the implementation dilemma - fst · 2015-03-30 · creativity x execution = 6 8 x 1 = 8 6 x 3 = 18...

The Implementation Dilemma How to Build a Sustainable Innovation Engine

Dr Munib Karavdic Director of Design & Innovation

Conjoint professor at UNSW

“ Innovation distinguishes between

a leader and a follower.”

2

The further out your idea is, the harder it is to bring into the

organisation

cold fusion incremental change

The Scary zone

The Scary Zone

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And scary zone ideas don’t play nice with structure

How do we make our

toasters faster

and cheaper?

How do we make a

better toaster?

What are new ways to

toast bread?

What are the

attributes of toasted

bread and are there

better way to achieve

these attributes?

Fit within existing structures

Ambition of a new idea

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Capacity to innovate

5

Creativity X Execution

= 6

8 X 1 = 8

6 X 3 = 18

The Other Side of Innovation: Solving the Execution Challenge

X 1 6

The implementation dilemma

Use tradition way of delivering

Create new environment for delivery

Traditional way of delivering – Go to Market

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The implementation solution

1. Move from spreadsheet to prototype

2. Build a MVO incubator

3. Develop a portfolio of MVOs

4. Create a new BAU environment

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The implementation solution

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New ideas - new environment for delivery

1. MVO Incubator 2. Team training

Principle 1. Bring in the right people, dedicated full time

Legal expert

Product

Manager

Marketing

Director

IT

Director

Consumer

Insights

Expert

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Principle 2. Use a Build-Test-Learn approach

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Principle 3. Create a high fidelity front end

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Principle 4. Use a ‘duct tape and bailing wire’ back end

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Principle 5. Measure for desirability and viability

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Principle 6. Socialise like Kim Kardashian

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Design & Innovation at AMP

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The space for collaboration

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We talked to people, developed insights…

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…built prototypes and…

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…launched minimum viable offers (MVOs)

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Onboard relevant business functions

HCD Practitioners Program

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• Emphasise making it real

• Maintain intent

• Avoid Australian Idol

• Buy some time

• Minimise organisational disruption

• Minimise cost of failure

Key learnings

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