Testers often encounter problems when automating test execution. The surprising thing is that many testers encounter the very same problems, over and over again. These problems often have known solutions, yet many testers are not aware of them. Recognizing the commonality

1. 9/5/2013
Innovation Thinking
Evolve and Expand Your Capabilities
Facilitated By:
Jennifer Bonine
© The Insights Group Ltd, 2009. All rights reserved.
© The Insights Group Ltd, 2009. All rights reserved
Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.
Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.
.
Logistics for
the day .
• Training starts at 1:00 pm
• Break between 2:30 and 2:45 pm
• Plan to end at 4:30 pm
© The Insights Group Ltd, 2009. All rights reserved.
1

2. 9/5/2013
Ground Rules
•
•
•
•
Cell phones to vibrate
Open minds
Listen
Contribute to session will get more out of it
– Participation is key
• Be present
• This is for you soak it in
© The Insights Group Ltd, 2009. All rights reserved.
Agenda for Session
•
•
•
•
•
•
I’ll talk
Then you’ll talk
We will all move around and do some activities
Then I’ll talk some more
You’ll talk some more
We all leave with a better understand yourselves
as leaders and how to have maximum impact as
a leader leveraging strengths in your teams
© The Insights Group Ltd, 2009. All rights reserved.
2

3. 9/5/2013
Speed Chat
• Take a card
• Get to as many people in the room as you
can and write their responses down on
your card
• Ask your question then make sure you
give your response to that person’s
question
© The Insights Group Ltd, 2009. All rights reserved.
What Do You Think?
Harvard Business Review 2002
What percentage of business issues are due
to the lack of inter-personal communication
skills not the competencies of the parties?
87%
© The Insights Group Ltd, 2009. All rights reserved.
3

4. 9/5/2013
The Steps to
Innovation Effectiveness
Step 3
Learn how to adapt your
behaviour to interact
more effectively with
others
Step 4
Take action and
put your learning
into practice
Step 1
Explore and
discover more
about yourself
Step 2
Learn how to recognize
and appreciate others’
differences
Page 4
© The Insights Group Ltd, 2009. All rights reserved.
Innovation
Strategy
tweet
______________________________
______________________________
______________________________
______________________________
____________________
Use the spaces above to succinctly create your
140 character tweet for your strategy around innovation.
See Example below:
Innovation for us is no limits, no penalty
for creativity, all ideas are heard, and we try the best
ones quarterly
© The Insights Group Ltd, 2009. All rights reserved.
4

5. 9/5/2013
Perception
You will see
the world
differently
from the way
other people
see it.
Page 7
© The Insights Group Ltd, 2009. All rights reserved.
© The Insights Group Ltd, 2009. All rights reserved. nsights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian.
© The Insights Group Ltd, 2009. and rights reserved. are registered trademarks of The Insights Group Ltd.
Insights, Insights Discovery All the Insights Wheel
5

6. 9/5/2013
Perception
INTR 4.2
© The Insights Group Ltd, 2009. All rights reserved.
Perception
The mind interprets patterns based on past
experience – or on patterns it already
knows
News Flash: Cmabrigde Uinervtisy Rscheearch
Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it
deosn't mttaer in waht oredr the ltteers in a wrod are, the
olny iprmoetnt tihng is taht the frist and lsat ltteer be at the
rghit pclae. The rset can be a taotl mses and you can sitll
raed it wouthit porbelm. Tihs is bcuseae the huamn mnid
deos not raed ervey lteter by istlef but the wrod as a wlohe.
Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3
6

7. 9/5/2013
Innovation Strategy
Remember Your Vector Math!
= 0
Multiple innovation initiatives
Bubble-up management
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core & Context
Core
Context
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
7

8. 9/5/2013
Underlying Drivers in Growth Markets
Technology Adoption Strategies
Pragmatists:
Stick with the herd!
Conservatives:
Stick with what’s proven!
Visionaries:
Get ahead of the herd!
Skeptics:
Just say No!
Techies:
Just try it!
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Technology Adoption Life Cycle
Main Street
Tornado
Early
Market
Chasm
Bowling Alley
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
8

9. 9/5/2013
The Category Maturity Life Cycle
Market Growth
Indefinitely elastic
middle period
C
Growth
Market
D
Mature
Market
B
Fault
Line!
Declining
Market
E
A
End of
Life
Technology Adoption
Life Cycle
Time
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Cisco Systems and
The Category Maturity Life Cycle
Internet Routers
• Core
• Edge
• Access
Internet Switches
• Modular
• Stackable
Advanced
Technologies
• VOIP
• Security
• Wireless
• SAN switches
Home Networking
• Wireless networks
• VOIP adapters
Non-Internet
Protocol Support
• SNA
• ATM Frame Relay
• Novell Netware
• Etc.
C
B
D
A
E
Sector Futures
• Data Center Virtualization
• Service Provider Triple Play
• The Networked Home
Problem Children
• Optical network equipment
• Service Provider access
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
9

10. 9/5/2013
Volume Operations Model
Brand Advertising
Consumers
Consumers
Offer
Consumers
Offer
Consumers
Offer
Offer
Technology
Offer
Consumers
Offer
Offer
Consumers
Offer
Shared
Infrastructure
Consumers
Consumers
Distribution
Channel
Promotions
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Cyclicality & Strategy
Volume operations commoditize categories created by complex systems
C1
V1
C2
V2
C3
V3
Volume
Operations
Complex
Systems
Complex systems respond by creating the next level of complexity
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
10

