Leanconf 2014 keynote: Leanconf cta: innovate! by Janice Fraser

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This document discusses innovation and disruption. It provides examples of how disruptive innovations often redefine quality based on the needs of new or underserved customers rather than focusing on performance metrics valued by existing market leaders. Zara is used as an example of a company that disrupted the apparel industry by reinventing the supply chain to deliver new designs twice a week based on measuring daily sales and customer feedback, rather than relying on big fashion shows and long lead times. The document advocates for constraining existing ways of thinking, provoking new ideas, attempting innovations, and watching what happens through an iterative process similar to Brightworks' "Learning Arc" approach.

Business

LeanConf
Call To Action
Janice Fraser
jfraser@pivotal.io
@clevergirl (twitter)
November 2014

Lean Startup is more than
faithful execution of Build-
Measure-Learn.
!

Lean Startup is about
manifesting a better world.

Disruptive Innovation
Disruptive innovations seem to be lacking when
evaluated by the performance definitions of existing
market leaders.
!
In reality, disruptors redefine quality based on needs
of new or underserved consumers.
!
Dominant players are trapped by the attributes of
their own success and can’t compete.

Mass market
customer needs
Disruptors:
Clean slate redefinition of quality
Market Leaders:
More, better, faster within current definition
FEATURES&PERFORMANCE
TIME
Features and performance eventually outstrip user
needs. This creates an opportunity to innovate.
Opportunity Begins with Customer Needs
CLAY CHRISTIANSON
INNOVATOR’S DILEMMA

POWER  
USERS
SATISFIED  
CUSTOMERS
EVERYONE ELSE
“I tried it and didn’t like it.”
“I’m stuck with it because there’s nothing else.”
“Not interested.”

Building
Hallways
Classrooms
Desks
!
Teachers
Grade Levels
Tests
Grades
Ratings

Building
Hallways
Classrooms
Desks
!
Teachers
Grade Levels
Tests
Grades
Ratings
CONSTRAIN

DOMINANT
(Feature-Rich)
!
Test Scores (school-level)
Instructional Minutes
Report Cards
GPA
Consistent Curriculum
Number of Topics
Multiple Tracks
Parity in Accomplishment
Extra Curricular Offerings
Measures of Quality in Education
DISRUPTIVE
(Outcome Driven)
!
Curiosity
Depth of inquiry
Tenacity (to think big)
Agency (the right to start)
Persistence (to deliver)
Adaptability
Collaboration
Trust
Joy (in learning)

THE BWX INNOVATION
A learning community designed to make
better humans. All of us.

Designers
Fashion Week
Experts choose
3 collections/year
9-month lead time
Big-batch manufacturing
Source in developing nations
Big Bet win/lose
APPAREL

CONSTRAIN
Designers
Fashion Week
Experts choose
3 collections/year
9-month lead time
Big-batch manufacturing
Source in developing nations
Big Bet win/lose

How can we sell what
consumers want?
PROVOKE

ZARA
Reinvent the supply chain
BetaBrand
Community chooses styles

ATTEMPT
“Zara delivers new products twice each week to
its 1,670 stores around the world. This adds up
to more than 10,000 new designs each year. It
takes the company only 10 to 15 days to go
from the design stage to the sales floor.”
–Forbes

Store Manager
• Measures sales per garment daily
• Evaluates customer comments about
garments
• Places orders for restocking twice/week
Commercial team adjusts the order
Inditex manufactures on demand
Order arrives within 2 days
WATCH
— The Telegraph

Constrain
Attempt
Provoke
Watch
Taxis (Lyft/Uber/Halo)
Lunch (Food Trucks)
Hotels (AirBnB)
Dr’s Offices (One Medical)
NEW!
City Guide  
(I know a great little place)

Disruption Canvas Board Worksheet Thing!
PROJECT NAME DATE
Market Leaders Hallmarks CONSTRAINTS PROVOCATION
RESPONSES
Leaders’ UVP
ATTEMPT

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

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https://www.productmanagementtoday.com/frs/26795801/the-path-to-product-excellence--avoiding-common-pitfalls-and-enhancing-communication In the fast-paced world of digital innovation, success is often accompanied by a multitude of challenges - like the pitfalls lurking at every turn, threatening to derail the most promising projects. But fret not, this webinar is your key to effective product development! Join us for an enlightening session to empower you to lead your team to greater heights. Through compelling storytelling and actionable insights, learn to overcome challenges like misaligned objectives, communication breakdowns, and resistance to change. Takeaways: • Uncover and navigate through common pitfalls that are plaguing product teams today. • Explore proven solutions, laying the groundwork for triumphant product launches. • Gain inspiration from real-world success examples from top digital companies, offering invaluable insights into their winning strategies. • Discover how the symbiotic relationship between product managers, UX/UI designers, and developers can transform pitfalls into opportunities, propelling your product outcomes to unprecedented heights.

