1.
THE OLD VS
THE NEWON THE CORPORATE GAME OF GROWTH
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2.
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+ANDERSEN
& ASSOCIATES
INNOVATION & GROWTH
THROUGH
SCIENCE + ENTREPRENEURSHIP

3.
THE
OLDVS
NEW
GAME OF GROWTHTHE NEW GAME RULES FOR CORPORATE INNOVATION

4.
THE
OLD
GAME

5.
PRODUCT OF
THE INDUSTRIAL AGE

6.
ALL ABOUT
MARKET CAPITALISATION

7.
DEFENDING
MARKET POSITION AT ALL COSTS

8.
CONQUERING
MARKET SHARE BY ANY MEANS

9.
AT GLACIAL
SLOW SPEEDS

10.
COOKIE-CUTTER
PROCESSES & PEOPLE

11.
THE OLD GAME
•A product of the industrial age
•All about market cap
•All about defend and conquer market cap
•At relative slow and predictable speed
•With replaceable and highly specialised workforce
•With well-defined and optimised processes and organisation
•A zero sum game with finite growth; The Current pie was all there was
•Highly fragile to change and disruption; Assumed growth was finite
•Obsolete

12.
THE
NEW
GAME

13.
LIVING IN A
POST-INDUSTRIAL AGE

14.
IT’S ABOUT
CREATING NEW MARKETS

15.
& OF COURSE
OWNING THE NEW MARKETS

16.
AT LIGHT SPEED
FOREVER ACCELERATING

17.
SHORTER
LIFE EXPECTANCY FOR CORPORATIONS

18.
EXPONENTIAL
TECHNOLOGY DEVELOPMENT

19.
YOUR COMPETITION
NO LONGER PEERS OR NEAR-PEERS
THE
AMOUNT OF
VENTURE
CAPITAL
AVAILABLE
TO
STARTUPS
HAVE
NEVER BEEN
BIGGER

20.
STARTUP VALUATIONS
RAPIDLY INCREASING

21.
YOUR CORPORATION
SLOW & RIGID + COMPLIANT

22.
YOUR NEW COMPETITORS
FAST & AGILE + BREAKS THE LAW

23.
AUTOMATION
AFFECTING MOST VERTICALS

24.
MACHINES
LEARNING BY THEMSELVES

25.
FOREVER
CONTINUOUSLY

26.
SEARCH EXECUTION
IN PARALLEL
BUSINESS AS USUAL + DISRUPTION
DISRUPTING CORE EXTENDING BUSINESS AS USUAL

27.
WITH POLYMATHS
+AGILE & ITERATIVE PROCESSES

28.
SEPARATED
COMPLETELY DIFFERENT WORLDS

29.
WITH GATEWAY
BETWEEN THE TWO

30.
SEARCH
EXECUTION
DISRUPTION
MUTUALLY EXCLUSIVE TO SUSTAINING
SUSTAINING
DISRUPTING

31.
AMBIDEXTROUS
DISRUPT OR BE DISRUPTED

32.
SUSTAINING
DISRUPTIVE
OUTSIDE OF DAILY OPERATIONS
INSIDE OF DAILY OPERATIONS

33.
OPERATIONS
INNOVATIONS
NEW KPI & MANAGEMENT TOOLS
PRODUCT MANAGEMENT & BIZ ADMINISTRATION

34.
DOING BOTH
WITHIN SAME STRUCTURE WILL FAIL
SUSTAIN
DISRUPT
DESTROY CORE BUSINESS
MOVE FAST AND BREAK THE RULES
PROTECT CORE BUSINESS
GO SLOW AND FOLLOW THE RULES
HORIZON 1
DAILY OPERATIONS
HORIZON 2/3
DISRUPTIVE INNOVATIONS

35.
THE NEW GAME
•Creation of new markets vs only market cap
•And owning the new markets
•And continuously creating new markets
•With entrepreneurial, polymath, non-cookie cutter people
•With adaptive, lean & anti-fragile processes
•The search for new business models in parallel to executing business
as usual - it’s and, not either-or (ambidextrous)
•With an ever more unpredictable globalised, chaotic and continuously
and rapidly disruptive post-industrial future
•Assumes infinite growth
•A game ideal for entrepreneurial types

