December 4, at What you learn in college is not what the employers in the innovation economy of today need.
Innovation Expert Panel The third major issue to be tackled by our innovator business plan panel of innovation practitioners is connecting innovation to business strategy.
Specifically, how do you connect innovation to business strategy, and get the funding and senior management commitment to follow through on both short- and long-term innovation initiatives?
How do you align innovation with business objectives? When both innovation and business objectives are equally valued, broadly promoted and fully communicated, a culture naturally exists that fosters alignment of the two.
There are several ways to naturally bring these two camps together. Internal business and technology fairs highlight near term successes while raising visibility to long-term opportunities. At Gene Express Inc.
We have objectives related to creating product enhancements, intellectual property and continuously improving our operations. These are our innovation areas. On our strategy map and scorecard, it is clear how these feed into our financial goals.
We have measures and targets in both these areas. Except for rare cases, that growth will need to be fueled by innovation.
Some will go the route of acquisitions to achieve the growth, but innovation — be it brand renovation, evolution, or revolution — will largely be required to meet the growth gap desired by stakeholders. Regarding alignment, companies should stay true to the promise of what they are delivering to their customers or consumers…and keeping true will likely require innovation of their innovator business plan or services to stay in line with the future needs and desires of the target.
But not every problem should be solved with an innovation. By taking a portfolio approach to business, we identify those problems for which we already have solutions, those that require improvement in an existing solution, and those that require whole new, differentiating solutions.
You have no choice. The bigger challenge is what Marc Chason and David Silverstien mention: In essence, what they are saying is to give innovation a business purpose, whether it is closing an emerging growth gap that cannot be closed by the current strategy or by acquisitions, or a specific problem that requires entirely new and differentiated solutions.
How do you get senior management commitment to both short- and long-term funding of innovation initiatives? Senior management must be able to buy into the project with the understanding that the investment in money, time and resources will lead to an impact greater than other proposals that are vying for the same resources.
The innovator should be able to demonstrate to a reasonable confidence level that the corporate investment will deliver specific goals within finite time frames. To foster an innovation culture, senior management needs to expeditiously commit to the project or pass on it.
Most of these times it was due to the idea not being presented as a business plan. Imagine your leadership is a venture capital group and you are going for funding. Put your plan together and practice it with trusted colleagues. If you take this approach, at least you might have something to work with when you throw your hands up in the air and decide to start your own company.
Visualize the opportunity wherever possible to show how the innovation concept can be made real. Grab their attention with the visualization, substantiate with facts or best-informed estimates, and then hook them with a clear plan to show an accelerated plan for commercialization.
Nothing warms the heart of a CEO and his leadership team like an idea that will yield a solid return on investment in the near-team future.
The reality is that with the exception of some founders, who are more entrepreneur than manager, few innovations come from the top. Your willingness and eagerness to accept change is, for the most part, genetically coded into you.
So you have to really sell — hard sell — the business case for why an organization needs to fund your innovation initiative. I think one of the best ways to do that is to do a scenario analysis that diverges from the most common approach, which is to show the potential benefits of something.
You have to be willing to talk about how ugly the baby is and you have to be willing to take the risk of being unpopular. They not only used the technology, but over one hundred Japanese companies now make their own robots.
They saw the long term need to compete with the Chinese and other Asian companies. They could not compete on labor costs. Sadly, we think that we can survive by emptying out our factories and letting Asia make our products for us. Last September, I visited a Panasonic plant in Kobe, Japan and saw banks of automatic insertion machines producing circuit boards with almost no labor.
Japanese management realizes that only through innovation and creativity can they continue to compete.Rather, I am talking about developing an innovation plan for a single issue or project. If you want to maximize the creativity of the ideas you generate and ensure the best ideas are implemented, you need an innovation plan.
1:Hour Innovator Business Plan Uploaded by AlexGyorffy The 1: Hour Innovator provides a powerful and practical learning experience that can be delivered to employees anywhere in the world. LivePlan Explainer from Palo Alto Software, Inc on Vimeo.. Live Plan makes it easy for you to forecast and prioritize the main financial elements of your business strategy like value propositions, key partnerships, cost structure and so on.
Seattle’s up-and-coming startups have some serious artistic skills. That much was clear when the Seattle 10 — a group of groundbreaking startups attempting to change the world — debuted.
Bright Ideas for Businesses. For those who believe there are no real “new” ideas out there, we present these 10 innovative businesses that are truly thinking outside the box (and, in one case, inside it).