bright spots for growth
TRANSCRIPT
September 28 2017
WHY THIS TALK TONIGHT
Bright Spots is a book chapter that grew into a product hellip Your feedback and thoughtshellip bull How does the idea resonate bull Could it change the ldquofix-it consultant
methodrdquo bull Will it deliver speed clear deliverables
Organization
bull The Theory Case Studies bull Work in Groups bull How to do it bull Work in Groups bull Conclusions bull QampA Done at +- 2030 Download Link
wwwtinyccBrightspots289
BACKGROUND THREE YEARS OF RESEARCHhellip WITH OVER 300 COMPANIES
7 Key Learnings from the Research 1 Strategic alignment is the cornerstone of successful
innovation
2 If you want to give autonomy you need to have strategic
alignment first
3 If you get alignment attitudes and learning orientation in
place systems will follow
4 The right balance disruptiveincremental is key
5 Proactivity is the one thing you need to reward
6 Walk before you run
7 If you are in a big company or a small company you need to
act like you are in a successful start up
SEVEN DRIVERS OF INNOVATION SUCCESS
BUT AN IMPORTANT DIFFERENCE
AROUND MENTALITY
LETrsquoS START WITH A TEST
1
2
3
4 5
What are the 5 most important things that you did today
Description of the Actions
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
WHY THIS TALK TONIGHT
Bright Spots is a book chapter that grew into a product hellip Your feedback and thoughtshellip bull How does the idea resonate bull Could it change the ldquofix-it consultant
methodrdquo bull Will it deliver speed clear deliverables
Organization
bull The Theory Case Studies bull Work in Groups bull How to do it bull Work in Groups bull Conclusions bull QampA Done at +- 2030 Download Link
wwwtinyccBrightspots289
BACKGROUND THREE YEARS OF RESEARCHhellip WITH OVER 300 COMPANIES
7 Key Learnings from the Research 1 Strategic alignment is the cornerstone of successful
innovation
2 If you want to give autonomy you need to have strategic
alignment first
3 If you get alignment attitudes and learning orientation in
place systems will follow
4 The right balance disruptiveincremental is key
5 Proactivity is the one thing you need to reward
6 Walk before you run
7 If you are in a big company or a small company you need to
act like you are in a successful start up
SEVEN DRIVERS OF INNOVATION SUCCESS
BUT AN IMPORTANT DIFFERENCE
AROUND MENTALITY
LETrsquoS START WITH A TEST
1
2
3
4 5
What are the 5 most important things that you did today
Description of the Actions
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Organization
bull The Theory Case Studies bull Work in Groups bull How to do it bull Work in Groups bull Conclusions bull QampA Done at +- 2030 Download Link
wwwtinyccBrightspots289
BACKGROUND THREE YEARS OF RESEARCHhellip WITH OVER 300 COMPANIES
7 Key Learnings from the Research 1 Strategic alignment is the cornerstone of successful
innovation
2 If you want to give autonomy you need to have strategic
alignment first
3 If you get alignment attitudes and learning orientation in
place systems will follow
4 The right balance disruptiveincremental is key
5 Proactivity is the one thing you need to reward
6 Walk before you run
7 If you are in a big company or a small company you need to
act like you are in a successful start up
SEVEN DRIVERS OF INNOVATION SUCCESS
BUT AN IMPORTANT DIFFERENCE
AROUND MENTALITY
LETrsquoS START WITH A TEST
1
2
3
4 5
What are the 5 most important things that you did today
Description of the Actions
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
BACKGROUND THREE YEARS OF RESEARCHhellip WITH OVER 300 COMPANIES
7 Key Learnings from the Research 1 Strategic alignment is the cornerstone of successful
innovation
2 If you want to give autonomy you need to have strategic
alignment first
3 If you get alignment attitudes and learning orientation in
place systems will follow
4 The right balance disruptiveincremental is key
5 Proactivity is the one thing you need to reward
6 Walk before you run
7 If you are in a big company or a small company you need to
act like you are in a successful start up
SEVEN DRIVERS OF INNOVATION SUCCESS
BUT AN IMPORTANT DIFFERENCE
AROUND MENTALITY
LETrsquoS START WITH A TEST
1
2
3
4 5
What are the 5 most important things that you did today
Description of the Actions
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
LETrsquoS START WITH A TEST
1
2
3
4 5
What are the 5 most important things that you did today
Description of the Actions
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
WHAT WE KNOWhellip
In business growth projects the right mix is
85 day to day 15 leap projects
Where 50 of the growth comes from leap projects
Day to day = Keep Competitive
Leap = Create Future
