a Session Page for Strategy Activation SessionHad one of the new IE Black Belt candidates set up the page in Labs.
17-3
Set Up a Session Page for Strategy Activation SessionHad one of the new IE Black Belt candidates set up the page in Labs.
17-4
Invited the TeamThe Black Belt candidate who set up the page invited the team selected by the GM - 16 Leaders.
18-1
Invited the TeamThe Black Belt candidate who set up the page invited the team selected by the GM - 16 Leaders.
18-2
Invited the TeamThe Black Belt candidate who set up the page invited the team selected by the GM - 16 Leaders.
18-3
Added a Stimulus Mining Request for TeamThrough the session page, the team was invited to post Stimulus Mining in an Idea Request linked in Collaboration Cafe.
19-1
Added a Stimulus Mining Request for TeamThrough the session page, the team was invited to post Stimulus Mining in an Idea Request linked in Collaboration Cafe.
19-2
Added a Stimulus Mining Request for TeamThrough the session page, the team was invited to post Stimulus Mining in an Idea Request linked in Collaboration Cafe.
19-3
Added a Stimulus Mining Request for TeamThrough the session page, the team was invited to post Stimulus Mining in an Idea Request linked in Collaboration Cafe.
19-4
Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and built Spark Decks.
20-1
Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and built Spark Decks.
MARKET Mining
INSIGHT Mining
Classic Mining
20-2
Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and built Spark Decks.
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
20-3
Immersion - Strategy Activation
The Black Belt candidates conducted immersive Stimulus Mining and built Spark Decks.
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
FUTURE Mining
UNRELATED Mining
Stretch Mining
20-4
Innovation Culture Assessment - Strategy ActivationThe Strategy Activation participants completed the Innovation Culture Assessment, which assessed the current perceptions of innovation across the team. We used the results to help us adapt how we would facilitate the session.
21-1
Innovation Culture Assessment - Strategy ActivationThe Strategy Activation participants completed the Innovation Culture Assessment, which assessed the current perceptions of innovation across the team. We used the results to help us adapt how we would facilitate the session.
21-2
Innovation Culture Assessment - Strategy ActivationThe Strategy Activation participants completed the Innovation Culture Assessment, which assessed the current perceptions of innovation across the team. We used the results to help us adapt how we would facilitate the session.
21-3
IE Strategy Activation Session
22-1
IE Strategy Activation Session
DAY 1 • The IE Black Belt candidates presented Spark Decks and
facilitated group exercises. • 80 Blue Cards were created, each addressing a VIO or VIS.
22-2
IE Strategy Activation Session
DAY 1 • The IE Black Belt candidates presented Spark Decks and
facilitated group exercises. • 80 Blue Cards were created, each addressing a VIO or VIS.
DAY 2 • The team was encouraged to confront reality and think
deeper while reviewing all the Blue Cards created on Day 1. • Dividing into smaller groups, each mini team selected their
favorite 1 or 2 Blue Cards and refined for presentation. • Each team presented their top Blue Cards (8 in all) along with
quick research on the size of the opportunity area.
22-3
IE Strategy Activation Game Plan Meeting
• A few days later, the IE Black Belt candidates and I met with the GM and her core leadership team to select the Blue Card to activate in the IE Project Accelerator
23-1
IE Strategy Activation Game Plan Meeting
• A few days later, the IE Black Belt candidates and I met with the GM and her core leadership team to select the Blue Card to activate in the IE Project Accelerator
• She and her team selected and refined a Blue Card requesting VIO Leap Ideas.
23-2
Enter the Blue Card into LabsOne of the IE Black Belts entered the selected Blue Card into Labs.
24-1
Enter the Blue Card into LabsOne of the IE Black Belts entered the selected Blue Card into Labs.
24-2
Enter the Blue Card into LabsOne of the IE Black Belts entered the selected Blue Card into Labs.
