Ten steps to disruption

How to harness disruptive innovation in education and training

Colin Kinner 2016 ACPET Queensland State Forum Wed 13 April 2016

Scalable

$

Costs

Revenues

time

NOT Scalable

Costs

Revenues

$

time

DISRUPTED

DISRUPTING

Economic Complexity Index – Australia, 2013

Reproduced with kind permission of Peter Lewis and the Newcastle Herald

http://www.pollenizer.com/if-disruption-hurts/

Disruption Susceptibility Score___ We provide a product or service with features that could be dispensed with

___ Our product or service is not delivered via the internet, but parts of it could be

___ Our business is highly reliant on skilled labour

___ Our industry has been relatively stable for more than 50 years

___ Our industry is worth more than $10 billion per annum globally

___ Customers in our industry are generally dissatisfied

___ The main players in our industry are viewed as complacent

___ Our profit margins are high

___ Our customers are loyal because of our trusted brand

___ Our company is big enough to not be concerned about smaller competitors

Score: ___ / 10

Trends fuelling disruption in education and training• Globalisation• Removal of infrastructure• On-demand consumption• Centralisation of content delivery• Democratisation of content creation• Unbundling of learning, tuition, assessment and

accreditation• Growing demand from emerging economies• Reducing delivery cost

Source: TitanVine

Companies disrupting education and training

5 million learners

15 million learners

4 million learners

Acquired by LinkedIn for US$1.5 billion

4 million learners

TEN steps to disruption

Innovate internally

1.

Innovation in Australian firms

Source: Australian Bureau of Statistics

Source: Department of Industry

Create a safe environment for innovation

2.

Reward (good) failure

3.

#flearn

Seek out large opportunities

4.

Be prepared to cannibalise your existing business

5.

Use innovation tools

6.

Nespresso machines

RetailMail

order

Nespresso.com

Callcentre

Nespresso stores

Households

Business

1 x machinesales

Repeat pod sales

Coffee Production facilites

Production B2C distribution

Marketing

Patents

Machine manufacturer

Production

B2C distribution

Marketing

Nespresso club

Brand Nespresso pods

Distribution channels

Engage in Open Innovation

7.

Bell Labs Research Division, 1966

Closed Innovation

Development New Productsand Services

TheMarket

Internalinnovation

Open Innovation

In-sourcing

ExistingMarket

Internalinnovation

Externalinnovation

Out-licensing

Spin-offs NewMarkets

Other Firms’

Markets

Engage with entrepreneurs

8.

Train your staff and students to think like entrepreneurs

9.

Collaborate with startups

10.

Singapore

Predict the future11.

Colin Kinner

colin@spikeinnovation.com.au

www.spikeinnovation.com.au

@ColinKinner

http://au.linkedin.com/in/colinkinner