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
It all about getting the right Balancehellip
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
THE CHALLENGE
We spend our time fixing whatrsquos wrong We have hundreds of priorities
The right solution is a balance between
strengths and fixing a very limited number of weaknesses
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Instead of focusing on what is going wrong companies can
consciously choose to focus more of the i r t ime on what is going r ight
We call this a ldquoBright Spotsrdquo
mentality
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
OUR 4 CORE BELIEFS
1
Bright spots bring energy
bright spots are motivating
2
No successful business grows on itrsquos weaknesses
3
When people see work is being done
on bright spots they will be more ready to
fix weak spots
4
Bright Spots increase Employee Engagement
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
FOUR EXAMPLES Linking Real Examples in the Market to Our 4 Core Beliefs
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
EXAMPLE 1
Imagine coming into a company where everything is going bad
A Few People were allowed to work on status updates
THEY GOT EXCITED AND CREATED A NEW COMPANY
Podcasting with status updateshellip No one listening to the podcasts but people liked the status updates
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Bright spots bring energy bright spots are motivating
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
EXAMPLE 2
The Marketing person On our f l ight f rom Houston to Las Vegas our customers are gett ing hungry We think that they would appreciate
a chicken salad instead of just peanuts
The CEOrsquos reply Wi l l offer ing a chicken salad on the f l ight f rom
Houston to Las Vegas help to make us the unchal lenged low-fare ai r l ine Because i f i t
doesn t we re not serv ing any damn chicken salad
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
No successful business grows on itrsquos weaknesses
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
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Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Jerry Sternin - Save the Children
To f ight severe malnutr i t ion in rural communit ies of Vietnam
T ired of ldquodo-gooderrdquo missions
the Vietnamese foreign minister gave him just s ix
months to make a di fferencehellip
EXAMPLE 3
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
90 of Managers start with whatrsquos wrong
and how to fix it
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Vietnamese Mothers Love Their Kids
You tell them theyrsquore doing something wrong
The response you will get
I am doing the best I can You donrsquot understand
WHEN
You tell them theyrsquore doing something right
The response you will get
Really How can I do more
WHEN
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
When people see work is being done on Bright Spots they will be more
ready to fix weak spots
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
EXAMPLE 4
Why it is listed as always one of the best places to work
GOOGLE - EMPLOYEE ENGAGEMENT
HOW DOES GOOGLE DO IT
bull 20 time for individual projects bull Self selecting teams bull Competition based on
strengths
STRATEGIES RESULTS Employees see their Bright Spots every day
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Employees who have the chance to focus on their strengths every day are six times as likely to be engaged in their jobs
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Bright Spots increase Employee Engagement
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
ldquo WE CANNOT SOLVE OUR
PROBLEMS WITH THE SAME THINKING WE
USED WHEN WE CREATED THEM
- Albert Einstein rdquo
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
CAUSAL vs EFFECTUAL REASONING
FIRST FIRST
GIVEN GOAL GIVEN MEANS
M1 M2
M5 M4 M3
M1
M2
M5
M4
M3
MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a
pre-determined goal
THEN ACCUMULATE MEANS
ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given
set of means
THEN IMAGINE ENDS
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
EFFECTUATION IN ACTION ldquoThe Bird in Hand Principle Start With What You Haverdquo
O n e Wa y F i n d a r e c i p e g o t o t h e s t o re hellip
Other Way O p e n t h e re f r i g e r a t o r p e e r i n s i d e a n d
c re a t e s o m e t h i n g ndash a n e w d i s h ndash a n u n e x p e c t e d b u s i n e s s m o d e l
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
15 minutes No correction of weaknesses
2 deliverables Career Recommendations
A 6 month development plan
1 minute presentation
Working in Groups