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Leanconf 2014 keynote: Leanconf cta: innovate! by Janice Fraser

1. LeanConf Call To Action Janice Fraser jfraser@pivotal.io @clevergirl (twitter) November 2014

2. @clevergirl

3. Keep in touch! @clevergirl

4. Lean Startup is more than faithful execution of Build- Measure-Learn. !

5. Lean Startup is about manifesting a better world.

6. Doing thought experiments.

7. Finding a big mountain to climb.

8. Observing strengths and shortcomings.

9. Being bold and also subtle.

10. INNOVATION

11. Disruptive Innovation Disruptive innovations seem to be lacking when evaluated by the performance definitions of existing market leaders. ! In reality, disruptors redefine quality based on needs of new or underserved consumers. ! Dominant players are trapped by the attributes of their own success and can’t compete.

12. Mass market customer needs Disruptors: Clean slate redefinition of quality Market Leaders: More, better, faster within current definition FEATURES&PERFORMANCE TIME Features and performance eventually outstrip user needs. This creates an opportunity to innovate. Opportunity Begins with Customer Needs CLAY CHRISTIANSON INNOVATOR’S DILEMMA

13. POWER   USERS SATISFIED   CUSTOMERS EVERYONE ELSE “I tried it and didn’t like it.” “I’m stuck with it because there’s nothing else.” “Not interested.”

14. d

15. HOW DO YOU MANIFEST AN INNOVATION?

16.

17. “The happiest place   on earth!” —me.

18. WHAT DO WE EXPECT FROM A SCHOOL?

19. Building

20. Hallways

21. Classrooms

22. Grade  Levels

23. Teachers

24. Tests

25.

26.

27. Grades

28.

29. Building Hallways Classrooms Desks ! Teachers Grade Levels Tests Grades Ratings

30. Building Hallways Classrooms Desks ! Teachers Grade Levels Tests Grades Ratings CONSTRAIN

31. ! How do children learn? PROVOKE

32.

33.

34.

35.

36. DOMINANT (Feature-Rich) ! Test Scores (school-level) Instructional Minutes Report Cards GPA Consistent Curriculum Number of Topics Multiple Tracks Parity in Accomplishment Extra Curricular Offerings Measures of Quality in Education DISRUPTIVE (Outcome Driven) ! Curiosity Depth of inquiry Tenacity (to think big) Agency (the right to start) Persistence (to deliver) Adaptability Collaboration Trust Joy (in learning)

37. ATTEMPT

38.

39. THE SPACE

40.

41.

42.

43.

44.

45.

46.

47. COLLABORATORS

48.

49.

50. LEARNING COMMUNITY

51.

52.

53.

54.

55. WATCH

56.

57. BWX KANBAN

58. ITERATING THE LIBRARY

59. AGENCY

60. AGENCY

61. INTENSE CURIOSITY

62. AGENCYINTENSE CURIOSITY

63. INTENSE CURIOSITY

64. KINDNESS

65. THE BWX INNOVATION A learning community designed to make better humans. All of us.

66. Brightworks “Learning Arc”

67.

68. Constrain Attempt Provoke Watch

69. CONSTRAIN

70. PROVOKE

71. ATTEMPT

72. Watch. WATCH

73. Constrain Attempt Provoke Watch

74. DOMINANT DISRUPTIVE

75. Designers Fashion Week Experts choose 3 collections/year 9-month lead time Big-batch manufacturing Source in developing nations Big Bet win/lose APPAREL

76. CONSTRAIN Designers Fashion Week Experts choose 3 collections/year 9-month lead time Big-batch manufacturing Source in developing nations Big Bet win/lose

77. How can we sell what consumers want? PROVOKE

78. ZARA Reinvent the supply chain BetaBrand Community chooses styles

79. ATTEMPT “Zara delivers new products twice each week to its 1,670 stores around the world. This adds up to more than 10,000 new designs each year. It takes the company only 10 to 15 days to go from the design stage to the sales floor.” –Forbes

80. Store Manager • Measures sales per garment daily • Evaluates customer comments about garments • Places orders for restocking twice/week Commercial team adjusts the order Inditex manufactures on demand Order arrives within 2 days WATCH — The Telegraph

81. Zara sells more clothes than Macy’s.

82. ATTEMPT

83. ATTEMPT

84. ATTEMPT

85.

86. WATCH

87. Watch

88. Constrain Attempt Provoke Watch Taxis (Lyft/Uber/Halo) Lunch (Food Trucks) Hotels (AirBnB) Dr’s Offices (One Medical) NEW! City Guide   (I know a great little place)

89. Disruption Canvas Board Worksheet Thing! PROJECT NAME DATE Market Leaders Hallmarks CONSTRAINTS PROVOCATION RESPONSES Leaders’ UVP ATTEMPT

90. What will you disrupt today?

91. DISRUPTcancel

92. @clevergirl Thank you!

Leanconf 2014 keynote: Leanconf cta: innovate! by Janice Fraser

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