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Launching a Viable
Innovation Lab
Launching a Viable Innovation Lab
brings together brings together leaders shaping and working
in innovation labs within ma...
3
§  Why invest in an innovation lab? How 
do the activities within labs–across
different companies–contribute to the
larg...
4
Creating value for
people through new
or improved services
and products (or
creating platforms for
doing it systemically...
5
We’ve entered an era forces
companies to shiſt their priorities
and activities faster than ever
before, presenting challe...
6
Different problems
or opportunities
require different
approaches.
a perspective
7
the collapse of planning
and implementation has
led to innovations in how
to approach innovation
and forces us to compliment priority with approach
Spun out as a
Lean Start Up
Split-test,
evolution or
developed as
a pil...
different approaches offer different attributes
Analytics &
Optimization
Evolve
Platform
Hybrid
Agile
Build/Evolve
Platform
L...
labs can help identify what’s next
Analytics &
Optimization
Evolve
Platform
Hybrid
Agile
Build/Evolve
Platform
Labs &
Pilo...
11
please pick our panel
thank you.
;)
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Launching a Viable Innovation Lab–A panel proposal for SXSW 2016

It seems like every corporation or agency of note has recently invested in an “innovation lab”. While many tech-inspired companies like Edison’s General Electric have had R&D facilities for a century or more, this latest incarnation is different. While still leveraging technology, today’s labs are often more focused on experience and business models than material science or raw capability development. This shift has made them appeal to a wider range of companies including retail, healthcare and financial services. This panel brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.

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Launching a Viable Innovation Lab–A panel proposal for SXSW 2016

  1. 1. Launching a Viable Innovation Lab
  2. 2. Launching a Viable Innovation Lab brings together brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.  Ashwini (Asha) Srikantiah Director, Design Thinking & Innovation, Fidelity Labs Greg Petroff Chief Experience Officer, GE Soſtware Chris Finlay Senior Director of Experience Design and Innovation, Optum Zachary Jean Paradis Director Experience Innovation, SapientNitro
  3. 3. 3 §  Why invest in an innovation lab? How  do the activities within labs–across different companies–contribute to the larger organization? §  What are the keys to giving an innovation lab the best chance at success? What is the right organization and process ? §  Is this “innovation lab” thing a fad? Will companies just evolve to do these activities throughout the organization? key questions the panel will explore include:
  4. 4. 4 Creating value for people through new or improved services and products (or creating platforms for doing it systemically). what is innovation?
  5. 5. 5 We’ve entered an era forces companies to shiſt their priorities and activities faster than ever before, presenting challenges: § How to manage risk? § How to drive scale? § How to optimize the business? § How to identify the next big bet? we’ve entered the era of continuous innovation
  6. 6. 6 Different problems or opportunities require different approaches. a perspective
  7. 7. 7 the collapse of planning and implementation has led to innovations in how to approach innovation
  8. 8. and forces us to compliment priority with approach Spun out as a Lean Start Up Split-test, evolution or developed as a pilot Fully funded as a program Few high-potential concepts which have high ROI potential but little success developed within a current organization Many moderate potential concepts which could be quickly piloted within an organization to either be fully funded or spun out Few high-potential platform-level concepts which have clear ROI potential or are strategically essentialEliminate third priority Relative Position of Firm Pilot, Hold, or Shop out second priority Fast Track first priority concepts We consider portfolios of both. Priority Portfolio Approach Portfolio Few high-potential opportunities which have high ROI potential but little chance of successfully being developed within current organization Many moderate potential concepts which could be quickly piloted in a lab or in the main business to determine value to the organization Constant analytics-driven optimization combined with a few high-potential platform level programs which have clear ROI potential or are strategically essential. Spun out as Lean Startup Developed in 
 labs or pilots Fully Funded as a analytics evolution or platform program
  9. 9. different approaches offer different attributes Analytics & Optimization Evolve Platform Hybrid Agile Build/Evolve Platform Labs & Pilots Identify New Platforms Lean Startup Identify New Businesses Planning Scale Agility Incremental Breakthrough
  10. 10. labs can help identify what’s next Analytics & Optimization Evolve Platform Hybrid Agile Build/Evolve Platform Labs & Pilots Identify New Platforms Lean Startup Identify New Businesses Planning Scale Agility Incremental Breakthrough
  11. 11. 11 please pick our panel thank you. ;)

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