Agenda Bank of America Nokia Return on Innovation Office Hours Tomorrow 12 noon to 2pm, front patio of Harvard Faculty Club.
Post on 19-Dec-2015
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AgendaAgenda
Bank of America Nokia Return on Innovation Office Hours Tomorrow
12 noon to 2pm, front patio of Harvard Faculty Club
Discussion Questions:Discussion Questions:
How would you characterize (describe) Bank of America’s new system for developing services? Focus on its process, organization, management and culture.
Compare Bank of America’s approach to other product development systems. What are the differences? What are the similarities? Does it matter if it is a product or service that is being developed?
What is the role of experimentation? How can companies maximize their learning from experimentation?
Innovating at BoAInnovating at BoA
Structured 5 stage process Idea conception Planning & Design Implement Test Recommend
Cycle time emphizes speed and learning Off-site rehearsals to find problems early Use of control branches to minimize noise Emphasis on measurement Customer satisfaction as proxy for value of experiment Cost versus benefit analysis before large-scale rollout Uses proven scientific method
CultureCulture
Zero defect mentality Mistrust concepts such as failure Banking is about minimizing risk Strong focus on variable incentive systems One convinced, don’t want to go back Reluctant to try radical experiments People don’t respond to 30% failure target Conservative business environment
Service InnovationsService Innovations
Intangible Customized to individuals High cost of failure Protecting the results
Cost of experimentationCost of experimentation
Customer perception Operating Budget versus R&D Budget Assessing in context Learning from failures
Success?Success?
Committed 1% of sales (typically allocate 10-15% of sales to R&D)
Tolerance for failure (who had higher tolerance: employees or management)
Operate and innovate simultaneously Enhancing success versus minimizing loss Adoption, tolerance for change
Discussion Questions:Discussion Questions:
1. How did Nokia manage the tension between exploration and exploitation? How, and using what mechanisms, did Nokia provide incentives for both innovation and efficiency? What problems do you think the system might run into?
2. What are the problems of providing incentives for innovation and efficiency? Why not simply use a system where rewards depend on some combination of how innovative and efficient a person or a team is?
Culture of NokiaCulture of Nokia
Finland is a high-technology country Collective, Belief in the good of people Intrinsically motivated
Strain of GrowthStrain of Growth
Informal, organic to formal, structured organization NVO as skunk works, separate budget Change in knowledge flow and mobility Value-based to fact-based leadership Homogenous to highly diversified culture Chaos to Control Decentralized decision making to centralized Focus on operating profits changed to market share Follower strategy to leader strategy Independent in-house development to network
development From Divas to Dance Partners
How do you measure return?How do you measure return?
Cost of development or acquisition / Revenue realized
Transaction cost and market response based formulas
Does this apply to measuring return on innovation?
ROInnROInn
What are the direct costs? What are the indirect costs? How do you account for lag between
learning and performance? How do you measure customers who left
before buying?
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