launching a viable innovation lab–a panel proposal for sxsw 2016
TRANSCRIPT
Launching a Viable Innovation Lab
Launching a Viable Innovation Lab brings together brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.
Ashwini (Asha) Srikantiah Director, Design Thinking & Innovation, Fidelity Labs
Greg Petroff Chief Experience Officer, GE Sostware
Chris Finlay Senior Director of Experience Design and Innovation, Optum
Zachary Jean Paradis Director Experience Innovation, SapientNitro
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§ Why invest in an innovation lab? How do the activities within labs–across different companies–contribute to the larger organization?
§ What are the keys to giving an innovation lab the best chance at success? What is the right organization and process ?
§ Is this “innovation lab” thing a fad? Will companies just evolve to do these activities throughout the organization?
key questions the panel will explore include:
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Creating value for people through new or improved services and products (or creating platforms for doing it systemically).
what is innovation?
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We’ve entered an era forces companies to shist their priorities and activities faster than ever before, presenting challenges:
§ How to manage risk?
§ How to drive scale?
§ How to optimize the business?
§ How to identify the next big bet?
we’ve entered the era of continuous innovation
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Different problems or opportunities require different approaches.
a perspective
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the collapse of planning and implementation has led to innovations in how to approach innovation
and forces us to compliment priority with approach
Spun out as a Lean Start Up
Split-test, evolution or developed as
a pilot
Fully funded as a program
Few high-potential concepts which have high ROI potential but little success developed within a current organization
Many moderate potential concepts which could be quickly piloted within an organization to either be fully funded or spun out
Few high-potential platform-level concepts which have clear ROI potential or are strategically essentialEliminate
third priority
Relative Position of Firm
Pilot, Hold, or Shop out second priority
Fast Trackfirst priority concepts
We consider portfolios of both.
Priority Portfolio Approach PortfolioFew high-potential opportunities which have high ROI potential but little chance of successfully being developed within current organization
Many moderate potential concepts which could be quickly piloted in a lab or in the main business to determine value to the organization
Constant analytics-driven optimization combined with a few high-potential platform level programs which have clear ROI potential or are strategically essential.
Spun out as Lean Startup
Developed in labs or pilots
Fully Funded as aanalytics evolution or platform program
different approaches offer different attributes
Analytics & Optimization
Evolve
Platform
Hybrid Agile
Build/Evolve
Platform
Labs & Pilots
Identify New
Platforms
Lean Startup
Identify New Businesses
Planning Scale Agility
Incremental Breakthrough
labs can help identify what’s next
Analytics & Optimization
Evolve
Platform
Hybrid Agile
Build/Evolve
Platform
Labs & Pilots
Identify New
Platforms
Lean Startup
Identify New Businesses
Planning Scale Agility
Incremental Breakthrough
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please pick our panel thank you. ;)