24-3
IE Project Accelerator Process Overview
25-1
IE Project Accelerator Process Overview1. Accelerator PREP
Define Mission & prepare team for the experience ahead
Strategy Activation • Project Narrative• Mission• Strategic Exclusions• Tactical Constraints• Exploration Areas (3)
Deep Immersion & Synthesis • Customer Problems• Technology• Create Sessions…
Culture Assessment
25-2
2. Accelerator SESSION Rapid Cycles of Create, Feedback, Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview1. Accelerator PREP
Define Mission & prepare team for the experience ahead
Strategy Activation • Project Narrative• Mission• Strategic Exclusions• Tactical Constraints• Exploration Areas (3)
Deep Immersion & Synthesis • Customer Problems• Technology• Create Sessions…
Culture Assessment
25-3
3. Project COACHING 8 weeks of rapid Cycles to address Death Threats, Build Confidence and get closer to a Development Decision
FOCUSED ON Death Threats… • Market RISK• Technology RISK• Organizational RISK
2. Accelerator SESSION Rapid Cycles of Create, Feedback, Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview1. Accelerator PREP
Define Mission & prepare team for the experience ahead
Strategy Activation • Project Narrative• Mission• Strategic Exclusions• Tactical Constraints• Exploration Areas (3)
Deep Immersion & Synthesis • Customer Problems• Technology• Create Sessions…
Culture Assessment
25-4
3. Project COACHING 8 weeks of rapid Cycles to address Death Threats, Build Confidence and get closer to a Development Decision
FOCUSED ON Death Threats… • Market RISK• Technology RISK• Organizational RISK
2. Accelerator SESSION Rapid Cycles of Create, Feedback, Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
IE Project Accelerator Process Overview
Participants are a diverse group of people close to the work. Leaders of the Projects accelerated after the session will come from this group. Typically, less than 30% of participants in the Accelerator were in the Strategy Activation Session.
1. Accelerator PREP Define Mission & prepare team for the experience ahead
Strategy Activation • Project Narrative• Mission• Strategic Exclusions• Tactical Constraints• Exploration Areas (3)
Deep Immersion & Synthesis • Customer Problems• Technology• Create Sessions…
Culture Assessment
25-5
Set Up a Session Page for Accelerator SessionOne of the new IE Black Belt candidates set up the Session page in Labs.
26-1
Set Up a Session Page for Accelerator SessionOne of the new IE Black Belt candidates set up the Session page in Labs.
26-2
Set Up a Session Page for Accelerator SessionOne of the new IE Black Belt candidates set up the Session page in Labs.
AND attached it to the Blue Card.
26-3
IE Project Accelerator Planning Meeting
• The IE Black Belt candidates and I met with the GM and her core leadership team.
27-1
IE Project Accelerator Planning Meeting
• The IE Black Belt candidates and I met with the GM and her core leadership team.
• With all having some experience, we were efficient at going through the Prep Checklist!
27-2
IE WorkshopsOne of the IE Black Belt candidates set up IE Workshops for the Accelerator Team of 18 volunteers.
28-1
IE WorkshopsOne of the IE Black Belt candidates set up IE Workshops for the Accelerator Team of 18 volunteers.
28-2
IE WorkshopsOne of the IE Black Belt candidates set up IE Workshops for the Accelerator Team of 18 volunteers.
28-3
IE WorkshopsWe followed the step-by-step Guide for Workshops in the IE Black Belt Operations Manual to run the sessions:
29-1
IE WorkshopsWe followed the step-by-step Guide for Workshops in the IE Black Belt Operations Manual to run the sessions:
29-2
IE WorkshopsWe followed the step-by-step Guide for Workshops in the IE Black Belt Operations Manual to run the sessions:
• Create, Communicate, & Commercialize Workshop - participants learned the basics of IE and applied what they learned using team-based interactive case study exercises.
29-3
IE WorkshopsWe followed the step-by-step Guide for Workshops in the IE Black Belt Operations Manual to run the sessions:
• Create, Communicate, & Commercialize Workshop - participants learned the basics of IE and applied what they learned using team-based interactive case study exercises.
• Stimulus Mining Workshop - provided an overview of the 5 types of Stimulus Mining, and participants conducted mining and posted to the Accelerator Idea Request.
