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FOSTERING

INNOVATION

IN INDUSTRY

MOHAB ANIS, PHD, MBA

CEO

A Unique Heritage of Consulting & Management Education

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Management EducationInnovation Department Heads of Graduate Business Schools

1985

2004

Management ConsultingInnovation Practice Leaders at

Arthur D. Little and Monitor Group

Innovation Management Capability Building

2002

1964

2009

Founded 2007

2009

2005

Founded 2010

2015

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Innovation Interventions

Tech. Transfer Innovation Readiness Assessment

InnovationStrategy

Innovation CultureOnline & Mobile

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Innovation Health Check1

Description

Innovation Strategy• Vision and strategic focus on innovation• Implementation of strategy

Organisation and Culture• Roles and responsibilities• Organisational structure• Organisational culture and climate

Innovation Life Cycle Processes• Idea management • Product/Process and Service Development• Launch and Continuous Improvement

Enabling Factors• Project management• Human Resources and Incentives• IT and Knowledge Management

Innovation Results

Org 3

Org 2

Org 11

2

3

4

5

Innovation Results

5

Enabling Factors

Innovations-Organisation and Culture

Innovation Strategy

Idea management

Product/Service/Process development

Launch/ Continuous Improvement

Innovation Lifecycle Processes

1

2

4

3

“A.T. Kearney House of Innovation”

Assess and benchmark your innovation capabilities and pin-point the root cause

Innovation Readiness Assessment

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Innovation Health Check1

Innovation Readiness Assessment

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Innovation Readiness Assessment

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Innovation Strategy2

Eureka! Workshop

Pursuit Teams

Realization Teams

New Field of Play

Innovation Pipeline

Business Concepts Business CasesIdeas Artifacts, Experiments, and Business Plans

PROTOTYPE

Generate Better NewBusiness Concepts

Build More Compelling Value

Propositions and Business cases

Develop Actionable Plans for Faster

Launch and Scale-up

Identify your growth areas, to generate new ideas, develop new projects, launch new services or choose the right program

Innovation Strategy

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You need more dots and a structure to look at the dots

Your Company

Competitors & Adjacencies

Up-and-Down the Value Chain

Changing Needs

Future Trends

Multisource To Get Lots of Dot Organized on a Business

Opportunity Map (BOM)

Innovation Strategy

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To define a clear innovation focus requires five steps, each with a set of activities and outputs associated with it

Set Objectives and targets

Organize + Connect the Dots

Generate Ideas Prioritize + Refine

ConceptsSet the Action

Plans

OU

TPU

TS

Next StepsBusiness

Opportunity Map

Strategic Innovation

Focus

Business Concepts / Initiatives

Prioritized Concepts / Initiatives

Innovation Strategy

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The type of concept generated is based on which dots are used to form the concepts

• Concepts where all dots are from within the core

Incremental Concept

• Internal Employees

Breakthrough Concept

• Concepts where at least 2 of the dots are within core

• Actionable concept because of dots within the core

• Internal Employees• External partners

Radical Concept

• Concepts where all dots are from out of the core

• R&D team• Out-of-the-box, visionary

or imaginative people

1 2 3

De

fin

itio

nW

ho

Innovation Strategy

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Energy efficiency SegSegmentation Segmentation

Privacy, Customization

Dorm students, GCC labor

Innovation Strategy - Case Study

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New Field of Play

Innovation Strategy – Case Study

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Scouting & Evaluation

Development Commercialization

During the Research Phase

1. Technology

Scouting

2. Technology &

Market

Evaluation

3. Utilize

Technologies

that are Available

1. Valuate

Technologies to be

Acquired and

negotiate Licensing

Terms

2. Acquire

Technologies that

Improve your

Products

1. Market Business

Plans

2. Implemented

Digital Strategy

3. Sell Product to

Create New

Revenue Streams

Technology Transfer

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Technology Transfer: Case Study

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Culture of Innovation

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Culture of Innovation

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• Innovation can be learnt.

• Work on innovation culture, while the broken education system is slowly being fixed

• Empower youth / SMEs and your job as policy makers will become easier. Policies can sometimes be rigid and not interesting

• Use Technology – Targeted, Inexpensive, scalable & sustainable

• Let the private sector manage & execute programs

Last Points

info@innovety.com

Egypt (IXL-Center Cairo Office)

Alcatel-Lucent Building, 3rd FloorBuilding 7, Street 22, Smart VillageGiza, 12577, EgyptTel: +202 35370251Fax:+202 35370252

Boston – United States

110 Cambridge StreetCambridge, MA, USA 02141Tel: +1 617 5007150info@ixl-center.com