innovation program recommendation
DESCRIPTION
Here's a "business card" slide deck I gave a potential employer who was launching a corporate innovation program. The company (not disclosed) was a large media conglomerate. This presentation addresses a potential pitfall of launching a corporate innovation program within their company: technologist-businessperson-balance. I've seen it happen before, and I detail in the presentation how to mitigate this problem.TRANSCRIPT
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Media Conglomerate Innovation Program
Program Recommendation
Israel Vicars
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Contents
• Concern• Opportunity• Options• Actions• Metrics
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Concern
• Program will generate new ideas from employees– Scalable ideas will be the focus of funding, advancement– These ideas usually leveraged by an enabling technology
• More “Need Pull” ideas, Fewer “Technology Push” ideas– Fewer employees have technology development
backgrounds– Both market and technology perspectives necessary for a
complete idea• Anticipated Concern: Technology consultation and
assistance will be in high demand but short supply
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Opportunity
• Technology Consultation– Technology consultation provided during idea
development, implementation– Connect idea champions with matching consultant
• Technology Implementation Support– Consultants able to create “quick and dirty”
prototypes to immediately test ideas– Consultants who helped at idea stage could be
recruited for launch, implementation stages
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Options• Employees
– Reach out to technology-savvy employees within company– Opportunity for participation and reward without an idea
• Students– Chosen based on completed course work or demonstrated experience– Students participate as an interns; job opportunity if idea takes off
• Freelancers (Volunteer)– Domain experts or technology generalists– NDA required for participation– Appeal of casual consultation and opportunity to join company if idea takes off
• Freelancers (Paid)– Reliable “sandbox” team that helps with new ideas on rolling basis– Contract employees
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Actions
• Company Outreach– Invite employees without ideas to participate as
consultants; emphasize skills in demand• University Outreach– Contact local universities with technical programs– Reach out to relevant student organizations
• Community Outreach– Attend technology and entrepreneur events, Meetup
groups– Network on behalf of idea champions within company
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Metrics• Diagnosis
– Ratio of need-driven ideas to technology-driven ideas– Number of idea champions whose contacts’ and own’ expertise are one-
sided– Number of idea champions desiring technical support and perspective
• Progress– Number of matches between idea champions and consultants– Number of ideas that are significantly improved after consultation
• Success– Number of idea champions who can cite tangible benefit from consultation
by the end of the process– Number of teams formed between idea champions and consultants– Cost-benefit analysis of consultation costs versus benefit to launched ideas
(long term)