29-4
Immersion - Project AcceleratorThe Black Belt candidates conducted immersive Stimulus Mining, completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
30-1
Immersion - Project AcceleratorThe Black Belt candidates conducted immersive Stimulus Mining, completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
FUTURE Mining
UNRELATED Mining
Stretch Mining
30-2
Immersion - Project AcceleratorThe Black Belt candidates conducted immersive Stimulus Mining, completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
FUTURE Mining
UNRELATED Mining
Stretch Mining
im Problem Surveys
30-3
Immersion - Project AcceleratorThe Black Belt candidates conducted immersive Stimulus Mining, completed Merwyn Rapid Research - Insight Mining, & built Spark Decks.
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
FUTURE Mining
UNRELATED Mining
Stretch Mining
im Problem Surveys
30-4
Innovation Culture Assessment - Project AcceleratorThe Accelerator participants completed the Innovation Culture Assessment. Just like with the Strategy Activations Session, we used the results to help us adapt how we facilitated the session.
31-1
Innovation Culture Assessment - Project AcceleratorThe Accelerator participants completed the Innovation Culture Assessment. Just like with the Strategy Activations Session, we used the results to help us adapt how we facilitated the session.
31-2
IE Project Accelerator SessionI was the “conductor” for the session, while the IE Black Belt candidates presented Spark Decks, facilitated group exercises, and coached teams.
32-1
IE Project Accelerator SessionI was the “conductor” for the session, while the IE Black Belt candidates presented Spark Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
32-2
IE Project Accelerator SessionI was the “conductor” for the session, while the IE Black Belt candidates presented Spark Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
32-3
IE Project Accelerator SessionI was the “conductor” for the session, while the IE Black Belt candidates presented Spark Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
32-4
IE Project Accelerator SessionI was the “conductor” for the session, while the IE Black Belt candidates presented Spark Decks, facilitated group exercises, and coached teams.
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
For market testing, we used: • InterAct® Customer Feedback Session • Merwyn Rapid Research:
✦ Idea Coach ✦ Idea Doubling ✦ Idea Scan ✦ Insight Mining
32-5
IE Project Accelerator SessionDuring the session, the IE Black Belt candidates coached the teams though entering their Yellow Cards in Labs.
33-1
IE Project Accelerator SessionDuring the session, the IE Black Belt candidates coached the teams though entering their Yellow Cards in Labs.
33-2
IE Project Accelerator SessionDuring the session, the IE Black Belt candidates coached the teams though entering their Yellow Cards in Labs.
33-3
IE Project Accelerator SessionThe IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-1
IE Project Accelerator SessionThe IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-2
IE Project Accelerator SessionThe IE Black Belt candidates also coached the teams though rapid cycles of learning.
34-3
IE Project Accelerator SessionThe IE Black Belt candidates also coached the teams though rapid cycles of learning.
Not this week, LAST HOUR!
1 to 2 Hour Learning Cycles!
34-4
IE Project Accelerator Session
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
35-1
IE Project Accelerator Session
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
35-2
IE Project Accelerator Session
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 4: Refined & Presented - We had volunteers to lead 9 projects!
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
35-3
IE Project Accelerator Session
The Accelerator SESSION Rapid Cycles of Create, Feedback,
Recreate, Encourage DEEPER THINKING…
All Projects Customized Work Often Includes…
Research, Cost Estimating,Technical Feasibility,
Works/Looks Like Prototypes, Problem Solving
6 +/- Patentable Inventions
InterACTDay 1
Day 2 Day 3 Day 4
Day 3: Problem Solving
Day 4: Refined & Presented - We had volunteers to lead 9 projects!
Day 1: Mind Expansion - The team created 183 ideas!
Day 2: Confronted Reality - Prototyping and business models
For market testing, we used: • InterAct® Customer Feedback Session • Merwyn Rapid Research
35-4
IE Project Accelerator Game Plan Meeting
36-1
IE Project Accelerator Game Plan Meeting
• The next day, the IE Black Belt candidates and I met with the GM and her core leadership team who selected 4 ideas to accelerate FIRST.
36-2
IE Project Accelerator Game Plan Meeting
• IE Blue Belt Management Coaches and IE Black Belt were selected for each Project.