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Another problem employeehellip
Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing Bossy Abrasive Often breaks rules
Bright Spots Passionate
Interested and willing to learn Strong Presentation Skills Willing to break the rules
Strong design skills Perfectionist
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
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Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Who is our mystery employee
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did he did by building on his ldquoBright Spotsrsquordquo
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
FIVE STEP PROCESS TO MAKE THE CHANGE
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
STEP 1 FIGURE OUT WHERE YOU ARE
bull Slow down before you speed up bull Analyze your strengths and weaknesses bull Ask lsquowhat is my company really good at rsquo
A study by Economist intelligence Unit 312 companies Companies that paused at strategic moments had
40 HIGHER SALES 52 HIGHER PROFITS
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
What would you say first
Innovation Readiness Scores
Try the ldquoAppreciations methodrdquo
90 of managers would start the talk about customer focushellip Try instead ldquoThe Appreciations Methodrdquo Developed by Jay OrsquoCallahan world leading story telling trainerhellip Step 1 Everyone says one positive thing first Step 2 Then talk and appreciate the positives Step 3 See if that is enough Then (if you really need to) go into the negatives
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
ldquoThe first step to improving anything
is to know where you are currently atrdquo
Jerry Bruckner
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
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Sheet4
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Sheet6
Sheet7
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image1png
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STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
STEP 2 UNDERSTAND HOW YOU GOT THERE
bull Why are you good at what yoursquore good at bull Find out the lsquoroot causersquo
90 of Leaders think a good strategy has an impact on business success but barely 25 of them have a strategy Strategy starts with understanding
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
5 Whys
1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time)
2 Why do they never leave late Because they value punctuality more than speed
3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes
4 Why are they willing to accept longer travel times They sell people expect and employees deliver reliability instead of speed Root Cause Expectations drive delivery
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Good explanations look simple afterwardshellip
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
STEP 3 DECIDE WHERE YOU WANT TO GO
bull Clear decisions about what you want and what you donrsquot want bull Why it is important bull Some guidance on how to get there
Only 55 of the middle managers can name even one of their companyrsquos top five priorities
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
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Sheet6
Sheet7
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image1png
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STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
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Sheet7
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image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
POWER OF THE MISSION
STATEMENT
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
SETTING COMMANDERS INTENT
HOW DO YOU KNOW YOU GOT
IT RIGHT
1 Find a lsquopurposersquo (the story) for the organization 2 What do you want 3 What donrsquot you want
YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Healthy Fast Food
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
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image1png
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STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
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Sheet7
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image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
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Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
Our tool True North
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
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image1png
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STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
