THE WORLD IS CHANGING

The Little Light on the Left Wichert van Engelen

Copenhagen, June 17th 2008

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Change & Innovation

Internal Objections External Restrictions Personal blockades

Innovation in Service-industry Personal innovation

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Internal hurdles Not invented here IT-investments are scattered We first need a strategic vision We lack knowledge and experience We first need to re-organize Fatalism (ok, but we are not like Google) Short termism (the shareholder-value!!!) Our bright ideas will be stolen by others It’s not our core-business Too complex data-handling Our services are too complex, they only can be

dealt with by personal advisors Our normal IT is not even on track

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External hurdles

No market Not known by clients Cannibalism Use of internet by elderly Regulations, Laws and more

regulations

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Ideeen GenoegSlagvaardig innoveren in de dienstverlening

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FunctionalityKills

CreativityKills

Functionality

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Only implemented ideaswill become part of

history

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Nine Thoughts

1. Look for Fresh Money2. There are more than enough ideas3. Develop your eighth sense for the future4. Implementation is far more important

than ideas 5. To innovate you have to work structuraly

non-structured6. Use the power of Now7. The organisations: a hybrid model8. Be aware of the game, the actors and their

roles9. Just do it!

More of the same money

Incr

em

en

tal

Rad

ical New

Business creationRadical

innovationin current business

Continiousimprovements

Fresh money

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1% Innovation99% Execution

Grow by managing mature business efficiently and incremental

improvements

Invest in creating future growth engines

Run and win the game Change the game

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No companyNo companyever grew to greatness ever grew to greatness

by cutting costs.by cutting costs.

(Jack Welch)

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Target-settingRegular target-setting Targets to provoke innovation

• Specific

predictable, plannable developments

• Less specific

Flexible, freedom to experiment, incremental insights, search for knowledge

• Quantitative

Measurablesharp focus

• Qualitative

Possibilities

• Realistic

conceivablerealizable

• Provoking

Inspiring, madness, over-the-top, discussion

• Loss & risc averse

within frames: time, quality, budget

• Focus on succes

Definition of succes

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Yet…..

Top always wants

Top always wants innovation, but

innovation, but choses:choses:the well-known

the well-known the short termthe short term

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FunctionalityKills

CreativityKills

Functionality

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Innovate structuraly non-structured

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50 ideas 10 pilots 5 in production

Funnel

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Innovation:Innovation:It’s not a funnel. It’s not a funnel.

It’s a dangerous journey, It’s a dangerous journey, from idea to moneyfrom idea to money

along a lot of obstaclesalong a lot of obstacles

(Eddie Obeng)

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BusinesscaseBusinesscase

BusinessmodelBusinessmodel

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Rad

icality

L

ow

H

igh

Low High

Passion

GraveyardGraveyard LineLineorganisationorganisation

SandpitSandpitGolden Golden

mountainsmountains

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69486948

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Your own values?

Adapted from: Digital Pharma, Len Starnes, 2007

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Ships in harbour are Ships in harbour are safe.safe.

But that’s not what But that’s not what

ships are built for.ships are built for.

(Alan Ada)

Ships in harbour are Ships in harbour are safe.safe.

But that’s not what But that’s not what

ships are built for.ships are built for.

(Alan Ada)

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Innovation need intrapreneurs Always be prepared to get fired Outrun bureaucracy Do whatever it takes, no matter your official

function-description Don’t work alone, get supporters Only work with the best Stay under the radar as lons as possible Dare to get dirty hands Don’t ask for permission, ask for forgiveness Keep on dreaming, but be realistic about the

route Involve your sponsors, and don’t forget to thank

them

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Nothing venture Nothing venture Nothing winNothing win

(England, 15th century)(England, 15th century)

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