• The next day, the IE Black Belt candidates and I met with the GM and her core leadership team who selected 4 ideas to accelerate FIRST.
36-3
IE Project Kickoffs - Project Leader Check In
37-1
IE Project Kickoffs - Project Leader Check In• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
37-2
IE Project Kickoffs - Project Leader Check In• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
37-3
IE Project Kickoffs - Project Leader Check In• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
37-4
IE Project Kickoffs - Project Leader Check In• The IE Black Belt candidates met with their Project Leaders and scheduled the Project
Kickoff Meeting and the regular Weekly Project Update Meetings - starting the next week!
• They showed the Leaders the “How To” video on Project KickOff Meetings and Weekly Project Update Meetings and directed them to the Weekly Project Update Meeting Guide.
30 Minutes MAX!
37-5
IE Project Kickoffs - Management Coach Check-In
38-1
IE Project Kickoffs - Management Coach Check-In
The IE Black Belt candidates met with the Management Coach and selected the AcmePowerCo VIO LEAP Checklist, which we had already customized when getting started in my Division by cloning and editing the VIO LEAP Best Practice Master Checklist.
38-2
IE Project Kickoffs - Management Coach Check-In
The IE Black Belt candidates met with the Management Coach and selected the AcmePowerCo VIO LEAP Checklist, which we had already customized when getting started in my Division by cloning and editing the VIO LEAP Best Practice Master Checklist.
38-3
IE Project Kickoffs - Management Coach Check-In
Change AcmePowerCo
AcmePowerCo
39
AcmePowerCo Current Status
40-1
AcmePowerCo Current Status
This is where I am now, and I look forward to helping this Division Rock and Roll! I have to go coach an IE Black Belt candidate through their first Project Kickoff Meeting, so Lydia’s going to fill you on what comes next.
40-2
AcmePowerCo Current Status
This is where I am now, and I look forward to helping this Division Rock and Roll! I have to go coach an IE Black Belt candidate through their first Project Kickoff Meeting, so Lydia’s going to fill you on what comes next.
Thanks for listening!
40-3
AcmePowerCo Current Status
This is where I am now, and I look forward to helping this Division Rock and Roll! I have to go coach an IE Black Belt candidate through their first Project Kickoff Meeting, so Lydia’s going to fill you on what comes next.
Thanks for listening!
Jane
40-4
AcmePowerCo Current Status
This is where I am now, and I look forward to helping this Division Rock and Roll! I have to go coach an IE Black Belt candidate through their first Project Kickoff Meeting, so Lydia’s going to fill you on what comes next.
Thanks for listening!
Jane Stay tuned for“The rest of the story”…
40-5
The Innovation completely
DevelopDiscover DeliverDefine
41-1
The Innovation completely
Concept CardFill in all that you can - start from front side or back side
Meaningfully Unique PRODUCT / SERVICE & Promise PROOF 1) What is your product/service/process innovation? 2) How does it make the promise possible?
_______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
PASSION This project is important to me and to my organization because...
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Customer Cost - if available (cost/time/hassle) ________________________________
________________________________________________________________________
This is a great value when you consider... ________________________________________
________________________________________________________________________
Inventor’s Autograph: ___________________________________________________v.2 © 2011, Eureka! Institute, Inc. All Rights Reserved.
Project / Product / Service Name: ____________________________________ Suggestive of the Benefit
NEWS HEADLINE: Explain your News in 1 sentence. The first...
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
The Customer & their PROBLEM WHO is the Customer & WHAT is their Problem (complaint, frustration, wish)
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Meaningfully Unique BENEFIT PROMISE
Make a clear, specific and if possible numeric promise to address the problem.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
More details on the BACK of CARD...
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Focus Area check the one primary area...___ Established Customers, Markets, or Systems___ New Customers, Markets or Systems
BEST GUESS @ Concept
• Customer• Problem• Promise• Proof• Passion
DevelopDiscover DeliverDefine
41-2
The Innovation completely
Concept CardFill in all that you can - start from front side or back side
Meaningfully Unique PRODUCT / SERVICE & Promise PROOF 1) What is your product/service/process innovation? 2) How does it make the promise possible?