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image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
ldquoWendyrsquos Mission is to deliver superior quality products and services for our customers and communities through leadership innovation and partnershipsrdquo
Do people know what to do next
TRUE Truly Simple Healthy Fast Food
N Narrative Why it is important (the story)
When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food
O ObjectiveBetter and healthier food that consumers notice is healthier and better And they will talk about it
R Restrictions We are not interested in
Being classfied as a health food place For many health food = no food
T Tactical ConstraintsThe margin needs to be the same as before
H Here is the place to start
See Subways Jared Campaign
True North short
Collection of ideas
True North
7PS
Sheet2
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Sheet6
Sheet7
Sheet1
image1png
image2png
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | Healthy Fast Food | ||||
| N | Narrative Why it is important (the story) | When consumers are looking for ordinary fast food they have lots of choices Wendys needs to be the choice for healthy fast food | ||||
| O | Objective | Better and healthier food that consumers notice is healthier and better And they will talk about it | ||||
| R | Restrictions We are not interested in | Being classfied as a health food place For many health food = no food | ||||
| T | Tactical Constraints | The margin needs to be the same as before | ||||
| H | Here is the place to start | See Subways Jared Campaign | ||||
STEP 4 MOVE FROM TALK TO EXECUTION
bull Bui ld a sense of urgency bull Set deadl ines and make decisions bull El iminate gap between talk and execut ion
ldquo Strategy wi thout execut ion is hal lucinat ionrdquo Mike Roach the CEO of CGI
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
MAKING TOUGH DECISIONS
ldquoDeciding what not to do is as important as deciding what to dordquo
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
STEP 5 KEEP ON DOING IT
bull Follow up on lsquoKey Objectivesrsquo bull Set weekly targets bull Being consistent and make sure everyone else is consistent too
Only 16 of top leaders claim they can keep their company on track in executing its strategy Source Capgemini CEO Study 2015
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
What is the most important is not the system but the commitment
METHOD SCRUM AGILE INNOVATION ENGINEERING
PRIORITY SETTING
Highest opportunity first POCs
Highest opportunity first POCs
Biggest Risk first Learning Cycles
LEAD Scrum Master + Project owner
Project Lead Black Belt + Project Owner
FREQ Daily + Weekly Weekly Weekly
PROJECT LENGTH
3-12 months 3-12 months 1-3 months
What are you wi l l ing to do every s ing le day or week
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
What does commitment look like Objectives
Process
Alignment
A new business business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2-day management meeting to agree laquowhat and whyraquo Plus basic training How to build ideas the importance of systems
Alignment Every Mondayhellip what are we going to do this week
Build ideas Every Fridayhellip a brain-storming session (with new external people)
Communicate
Check Real-time research External experts to validate give feedback on all ideas
Systems Identify death threats work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
2 weeks
10 weeks
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
ldquoThe secret of success is consistency of
purposerdquo
- Benjamin Disraeli
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
WHAT WE
CAN PROMISE YOU
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
IF I DO THIS THIS WILL HAPPEN
Say positive things as often as negative things People will feel more appreciated more motivated and achieve more
Discover the strengths of individuals Yoursquoll have people doing what they do best
Remove a lot of the negative feedback Employee motivation will increase
If you can show a laquoBright Spotraquo focus People will be more ready to fix weak spots
Go forward deliberately step by step And you will be able to make big things happen
Be more positive And you will have more fun at work
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
A bright spots focus needs to be sincere and
meaningful
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
ldquoYou donrsquot sweat much for a Fat Guy ldquo
is not a bright spots
focus hellip
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
YOU WILL
GET IT WRONG
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
CASE STUDY
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
IMAGINE YOUrsquoRE THE DIRECTOR OF
