Deck 3 of Collaborative Innovation Reference Framework

7. Exploring and selecting innovation types, models & philosophies Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Identify Potential Screen & Rationalize Management Innovation Approach Type Summary – Nine Strategic ‘Types’ of Innovation Models Establish Strategy Evaluate Skills

8. Innovation Management Universal Need Environment Stage Key Sub Anchor Capabilities & Competences (triggers) Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Consideration Factors Strategies/ Design Essentials of the Types of Innovation Approach IP Aware & Sharing Trust & Relationships Problem Definition Wisdom of Many Structured Discovery Process Search for Unarticulated Needs Opportunity Landscape & Uncontested Market Space Needs first approach NOT ideas VP: Customer Segments & New Channels Clear Revenue Streams & Cost Structures Identify Key Partnerships & Relationships Key Resources & Activity Clarity designer attitude & philosophy Designing in novelty, function & aesthetics Integrated design in all considerations Context, visualizing and framing Relevant & Valuable to Client Lives Co-create & Co-design Front stage & back stage needs Turning Services into Tangibles Correlation & Convergence Point Unlock the Business Value Seeing beyond incremental to evolutionary Collaborative & Cross Functional Superior or Evolutionary Champion & Advocate for Change Clarity of Purpose & Potential Need Disruptive Potential ‘ Step’ change in performance Understand ‘points of pain’ Engage hearts & minds, sense of urgency New ways to work & behaviours Management innovation Unchallenged Orthodoxies/ Beliefs Unarticulated Needs of Customers Underleveraged Competencies Underappreciated Trends

9. Investigating “Types” using this framework Execution Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics) . 4.Go-to-market execution 5. Enabling and Scalable Infrastructure Common Environment, Networking & Collaboration-Building Tools 3. Systematic Innovation Process 2. Trajectories, Discovery, Insight Identify Potential Establish Strategy Screen & Rationalize Evaluate Skills 1. Strategic Context Desire & Motivation to Innovation Existing Capabilities & Skills Strategies, Strategic Intent Resources and funding Trend Spotting Scenario Planning Product Development Launch Software Infrastructure Scouting Voice of Customer Align Market & Customer Environment Existing Product/Service Portfolio and Capabilities Organizational Readiness

10. Strategic Types of Innovation Short Explanations

11. Management Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Management Innovation Underleveraged Competencies Unchallenged Orthodoxies Underappreciated Trends Unarticulated Needs

16. Service/Experience Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Service/ Experience Innovation Turning services into tangibles Based on Customer Needs/Experiences New, different Research and insights req’d Co-create and Co-design

18. Business Case: justify, validate, emerging metrics & measurement of returns People Trained in new interaction skills Time scale recognition & scalable considerations Common Environment, Networking & Collaboration-Building Environment Customer focus groups Changes the “outcome” of innovation from product to experience but doesn’t change how to create or manage ideas Scalable, repeatable, end-to-end need, relationship focused Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Communication s: education on policies, knowledge, resolution, compliance, expectations of consumer. Resource Considerations : service and/or experience innovation demands an increased focus on internal, capable resources who delight customers . Rapid assembly of diverse views in teams Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Interactions & Engagement by Customers provide the experience and feedback of value Understanding customer needs and expectations Customer Experience Journey Dramatic changes to service levels and customer experiences Voice of Customer / Ethnography Roadmap of enquiry Touchpoint mapping expertise of interaction points Systems that manage customer interaction in all channels equally Empathy Aware of Customer Interface Focal Points The promises you make need to be delivered Experience Design capabilities Analytical & Interpretation skills Service/Experience Innovation Accountability and decision making as close to the customer as possible Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Delivering experiences not products Diversity of expertise for inputs High use of data mining High knowledge intensive process The ‘art’ of bundling to find the value points Entire Lifecycle management- ruthless Exnovation Issue path: nature of problem, function to resolve & structure to deliver solution

21. Needs-Based Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Needs-Based Innovation Needs-first approach, not ideas-first Search for Unarticulated Needs Structured Discovery Process Opportunity Landscape

23. Business Case : value of ideas can be quantified when all needs are known Lifecycle Management of Need: purpose, structure, content & syntax Time scale recognition & scalable considerations Ethnography Voice of Customer Scalable, repeatable, need based on the structure of the Desired Outcome Statement as the contextual clarifier and direction of improvement intent Traditional commercialization and launch issues Strategic Need : A rigorous controlled approach to collecting needs, formulating growth strategies and generating and validating breakthrough ideas. Communications : Consistency in focus to find out the jobs customers are trying to get done Resource Considerations : resources for turning job outcomes into insight, insight into products that resolve needs Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Culture & Climate requires intense focus on customer needs and jobs to be done. Immersive research emphasis Opportunity landscape modeling Opportunity-based segmentation Universal Job Map Features & platforms, core jobs or related jobs, over served/ under served Co-design with people’s needs Needs first not ideas first Underserved/ Overserved Identifying Jobs-to-be-done Needs Based Innovation Ranking, evaluation, selection processes unchanged Ideas generated based on “jobs to be done” methodology Opportunity identification, data collection, pattern recognition, conceptualization, prototyping, testing, implementing Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Successful outcome measure: when it gets the job done to the satisfaction of the customer When outcomes meets needs! Idea Quadrant ranking-different paths Setting desired outcome options Exploring for uncontested market space