_______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
PASSION This project is important to me and to my organization because...
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Customer Cost - if available (cost/time/hassle) ________________________________
________________________________________________________________________
This is a great value when you consider... ________________________________________
________________________________________________________________________
Inventor’s Autograph: ___________________________________________________v.2 © 2011, Eureka! Institute, Inc. All Rights Reserved.
Project / Product / Service Name: ____________________________________ Suggestive of the Benefit
NEWS HEADLINE: Explain your News in 1 sentence. The first...
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
The Customer & their PROBLEM WHO is the Customer & WHAT is their Problem (complaint, frustration, wish)
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Meaningfully Unique BENEFIT PROMISE
Make a clear, specific and if possible numeric promise to address the problem.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
More details on the BACK of CARD...
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Focus Area check the one primary area...___ Established Customers, Markets, or Systems___ New Customers, Markets or Systems
BEST GUESS @ Concept
• Customer• Problem• Promise• Proof• Passion
DevelopDiscover DeliverDefine
BEST GUESS @ MATH
• Potential• Price• Sales• Cost• Profit
41-3
The Innovation completely
Concept CardFill in all that you can - start from front side or back side
Meaningfully Unique PRODUCT / SERVICE & Promise PROOF 1) What is your product/service/process innovation? 2) How does it make the promise possible?
_______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
PASSION This project is important to me and to my organization because...
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Customer Cost - if available (cost/time/hassle) ________________________________
________________________________________________________________________
This is a great value when you consider... ________________________________________
________________________________________________________________________
Inventor’s Autograph: ___________________________________________________v.2 © 2011, Eureka! Institute, Inc. All Rights Reserved.
Project / Product / Service Name: ____________________________________ Suggestive of the Benefit
NEWS HEADLINE: Explain your News in 1 sentence. The first...
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
The Customer & their PROBLEM WHO is the Customer & WHAT is their Problem (complaint, frustration, wish)
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Meaningfully Unique BENEFIT PROMISE
Make a clear, specific and if possible numeric promise to address the problem.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
More details on the BACK of CARD...
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Strategic Purpose: It addresses a... check one___ Very Important Problem (Weaknesses/Threats) ___ Very Important Opportunity (Strengths/Opportunities)
Focus Area check the one primary area...___ Established Customers, Markets, or Systems___ New Customers, Markets or Systems
BEST GUESS @ Concept
• Customer• Problem• Promise• Proof• Passion
DevelopDiscover DeliverDefine
HOWEVER Early In Process
ALWAYS Unknowns
= Death Threats In need of
Learning Plan
BEST GUESS @ MATH
• Potential• Price• Sales• Cost• Profit
41-4
DevelopDiscover DeliverDefine
1. Plan What Death Threat?
2. Do Learn
3. Study What learned?
4. Act Apply Revise Stop STUDY
P•D•S•A
We are DISCOVERING How to Make Our
Idea something worth investing the time, money,
and energy required to develop it.