OPERATIONS AT BELGIAN RAIL
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
Your goal
Using just bright spots put together a briefing for work
to do over 1-month to improve on time reliability
(no fixing issues)
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
HOW ARE THINGS GOING TODAYhellip
Areas for improvement
bull Cities trains run late bull Country trains run late bull Strikes all over the country bull High failure rates on city
trains bull Overdue maintenance
Bright spots bull Long-run trains run on time bull Safety rules (last minutes
entries being respected) bull Pride that people are doing
something important bull Some areas where reliability
above European averages
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
Working in Groups
15 minutes
Planning Talk What are the bright spots The basics (NORT) Focus on (H) bright spots
1 minute presentation
TRUE Truly Simple NMBS on time
N Narrative Why it is important (the story)
The frustration and insecurity caused by late trains keeps many people from using the Train
O Objective Change on-time rates and consumer perpections
R Restrictions We are not interested in
T Tactical Constraints
H Here is the place to start
True North short
Collection of ideas
True North
7PS
Sheet2
Sheet4
Sheet5
Sheet6
Sheet7
Sheet1
image1png
image2png
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
| 5 Biggest Risks | What can we should we do | |||||
| 1 | BOM pricing | Get an accurate estimate of NBIOT BOM pricing | ||||
| 2 | Alternative technology with the same benefit | |||||
| 3 | ||||||
| 4 | ||||||
| 5 | ||||||
| 5 Biggest Opportunities | What can we should we do | |||||
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
| Idea 1 | Idea 2 | Idea 3 | Idea 4 | Idea 5 | Idea 6 | Idea 7 | Idea 8 | ||||||||||
| Name | The World litter monitor | ||||||||||||||||
| Idea summary | Installation of cameras on city clean up trucks Measurement of little remotely | ||||||||||||||||
| Headline | The data cities need to solve their litter issues | ||||||||||||||||
| Problem | Lack of accurate measure of littler makes it hard if not possible to improve systems | ||||||||||||||||
| Promise | Accurate monitoring of litter | ||||||||||||||||
| Proof | The same measurement in cities all over the world at a cost you could never achieve | ||||||||||||||||
| Pay-off (for client) | Real benchmarks for comparison at a price lower than you could ever do it on your own | ||||||||||||||||
| Profit model | The cost of setting up this system is low and the vale add is highEstimates for LeuvenSet-up 4 Cameras (16 K)Monthly Fee 400 Inspections 5 eurosCost of inspection = 15 euroGross profit = 400 35 = 1400month |
| Chapter | The Theory | Top | Bottom | |||||||
| An introduction to cycles the ABCs method of growth | When you use smart cycles youll grow faster with less risk | |||||||||
| A = Alignment | ||||||||||
| Culture eats strategy for lunch | Get the culture right and youre halfway there | |||||||||
| Aligning your business with customer value | A jobs to be done focus will help you do more of the right things to grow successfully | |||||||||
| It is the whole thing not the parts | Effective growth is no longer uni-dimensionalhellip it is about getting all aspects of the business model working together | |||||||||
| Remove Fear through clarity | If you cant explain what youre doing your employees wont know what to do | |||||||||
| B= Building better ideas | ||||||||||
| Good ideas usually start at home | The best place to start is with what you have not what you want to have | |||||||||
| No more brain drains It is time to start building ideas | If you want more and better ideas use the formula MU = S D^2 Fear | |||||||||
| Hire more people not just better people | Leveraging the crowd is probably the easiest thing you can do today to build better ideas | |||||||||
| It is what you do not what you think about doing that matters_execution | How an action focus makes the impossible inevitable | |||||||||
| C = Communicating and Checking ideas | ||||||||||
| How can you sell it if people dont understand_6Ps | The only way to really test an idea is to clearly explain it | |||||||||
| Ill believe it when I see it vs Ill see it when I believe it - research | You need insights not numbers to drive your business forwards | |||||||||
| Instead of running so fast take a break | Fast but deliberate progress is the key to long term success | |||||||||
| Shoot your puppies and move on | The ability to kill ideas is more important than the ability to keep many ideas alive | |||||||||
| S = Systems to lead and manage | ||||||||||