36.
OUTDATED
TOOLS

37.
BCG
GROWTH MATRIX

38.
STRATEGY
MAPS

39.
WATERFALL
PROJECT MANAGEMENT

40.
ORGA
CHARTS

41.
COMMAND
LINES

42.
OUTDATED TOOLS
• Growth Share Matrix
• Strategy Maps
• Waterfall Project Management (linear)
• Organisational Charts
• Command Lines
• All tools assuming projecting and linearity
• All tools prohibitive to speed and agility
• All tools prohibitive to customer centricity

43.
THE TOOLS THAT WERE ONCE
SUCCESSFUL FOR EXECUTION
HAVE BECOME IMPEDIMENTS
THAT ARE ANTITHETICAL TO
CONTINUOUS INNOVATION

44.
SO
WHAT
TO DO?

45.
INTRODUCING THE
THREE HORIZONS

46.
TIME
SALES
HORIZON 1
HORIZON 2
HORIZON 3
MATURE BUSINESS RAPIDLY GROWING BUSINESS EMERGING BUSINESS
FOCUS:
OUTPUT:
EXECUTING TO DEFEND,
EXTEND, AND INCREASE
PROFITABILITY OF EXISTING
BUSINESSES
ANNUAL PLANNING AND
FORECASTING;
DETAILED PLANS FOR GROWTH
THROUGH ADJACENCIES
RESOURCING INITIATIVES TO
BUILD NEW BUSINESSES
BUSINESS BUILDING
STRATEGIES: INVESTMENT,
BUDGET, DETAILED BUSINESS
PLANS FOR NEW VENTURES
UNCOVERING OPTIONS FOR
FUTURE OPPORTUNITIES AND
PLACING BETS ON SELECTED
OPTIONS
DECISIONS TO EXPLORE;
INITIAL PROJECT PLAN,
PROJECT MILESTONES
SOURCE: BAGHAI, COLEY, WHITE
≠ ≠

47.
H1: KNOWN
H2: PARTIALLY KNOWN
H3: UNKNOWN
THE THREE HORIZONS

48.
HORIZON 1 - EXECUTING THE CURRENT CORE
BUSINESS MODEL TO GENERATE VALUE TODAY
HORIZON 2/3 -
SEARCHING FOR NEW
BUSINESS MODELS
TODAY TO GENERATE
VALUE TOMORROW

49.
WHERE TO
DO WHAT?
HOW TO MAKE IT WORK

50.
HORIZON 1
HORIZON 2/3
OUTSIDE OF DAILY OPERATIONS
INSIDE OF DAILY OPERATIONS

51.
METHODOLOGY
FOR HORIZON 1
INNOVATION
EXECUTING KNOWN KNOWNS

52.
PRODUCT
MANAGEMENT
HORIZON 1 EXTENDS
EXISTING CORE
BUSINESS MODEL
USE TRADITIONAL PRODUCT MANAGEMENT
FOR HORIZON 1 PROJECTS
IDEA SCREEN SECOND SCREEN GO TO DEVELOPMENT GO TO TESTING GO TO LAUNCH
G
ATE
1
STAGE 1
G
ATE
2
STAGE 2
G
ATE
3
STAGE 3
G
ATE
4
STAGE 4
G
ATE
5
STAGE 5
SCOPING BUILD BUSINESS CASE DEVELOPMENT TESTING & VALIDATION LAUNCH
PROCESS
INNOVATION

53.
HORIZON 2 / 3
INNOVATIONS
SEARCHING FOR THE UNKNOWN

54.
1. METHODOLOGY
BUSINESS MODEL
GENERATION
CUSTOMER
DEVELOPMENT
AGILE
ENGINEERING+ +
THE
LEAN
STARTUP HORIZON 3
SEARCHES FOR
NEW BUSINESS
MODELS THAT
DISRUPT CURRENT
CORE BUSINESS
=