42
DevelopDiscover DeliverDefine
1. Plan What Death Threat?
2. Do Learn
3. Study What learned?
4. Act Apply Revise Stop STUDY
P•D•S•A
Death Threats are Resolved using…
Fail FAST Fail CHEAP Cycles of Learning
What’s the Fastest, CheapestWay to Learn More
43
DevelopDiscover DeliverDefine
44-1
1. Plan
2. Do
3. Study
4. Act
Fail FAST Fail CHEAP
Each week we Learn MORE & Reduce RISK
DevelopDiscover DeliverDefine
44-2
1. Plan
2. Do
3. Study
4. Act
Fail FAST Fail CHEAP
Each week we Learn MORE & Reduce RISK
YES - Keep learning
NO - Kill the project
Each week project leader Makes A REAL Decision
DevelopDiscover DeliverDefine
44-3
Yes, No
When we follow the system we make a Decision in 8 Weeks
DevelopDiscover DeliverDefine
45
DEVELOP Alpha DELIVERDEVELOP
BetaDEVELOP
1st ReleaseDEFINE DISCOVER
10% of Investment
There areTwo BigDecision
Points
46-1
DEVELOP Alpha DELIVERDEVELOP
BetaDEVELOP
1st ReleaseDEFINE DISCOVER
10% of Investment
60% of Investment
Big Decision PointGoNot Now
There areTwo BigDecision
Points
46-2
DEVELOP Alpha DELIVERDEVELOP
BetaDEVELOP
1st ReleaseDEFINE DISCOVER
10% of Investment
60% of Investment
Big Decision PointGoNot Now
30% of Investment
Big Decision PointGoNot Now
There areTwo BigDecision
Points
46-3
DEFINE DISCOVER DELIVERDEVELOP Alpha
Ver .330%
DEVELOP Beta
Ver .660%
DEVELOP 1st Release
Ver .990%
Ver 1.098%Ver .1
10%Ver .220%
DevelopDiscover DeliverDefine
Three Phases in Develop
47
DEVELOP Alpha
TradeoffPrototypes
3 VersionsFor Design,Technology
Ver .330%
Develop is often 2, 3, or 4 Phases
48-1
DEVELOP Alpha
TradeoffPrototypes
3 VersionsFor Design,Technology
Ver .330%
DEVELOP Beta
FunctionalPrototype
A fully functionalproduct/service
refinement needed
Ver .660%
Develop is often 2, 3, or 4 Phases
48-2
DEVELOP Alpha
TradeoffPrototypes
3 VersionsFor Design,Technology
Ver .330%
DEVELOP Beta
FunctionalPrototype
A fully functionalproduct/service
refinement needed
Ver .660%
DEVELOP 1st Release
SellablePrototype
It could be taken live a few
rough edges
Ver .990%
Develop is often 2, 3, or 4 Phases
48-3
Proof of Concept
PrototypeCustomerFeedback
on Concept
TradeoffPrototypes
Customer Feedbackon Options
FunctionalPrototype
Customer Feedback
on Function
SellablePrototype
Customer Feedbackon Details
FinalOfferingCustomer Feedback
with Revenue
WrittenPrototype
Clarity on Concept
CUSTOMERS are great at REACTING this makes them
INVALUABLE In giving FEEDBACK on YOUR innovations
49-1
Proof of Concept
PrototypeCustomerFeedback
on Concept
TradeoffPrototypes
Customer Feedbackon Options
FunctionalPrototype
Customer Feedback
on Function
SellablePrototype
Customer Feedbackon Details
FinalOfferingCustomer Feedback
with Revenue
WrittenPrototype
Clarity on Concept
CUSTOMERS are great at REACTING this makes them
INVALUABLE In giving FEEDBACK on YOUR innovations
Each Builds Confidence
49-2
DevelopDiscover DeliverDefine
When you Go to Market
competition & customers
ADAPT TO YOUR
NEW OFFERING
50
DevelopDiscover DeliverDefine
THUS - when you Go to Market is when
you need to be able to LEARN & CHANGE FAST
51-1
DevelopDiscover DeliverDefine
THUS - when you Go to Market is when
you need to be able to LEARN & CHANGE FAST
This is easier if it’s part of your culture
51-2
It’s about Freedom within a Framework
52-1
It’s about Freedom within a Framework
IDEA • Customer • Problem • Promise • Proof • Price • Passion • Purpose • Math • Death Threats
DEFINE DISCOVER DELIVERDEVELOP
AlphaDEVELOP
BetaDEVELOP
1st Release
It’s about always getting smarter…as Fast & Cheap as possible
52-2
Operating System Structure & Processes
E. Work Process for Tasks
C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER
D. Check List Process (Lists customized for how the culture manages CORE & LEAP - Death Threats & Milestones)
DEVELOP
A. Blue Card
B. Yellow Cards
CHECK LISTS are our standardized “game plans” for WHAT (standards), WHY (reasons), HOW (methods) Yellow Cards become reality. The aim of the check list process is to create alignment between leadership, employees & departments.
A strategic “Theory” on what is Very Important for our Organization’s short & long term success.Also known as the “Commanders Intent.”
Tactical “Theories” of a how we might accomplish the Commanders Intent (New or improved products, services or systems). Their only reason for existence is to deliver on the Blue Card.