| If you dont understand your business it wont work | When you have the systems right the result will follow | |||||||||
| Training - the best way to build organizational muscle | When people have the skills it is fair to expect superior perfermance and people will deliver | |||||||||
| Never under-estimate the power of trust as the right way to lead | If you set the right vision and rules you can trust people to deliver | |||||||||
| It is not who you know but who is willing to work with you | Inspire and eco-system and they will build your business | |||||||||
| Eat your elephants one bite at a time | Little problems are always easier than big problems | |||||||||
| Conclusion | ||||||||||
| It is what you and team do everday that counts | Build the right habits and youll build the right organization |
| FAST FEEDBACK | |||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||
| Your name | |||||||||||||||||||||||
| Lets meet | [ ] Sure [ ] Too much work these days -) | ||||||||||||||||||||||
| If yeshellip | Tel _________________________ Email ________________________________ |
| Alignment | Innovation | Scale up | 100 Days to | Cycles | ||||||||
| engineering | Weekend | grow | ABCs | |||||||||
| Build | ||||||||||||
| Problem | Hard to grow consistently | I need to grow now | Ongoing support low-cost | Need support but also habit change | ||||||||
| Promise | Faster Lower Risk growth | A weekend jump-start | 3 months of support | Tools Skills and habit changes | ||||||||
| Proof | Validated Methodology | Validated Methodology | The best from around the world | All the best | ||||||||
| Profit | Selling training + Coaching | Sponsorship + Follow-up | Equity stake in scale ups | Training Trainers Sponsorship | ||||||||
| Check | Will scale-ups buy | Event Sign ups | Will it work | Do accelerators like the program | ||||||||
| Learnings | Too long | Too Early Scaling not seen as issue | Step by step OK for start-ups | |||||||||
| Too Expensive | Confidentiality Issues | Scale-ups too different | ||||||||||
| A weekend should be free | ||||||||||||
| System | Try Shorter | Look at best practices | Teach a mentality | |||||||||
| Change | Working with peers to reduce costs | Try a longer format | Work with other companies | |||||||||
| Problem | Need support but also habit change | |||||||||||
| Promise | Tools Skills and habit changes | |||||||||||
| Proof | All the best working with Trainers | |||||||||||
| Profit | Training Trainers Sponsorship | |||||||||||
| Problems to Resolve | Will trainers accelerators buy | |||||||||||
| Passion | I think this is my mission |
| 7 Ps for Success | |||||||||||||||||||||||||||
| Problem Promise Proof Payoff Profit Problems Passion | |||||||||||||||||||||||||||
| Side 1 | Build Ideas | ||||||||||||||||||||||||||
| Side 2 | Look for Issues and get feedback | ||||||||||||||||||||||||||
| Name (For simplicity choose a descriptive name) | |||||||||||||||||||||||||||
| NEWS HEADLINE In one sentence what is the big idea | |||||||||||||||||||||||||||
| CustomerStakeholder PROBLEM WHAT is problem for who | |||||||||||||||||||||||||||
| Benefit PROMISE Overt Benefit | |||||||||||||||||||||||||||
| PROOF Reason why and dramatic difference | |||||||||||||||||||||||||||
| PAYOFF Dramatic Difference | |||||||||||||||||||||||||||
| PROFIT Our profit model will be fill in your back of the envelope | |||||||||||||||||||||||||||
| Problems DEATH THREATS (If this idea fails it will fail because) | |||||||||||||||||||||||||||
| 1 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| 2 Problem | |||||||||||||||||||||||||||
| DO to learn more | |||||||||||||||||||||||||||
| PASSION Despite these issues this idea is still important because | |||||||||||||||||||||||||||
| Link to Business model | |||||||||||||||||||||||||||
| Canvas | |||||||||||||||||||||||||||
| FAST FEEDBACK | |||||||||||||||||||||||||||
| Clarity | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | gt7 or re-do | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Meaningful | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | A good score 6 meaningful + 04 unique gt 6 | |||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| Unique | 0 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||
| Not at all | Perfect | ||||||||||||||||||||||||||
| One Suggestion | |||||||||||||||||||||||||||
| Note Inspired by Innovation Engineering yellow cards Innovation Engineering = A solution for faster lower risk innovationFor more info contact bryanfast-bridgecom | |||||||||||||||||||||||||||
| TRUE NORTH | ||||
| Guidelines | ||||
| The goal is to clearly establish Commanders IntentKey Elements a) Where are we today + rational for the plan b) Where do we want to go Purpose of task objective of task and antigoals and c) How Hints to get started constraints and other considerations | ||||