55.
2. MANAGEMENT KPI
IRL 1
IRL 2
IRL 3
IRL 4
IRL 5
IRL 6
IRL 7
IRL 8
IRL 9 Identify and validate metrics that matter
Validate value delivery (Left BMC side)
Prototype High-Fidelity MVP
Validate Revenue Model (Right BMC side)
Validate Product-Market fit
Prototype Low-Fidelity MVP
Problem-Solution validation
Market size & competitive analysis
Complete first-pass of business model canvas (BMC)
INNOVATION READINESS LEVEL (IRL)

56.
BUSINESS MODEL
ENGINEERING
CUSTOMER
DEVELOPMENT
AGILE
ENGINEERING
HYPOTHESES EXPERIMENTS DATA
WEEKLY
PROGRESS
EXPERIMENT
SCORECARD
DATA, TRAJECTORY
EXPERIMENTS,
READINESS LEVEL
METHODOLOGIES
EVIDENCE BASED PROCESS
MANAGEMENT TOOL - INNOVATION METRIC (KPI)
+ +
+ =
MENTORSHIP
3. PROCESS
THE
LEAN
STARTUP
Innovation Readiness Level (IRL)
The Lean Launchpad Curriculum

57.
AS PRACTICED BY
AND MANY, MANY MORE…

58.
4. ORGANISATION
Executive Chair of the Board
CEO Chief of Innovation
Chief Internal Ambassador
(Chief Corporate Concierge)
COO CFO CTO CMO
Innovator Innovator Innovator
Chief
Portfolio
Manager
Chief
VC
Chief
Risk
Officer
HORIZON 1
SUSTAINING CORE BUSINESS
HORIZON 2/3
DISRUPTING CORE BUSINESS

59.
5. STRUCTURE / ENGINE
IRL 0-3 IRL 4-6 IRL 9+IRL 7-8
5 OR 12 WEEKS 3 MONTHS
G
ATE1
G
ATE2
G
ATE3
G
ATE4
G
ATE5
PROBLEM
OR NEED-
FIT STAGE
SOLUTION-
FIT STAGE
PERPETUAL 2-5 DAYS
PRODUCT-
MARKET
FIT STAGE
COMPANY
BUILDING
STAGE
DISCOVER EXPLOITVALIDATEEXPLORE
CUSTOMER
CREATION
STAGE
PEOPLE-
IDEA
FIT STAGE
MANAGEMENT TOOL, INNOVATION READINESS LEVEL KPI (IRL)
TIME & QUALITY
RISK & QUANTITY
IDEATION
DEALFLOW
PRE-ACCELERATION ACCELERATIONGENERATION EDUCATION SELECTION FINAL DECISION SCALING UP
• SPIN IN?
• SPIN OUT?
• KILL?
• EXTEND?

60.
WE HELP
YOUR COMPANY
GET READY
FOR TOMORROW
TODAY
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61.
MORE
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• Education & Training
• Programs & Processes
• Innovation Metrics
• Management Tools
• Innovation Outposts
• Human Assets

62.
PRE-ACCELERATION ACCELERATIONGENERATION EDUCATION SELECTION FINAL DECISION SCALING UP
DEALFLOW
LEARNING JOURNEY
LEARNING KEYNOTE
KILL YOUR COMPANY
INNOVATOR
MASTERCLASS
INNOVATOR
BOOTCAMP
LEAN
LAUNCHPAD
MVP AS
A SERVICE
INNOVATION
OUTPOSTS
DEMO
DAY
PITCHING
MASTERCLASS
EXPERTS AS
A SERVICE
MENTORS AS
A SERVICE
TRAIN THE TRAINER
SPINNING
OUT
+ANDERSEN PROGRAMS
AT ALL STAGES

63.
+ANDERSEN
& ASSOCIATES
INNOVATION & GROWTH
THROUGH
SCIENCE + ENTREPRENEURSHIP
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