This is process for how it all comes together when we are doing the work. It’s an iterative system that guides the work on the Yellow Cards by integrating the Commander’s Intent (Blue Card), with the organization’s “game plan” for change (Check Lists).
Our phases for increasing our investment in Yellow Cards.
53
Check List Systems
Designed to CONTROL
Only tell you WHAT to Do They don’t tell you WHY or HOW.
54-1
Check List Systems
Designed to CONTROL
Only tell you WHAT to Do They don’t tell you WHY or HOW.
Control is Through ALERTS When You Make Mistakes
54-2
Check List Systems
Designed to ENABLE
55-1
Check List Systems
Designed to ENABLE
Tell you WHAT to Do WHY to Do ItHOW to Do It
55-2
Check List Systems
Designed to ENABLE
Leadership Peace of Mind is Through …• Clear Blue Card - Constraints, etc.• Clear Check List - Standards• Clear PLAN - Success Standards• Engaged Management Coaches
Tell you WHAT to Do WHY to Do ItHOW to Do It
55-3
Operating System Check Lists Define
56-1
WHAT Needs to be done
WHY Is it Important
HOW Do we do it
Operating System Check Lists Define
56-2
WHAT Needs to be done
WHY Is it Important
HOW Do we do it
Operating System Check Lists Define
Without documentation, there is no standardized work. Employees don’t know what to do!
56-3
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
57-1
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
57-2
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
STUDY: Did we reach our success standard? THINK deeply, why did we or why didn’t we?
57-3
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
STUDY: Did we reach our success standard? THINK deeply, why did we or why didn’t we?
ACT: Based on what has been learned, has this Death Threat (Milestone) been resolved?
57-4
PDSA Drives DisciplineWhat is your biggest challenge?
58-1
PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles2. Lack of Curiosity3. Lack of Courage to Fail
What is your biggest challenge?
58-2
PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles2. Lack of Curiosity3. Lack of Courage to Fail
55% 13% 32%
What is your biggest challenge?
58-3
PDSA Drives Discipline
1. Lack of Disciplined Learning Cycles2. Lack of Curiosity3. Lack of Courage to Fail
55% 13% 32%
What is your biggest challenge?
It’s how stuff gets done… Ideas become Reality!
58-4
Without Leadership Defining Clearly What Success Looks Like
Using…
59-1
Check List Standards What, Why, How
Without Leadership Defining Clearly What Success Looks Like
Using…
59-2
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
&/or
Without Leadership Defining Clearly What Success Looks Like
Using…
59-3
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
&/or Setting The Plan
Success Standards
&/or
Without Leadership Defining Clearly What Success Looks Like
Using…
59-4
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
&/or Setting The Plan
Success Standards
&/or
Without Leadership Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
59-5
60-1
INNOVATION
60-2
INNOVATION It’s How We Organize Going From Strategy
to Idea to Reality
60-3
How would you help get started filling an Innovation Pipeline?
61-1
How would you help get started filling an Innovation Pipeline?Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
61-2
How would you help get started filling an Innovation Pipeline?
T E A MIn a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers! List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
61-3
How would you help get started filling an Innovation Pipeline?
T E A MIn a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers! List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency
61-4
How would you help get started filling an Innovation Pipeline?
T E A MIn a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers! List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency Fortune 50 Company
61-5
How would you help get started filling an Innovation Pipeline?
T E A MIn a team of 5 or 6, select at least 1 of the types of organizations below to help. Discuss with your team what are questions you’d ask the leader to get the information you need to draft a 6 month IE Start-Up Plan. You can pick a specific organization, but not one where you already know the answers! List what your team thinks are the 5 most important questions to ask to help you develop a plan. Select a spokesperson to report out.
Task:
Similar to Jane, you have been asked to help an organization develop a 6 month IE Start-Up Plan. The problem is that you don’t work for the organization, so you don’t know much about how they operate. You have your first Planning Meeting scheduled with the leader to start roughing out a plan.
Situation:
Government Agency Fortune 50 Company 100 Year Old 100 Employee Company with only a handful of products
61-6
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