26. Design-led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Design-Led Innovation Context, visualizing and framing Designer attitude and Philosophy Designing function and aesthetics Integrating Design

28. Business Case: justify, validate, and contribution of design into the process Lifecycle Management: foresight, insight and alignment Time scale recognition & scalable considerations Integrating into the Common Innovation Environment, Networking & Collaboration-Building Environment Shaping Human Behavior Usability Engineers Visual Interface techniques Information Architects Customer insights, concept designs, prototyping & testing, design implementation Scalable, repeatable, end-to-end need, relationship focused Design thinking drives Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Culture & Climate- Design considerations are paramount Use of deep workable core customer insights Interactive design stimulus, cutting edge exploration Designers role in a team- getting design ‘attitude’ into the long term mix Context mapping Creative sessions/ workshops Design principle definitions Design of Customer Journey Maps Co-design and Co-create sessions with end users Touch Points to explore High levels of customer input Reframing problems Aesthetic, stylistic emphasis rather than functional change Design Led Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Design considerations become the key criteria for idea generation and evaluation Impacts on commercialization and marketing for firms with little prior design focus or experience Assessing quality of interactions Result:“design is where problems are defined in new ways with design solutions generated. Outcome: New dimensions of innovation come through design involvement

31. Business Model Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Business Model Innovation Changing revenue streams and cost structures New Value Proposition, Constant Reiteration Key resources and Activity Clarity Key Partnerships and Relationships

33. Business Case: high level justification for risk assessment, validate, cost sided & value sided considerations, articulating the exact proposition, recognition this can undergo a number of iterations Lifecycle Management Launch & Measure Impact- is it disruptive, designed to do as intended, can it be copied easily Primary Focus Time scale recognition & scalable considerations Scouting Trend Spotting Scenario Planning Discovery, Clarification Execution of ideas may mean dramatic changes to existing models and processes or designing new ‘stand alone’ ones Synchronize Build Manage Test Monitor Measure Scalability issue as business model innovation is infrequent/rare Providing consistent, early warning, fast feedback to fine-tune and adapt to knowledge learnt Strategic Considerations : Business model innovation impacts the strategic framework of the business, changing how the firm delivers value and how it gains revenue. initiatives. Clear philosophy in intent and concept Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Context, design drivers & constraints Defining new value proposition White Space Exploration Opportunity recognition & positioning skills Synthesizing skills Work flow and job design Business Model Innovation Difficult idea generation as new business models challenge the status quo Evaluation and selection difficult as criteria for business model innovation challenges existing concepts Fresh insights on potential market and customer needs not being delivered today High initial levels of adaptability & flexibility Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Exploring the full linkage of any BM in evaluation The ability to ‘pivot’ through testing Clarity of Competitive positions

36. MI OI RDI SEI NBI DI BMI OpI TI Strategic Considerations : we’re really serious about innovation. In terms of the future of management, we’re at the beginning of what will be a fairly long journey where innovation lies at the very core Capability & Competency issues : In a company you often can't change what managers do in any direct way. You can only change it by changing the processes that govern their work that will allow organisations to reach new performance thresholds Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Capability & Competencies based upon ‘ Distributed’ Co-creation in a web of networks of suppliers and independent specialists Strategic Partner and Preferred Choice Clarity Strategic intent : Leadership in creating new to the world ideas that create defensible intellectual property, and unlock value Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Strategic Need : A rigorous controlled approach to collecting needs, to then formulating growth strategies and generating and validating breakthrough ideas. Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Design thinking can drive Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Strategic Considerations : BM are bound inextricably to the type of philosophy you want to pursue, it is a design process within its self, the heart of it is the value to the consumer and how it links to other strategic innovation initiatives. It is the point of departure where all else flows Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes. Urgency need Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Strategic statements Capability & Competency statements Summary

37. Cu lture & Climate: We need to change our orthodoxies that bound our thinking —the habits, dogmas, and conceits we have never taken the trouble to challenge Resource Considerations: We need to quickly discover that there is still a big gap between our rhetoric of innovation and the reality . Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Resource Considerations : dynamic configurations that rapidly change and need to respond, that focus on solutions that people see compliment their lives, quick team assembly, diversity of views Resource Considerations : the structure for turning job outcomes into insight, insight into products that meet customer needs correctly through a very collaborative internal process Culture & Climate needs to provide a sequenced and focused idea generation environment based on customer expertise. Culture & Climate- people first, business second- the human side of innovation Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management, shared reporting, engaging hearts and minds in the need for change Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? MI OI RDI SEI NBI DI BMI OpI TI Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Climate & Culture statements Resource Considerations statements