11. 9/5/2013
A Broad Universe of Innovation Types
Line Extension
Innovation
Enhancement
Innovation
Marketing
Innovation
Experiential
Innovation
Platform
Innovation
Organic
Renewal
Product
Innovation
Acquisition
Renewal
Renewal Innovation
Harvest
& Exit
Disruptive
Innovation
Application
Innovation
Value Engineering
Innovation
Integration
Innovation
Process
Innovation
Value Migration
Innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Four Innovation Zones
Line Extension
Innovation
Platform
Innovation
Product
Leadership
Zone
Enhancement
Innovation
Marketing
Innovation
Customer
Intimacy
Zone
Product
Innovation
Renewal Innovation
Experiential
Innovation
Category
Renewal
Zone
Harvest
& Exit
Operational
Excellence
Zone
Disruptive
Innovation
Application
Innovation
Value Engineering
Innovation
Integration
Innovation
Process
Innovation
Business Model
Innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
11

12. 9/5/2013
Innovation Types for Growth Markets
The Product Leadership Zone
Platform
Innovation
Product
Innovation
Disruptive
Innovation
Application
Innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation Types for Growth Markets
Product
New
New
Existing
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Market
Existing
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
12

13. 9/5/2013
Innovation Types for Mature Markets
The Customer Intimacy Zone
Line Extension
Innovation
Enhancement
Innovation
Marketing
Innovation
Experiential
Innovation
Customer Intimacy Zone
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Innovation Types for Mature Markets
The Operational Excellence Zone
Operational Excellence Zone
Value Engineering
Innovation
Integration
Innovation
Process
Innovation
Value Migration
Innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
13

14. 9/5/2013
Innovation Types for Declining Markets
Leveraging Category Renewal
Organic
Acquisition
Category Renewal
Harvest
& Exit
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core Becomes Context Over Time
The End of Core is Commoditization
Video games & downloads
Camera functionality
SMS messaging
Color screens
Fashionable accessories
Longer battery life
Subsidized cell phones
Cellular Telephony Example
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
14

15. 9/5/2013
Context Build-up
Context
Core
Core
Context
Start-up
Established
Enterprise
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Two Birds, One Stone
Extract resources from context to
repurpose for core
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
15

16. 9/5/2013
Core/Context Analysis Framework
Core
Context
Process creates
differentiation that
wins customers
All other
processes
Mission Critical
Risk
Process shortfall creates
serious and immediate risk
Non-Mission-Critical
All other processes
Differentiation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
The Cycle of Innovation
Core
Context
Deploy
Differentiation
At Scale
Manage
Mission-critical
Processes
At Scale
Mission Critical
Deploy
II
III
I
Manage
IV
Non-Mission-Critical
Invent
Differentiated
Offering
Invent
Offload
Extract
Resources
To Repurpose
For Core
Fund next innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
16

17. 9/5/2013
Clinging to Context
How Resources Get Stuck
Core
But lack of
resources here
results in failure
to deploy!
Context
Mission Critical
II
III
I
Mission
critical
risk
Resources
get stuck
here
IV
Non-Mission-Critical
Resources are
added here for
support
Resources
still get
invested here
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
The Five Levers Model
Extracting Resources from Mission-Critical Context
1.
2.
Standardize. Reduce the variety and variability of
processes delivering similar outputs to further reduce
costs and minimize risks.
3.
Modularize. Deconstruct the system into its
component subsystems and standardize interfaces for
future cost reductions.
4.
Optimize. Eliminate redundant steps, automate
standard sequences, streamline remaining operations,
substitute lower-cost resources, and instrument the
process for monitoring and control.
5.
Core
Centralize. Bring operations under a single authority
to reduce overhead costs and create a single
decision-making authority to manage risk
Outsource. Drive processes out of the enterprise
entirely to further reduce overhead, variabilize costs,
and minimize future investment. Incorporate
monitoring systems into Service Level Agreement
Context
Requires
specialized
support
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
17

18. 9/5/2013
The Problem with Outsourcing
What Happens to the Work Force?
Core
Context
Mission
Critical
II
III
I
IV
Enabling
Resources
Wanted
Here
Resources
Available
Here
People being released lack the skills
to fill the positions being opened
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Resource Recycling
B
II
III
I
IV
C
A
Work circulates clockwise
People recycle counter-clockwise
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
18

19. 9/5/2013
Resource-Recycling Zones
Program managers
Think inside the box to deploy
processes at scale
Handoff
#2
Handoff
#1
II
III
I
Optimization
Zone
Invention
Zone
Deployment
Zone
IV
Entrepreneurs
Think outside the box to create
new core
Process optimizers
Think inside and outside the box
to extract resources
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Resource Recycling Meets Outsourcing
2
4
6
5
1
II
III
I
7
IV
3
Zone rotations drive perpetual innovation
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
19

20. 9/5/2013
Innovation
Original:
Strategy _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
______________________________
tweet re- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
______________________________
____________________
done
Final:
______________________________
______________________________
______________________________
______________________________
____________________
Use the spaces above to succinctly create your
140 character tweet for your strategy around innovation.
See Example below:
Innovation for us is no limits, no penalty
for creativity, all ideas are heard, and we try the best
ones quarterly
© The Insights Group Ltd, 2009. All rights reserved.
Committing to Action & Personal
Reflection:
• As you continue your journey, think about:
•What did I discover about myself as a
leader?
•What do I appreciate about the styles of
others?
•How will I adapt my behaviour to get better
results?
•What is my key action?
© The Insights Group Ltd, 2009. All rights reserved.
20

21. 9/5/2013
Jennifer Bonine
jbonine@tapqa.com
© The Insights Group Ltd, 2009. All rights reserved.
21