| TRUE | A Truly Simple headline that is suggestive of the mission | |||
| Lets get paid | ||||
| N | Narrative Tell the story of WHY this is VERY IMPORTANT The Story should be so clear people will understand the why want to get started and know enough to get the how righthellip | |||
| If we cant find a way to get people to pay for our service we have no business regardless of how great our technology is how many people download our product or how useful it is | ||||
| O | Objectives Finish the sentence with ONE mission ldquoWe need ideas for _______rdquo | |||
| (ONE REQUEST With up to 3 Specific Focus Areas) | ||||
| 3 ideas to make money that we can test | ||||
| R | Restrictions Ideas or types of ideas that we are NOT interested in | |||
| A fee for use of the plug-inPeople will not pay | ||||
| T | Tactical Constraints Design time resources investment regulations people etc etc | |||
| We have around 250 K to grow the business so the solutions need to be low cost AND we need to work with partners | ||||
| H | Here is the place to start Areas for stimulus mining when working to accomplish the mission including any relevant live project work that is already going on | |||
| Look at areas where the of Information value is high and searching takes time (eg Job applicants News stories etcdeg | ||||
| Note Inspired by Innovation Engineering blue cards Innovation Engineering = A solution for fasterlower risk innovationFor more info contact bryanfast-bridgecom | ||||
| Headline | Phone Add in NBIOT | Phone Add in Lora | Phone Add in Weightless | Phone Add in Sigfox | Google IP Solution | Forever text | |||||||||
| Problem Pain | Phone Battery life | Phone Battery life | Phone Battery life | Phone Battery life | Battery life + connectivity in areas with no coverage | Texting when my phone is dead | |||||||||
| Promise (Make a SPECIFIC promise to SOLVE this problem) | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life with nomal phone functionality | 4X longer battery life + connection almost everywher | A simple small device that will be able to send receive texts for 3 months on 1 charge | |||||||||
| Proof (Reason to believe) | A patented technology | A patented technology | A patented technology | A patented technology | A patented technology works in the lab already | We can make a POC | |||||||||
| Payoff (Dramatic Difference) | More phone sales | More phone sales | More phone sales | More phone sales | A google phone operating like a phone should (connection everywhere) and last 2-3X longer | A reliable texting back upo available at all times (Id buy one) | |||||||||
| Profit (How will this make money) | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | A licensing fee per phone with the technology installedTarget price 8euroCost target 4euro | Est Bom 25Est Sales price 50 less 20 store margin = 15 unit | |||||||||
| Problems (Death Threats to test) | BOM costhellip can we do this cost effectively with NBIOT | How to handle disconnects BOM Costs | Unproven technologyBOM costs | Too many calls for standard sigfox contracts | Alternative solutions for Google Patent protection | No protection of the idea = no profit Would people buy | |||||||||
| Actions | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Etimate of BOM costs | Test idea at Airport | |||||||||
| Technical risk assessment | Technical risk assessment | Meet Weightless | Meet with Sigfox | Meet with Google | Etimate of BOM costs |
| TRUE | Truly Simple | NMBS on time | ||||
| N | Narrative Why it is important (the story) | The frustration and insecurity caused by late trains keeps many people from using the Train | ||||
| O | Objective | Change on-time rates and consumer perpections | ||||
| R | Restrictions We are not interested in | |||||
| T | Tactical Constraints | |||||
| H | Here is the place to start | |||||
WHAT TO DO
TOMORROW
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
Now is the time for action
As we said earlierhellip you can do this alone and it is simplehellip
But simple doesnrsquot mean easy
If you would like help or would you like to learn more about our 5 stage program which any company can finish in 1 week
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
Structured Hypothesis testing AlignmentAssessments System analysis Workshop
Timing Monday Tuesday Tuesday - Thursday Friday
Objectives Where is your organization Test Hypotheses from survey Share results(Benchmarking) Understand key organizational Put objectives into stories
What is working well drivers Agree on prriorites andBuild further insight action steps
Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation4-10 participants Structured Interviews and agreements with management
Appreciative inquiry A half day workshop
Deliverables Benchmarks Result of hypothesis testing Organizational alignmentBright Spots Recommendations for 6 True North Cards
First Hypotheses 1 what to build on 2 what to fix Agreement on 6 action steps
5 days to success
Sheet1
Sheet2
Sheet3
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
| Structured | Hypothesis testing | Alignment | Full Bright | ||||||||||||
| Assessments | System analysis | Workshop | Spots program | ||||||||||||
| Timing | Monday Tuesday | Tuesday - Thursday | Friday | 15000 | |||||||||||
| Objectives | Where is your organization | Test Hypotheses from survey | Share results | ||||||||||||
| (Benchmarking) | Understand key organizational | Put objectives into stories | |||||||||||||
| What is working well | drivers | Agree on prriorites and | |||||||||||||
| Build further insight | action steps | ||||||||||||||
| Methods | A survey with follow-up interviews | Systems Analysis | Pre-workshop preparation | ||||||||||||
| 4-10 participants | Structured Interviews | and agreements with management | |||||||||||||
| Appreciative inquiry | A half day workshop | ||||||||||||||
| Your input | 4-10 60 minutes | 4-10 60 minute talks | A half day preparing the meeting | ||||||||||||
| (30 survey + 30 Interview) | Written Q amp A | A half day workshop with your team | |||||||||||||
| Arrange meetings | |||||||||||||||
| Deliverables | Benchmarks | Result of hypothesis testing | Organizational alignment | ||||||||||||
| Bright Spots | Recommendations for | 6 True North Cards | |||||||||||||
| First Hypotheses | 1 what to build on 2 what to fix | Agreement on 6 action steps | |||||||||||||
| Additional Services | |||||||||||||||
| Monthly retainer for project follow-up Weekly meetings up to 4 programs | 8K | ||||||||||||||
| Project leadership Systems improvement Coaching | First 40 days euro1550 + VAT | ||||||||||||||
| As From day 40 till day 80 euro1400 + VAT | |||||||||||||||
| As From day 80 euro1200 + VAT |
How we do it
o We build the right team for your company o A bright spots expert o An industry expert o A wild-card
o We get management buy-in up-front and if a small
company help find a way to pay for things (KMO portfolio support)
o We get your team to commit to timings and to do something
o We follow-up to make sure you have done something
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find
these areas of positive deviance and fan the flamesrdquo
mdashRichard Pascale amp Jerry Sternin
ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
If you think something is good say ithellip
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
Show m e t he num ber s
Positive feedback delivers more Samples posi t ive ldquo I agree wi th thatrdquo for instance or ldquo Thatrsquos a terr i f ic ideardquo Negative comments ldquo I donrsquo t agree wi th yourdquo ldquo We shouldnrsquo t even consider doing thatrdquo
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-
THANK YOU
- Slide Number 1
- Slide Number 2
- Slide Number 3
- BACKGROUND THREE YEARS OF RESEARCHhellipWITH OVER 300 COMPANIES
- Slide Number 5
- Slide Number 6
- Slide Number 7
- Slide Number 8
- Slide Number 9
- Slide Number 10
- Slide Number 11
- Slide Number 12
- Slide Number 13
- Slide Number 14
- Slide Number 15
- Slide Number 16
- Slide Number 17
- Slide Number 18
- Slide Number 19
- Slide Number 20
- Slide Number 21
- Slide Number 22
- Slide Number 23
- CAUSAL vs EFFECTUAL REASONING
- EFFECTUATION IN ACTION
- Slide Number 26
- Another problem employeehellip
- Slide Number 28
- Slide Number 29
- Slide Number 30
- Slide Number 31
- What would you say first
- Slide Number 33
- Slide Number 34
- Slide Number 35
- Slide Number 36
- Slide Number 37
- Slide Number 38
- Slide Number 39
- Slide Number 40
- Slide Number 41
- Slide Number 42
- Slide Number 43
- Slide Number 44
- Slide Number 45
- Slide Number 46
- What does commitment look like
- Slide Number 48
- Slide Number 49
- Slide Number 50
- Slide Number 51
- Slide Number 52
- Slide Number 53
- Slide Number 54
- Slide Number 55
- Slide Number 56
- HOW ARE THINGS GOING TODAYhellip
- Working in Groups
- Slide Number 59
- Slide Number 60
- Slide Number 61
- Slide Number 62
- ldquoSomewhere in your organization groups of people are already doing things differently and better To create lasting change find these areas of positive deviance and fan the flamesrdquo mdashRichard Pascale amp Jerry Sternin ldquoYour Companyrsquos Secret Change Agentsrdquo HBR
- Slide Number 64
- Show me the numbers
- Slide Number 66
-