《管理学专业英语教程（第四版上）》课件lesson7 Mapping Your Innovation Strategy.ppt

1、LOGOMapping Your Innovation Strategy管理学专业英语教程（第四版管理学专业英语教程（第四版上）上）Fudan UniversityLOGOExample of American footballvSeems pretty simplevHowever,any aficionado knows that football is,in reality,dizzyingly complex.vGood coaches know the keys to winning consistently in ever changing circumstances.Fudan

2、UniversityLOGOCreating Innovative Growth Businesses VS Professional FootballFudan UniversityBusinesses VS FootballMost managers would grant that creating innovative growth businesses is at least as complicated as professional football.Yet all too many companies approach innovation without a game pla

3、n that positions them for success.Our work suggests that a few simple principles can help companies speed through the fuzzy front end of innovation.LOGOPick Your Playing FieldvCompanies can choose to play in many different markets.vOne way to narrow down choices is to clarify what the company wont d

4、o.vWe believe that strategies based on disruptive innovations have the highest chances of creating growth.Fudan UniversityLOGO Three basic questionsFudan UniversityWhat jobs cant our existing customers get done?Who are the industrys worst customers?Where are there barriers that constrain consumption

5、?LOGOBuild Your Growth PlaybookFudan University Its time to look more specifically at how to serve that market.Once a company has identified the market space it wishes to target Companies need to customize an approach that reflects the idiosyncrasies of their particular markets.While the basic disru

6、ptive pattern holds true across industriesLOGOBuild Your Growth PlaybookvTo develop checklists that spell out the market circumstances where the approach has the best chance of succeeding and identify criteria to which successful strategies should conform.Fudan UniversityOne way to develop such a ch

7、ecklist is to analyze 10 to 15 major innovations in the market segments history.LOGOBuild Your Growth PlaybookFudan UniversityWith these guidelines in hand,companies can then begin to move from generic plays to specific opportunities for innovation.The checklist allowed the company to look at any op

8、portunity from multiple perspectives,including those of consumers,competitors,the channel,and regulators.LOGOText(2)Mapping Your Innovation Strategy(continued)vNow its time to create a short list of innovation ideas for your target market;and to assess whether those ideas adhere to the general patte

9、rn of success youve uncovered and to your specific checklist.They can do this by following aFudan UniversityLOGOCreating specific opportunities.They realized that the most successful new medical devices typically enabled less highly trained practitioners to treat patients themselves.They looked meth

10、odically for an existing surgical procedure characterized by a lot of seemingly avoidable high costs.Once EES identified this circumstance,they began looking for a specific technology to bring to the market.Ethicon Endo-Surgery,a multibillion-dollar company,sells equipment for minimally invasive sur

11、geries.What did EES managers do?Fudan UniversityLOGOFocusing on patterns instead of numbersvOur experience suggests that most companies force teams to develop detailed financial estimates way too early,when their accuracy will necessarily be low.Instead of fretting over precise figures,play the“numb

12、er of zeros”game.ROINPVFudan UniversityLOGOExecute and AdaptvCompanies need to make sure that as they begin to execute their new-growth game plans,they,too,encourage adaptation and flexibility.They can do this by following a simple mantra:Fudan UniversityLOGOExecute and AdaptvSometimes extra financi

13、ng is a curse!Do you fall into three classic traps?unwilling to kill projects that have fatal flaws;commit too much capital too soon,allowing a project team to follow the wrong approach for too long;fail to adapt their strategies even in the face of information that suggests their current approach i

14、s wrong.LOGOExecute and AdaptTo avoid these mistakes,companies should be rigorous about staging their investments.They ask questions,identify assumptions,and run experiments.Companies then have one of four options.The key is to make decisions rapidly.LOGOChange Your RolevWhat do senior managers need

15、 to do?vTo provide resources,of course.vWhat else?vTo shield innovation projects as if they were viruses threatened by corporate antibodies;vTo work with innovators to solve vexing strategic issues.LOGOBlocking the antibodiesConsider a chemical company that was working with a wide array of suppliers

16、 to quickly bring customized products to the marketplace.The strategy was very different from the one the company used in its core business.Senior management gave the team“process FastPass”cardsHow would you deal with such situation?Fudan UniversityLOGOChanging the conversationvSenior managers must

17、also change the discourse with them.Generally,senior managers overseeing novel growth strategies need to engage frequently with the managers developing and implementing them.Fudan UniversityLOGOChanging the conversationBy allocating resources more efficiently and accelerating the highest-potential i

18、nnovations,companies can enjoy a winning streak of innovation successes.But the opportunity that now exists to build a competitive advantage through innovation wont last forever.But for the moment,forward-thinking companies can head out in new directions by learning how to see patterns where others see chaos.Innovation and opportunityFudan University