In this exclusive session, Magnus Penker is revealing his top insights and tools to be used for forming, storming, norming, performing, and creating an evergreen culture that will allow you to stay ahead of the competition.

1. Succeeding with Innovation & Transformation
with Magnus Penker, CEO & Founder, Innovation360 Group
Everything boils down to only two stories in the world:
A stranger comes to town
Or
You go on a journey
Which means that ether innovation happens to you or
you happen to innovation. Your call.
If you want innovation to happen to your organization,
tune into this webinar to learn the fundamentals of
innovation and transformation to stay on top!

2. Incremental Improvements
Rapid Market Change
Increased customer expectations
Hyper Competition
Exponential Technology
and will likely never change this slow again.
THE WORLD HAS NEVER CHANGED THIS FAST
MACRO TRENDS

3. Short-term incentives
Knowing company
Gap between strategic vision and
organizational reality
Overconfidence
Hyper competition
Dynamic incentive structure (H1-H3)
Doing company
Recognize and close
Apply multiple strategies simultaneously
Small tests to try multiple future S-curves
PAST FAILURES REMEDY

4. Innovation.
Everyone talks about innovation.
In fact, 90% of Fortune 500 CEO’s deemed innovation critical to
their success. Yet, only 6% % of them have the tools and guidance
needed to succeed.
SOLUTION
HOW TO ENABLE THE SOLUTION?
Innovation is not something that just happens. Innovation can
be populated with a structured process in place, but just as you
need to practice your way to becoming a world-class athlete,
you need a coach and a process to becoming a world-class
innovator.
Innovation Management.
Luckily, unlocking innovation potential is why Innovation360
was founded.

5. GLOBAL REACH
Headquartered in Stockholm, executive offices in New York City, Toronto and Chicago
Operates in 30 countries | 200 licensed practitioners
THOUGHT LEADERSHIP
THE BRIEF
Innovation360 is the leading innovation management company in the world.
Innovation360 has accumulated decades of cutting edge research in innovation management and synthesized
the findings into a distinctive methodology. This allows us to assess the innovation capability and culture of any
organization. This methodology has been used for transformational work in working groups of all sizes, ranging
from unicorns to Global 100 companies, governmental agencies, and the world’s largest financial funds. We
offer you the tools and experience to generate sustainable impact now and into the future.
Published a five-volume book series
Sits on the 56000 ISO Committee for Innovation Management
ABOUT INNOVATION360

6. 1. A coherent innovation strategy.H hj
Njkj k
2. Innovation strategy based on the right
combination of chosen strong capabilities. Asdasd
3. An innovation engine that can execute on the
innovation strategy.
Customers EmployeesGDP growth
50% 84% 77%
is driven by
innovation
want to
buy from
innovative
companies
are more loyal
to innovators
&
of the same group of
executives are saying that
innovation is working in a
satisfactory manner.
6%90%
of executives deem
innovation as critical for
growth
It its essence, successful innovation is
unleashed if three critical components are met
SO, HOW DOES ONE BECOME
INNOVATIVE?
Innovation360 has helped hundreds of
organizations across the globe in assessing their
innovation readiness and then implement these
three components.

7. This is how we define innovation. The real-world implication is that we do not see innovation as a shiny
technology or gadget, but that it affects all activities inside an organization. We divide it into seven types of
innovation:
Incremental Innovation
Improvements to existing offer
INNOVATION IS CREATIVE DESTRUCTION, WHERE ENTREPRENEURS COMBINE EXISTING ELEMENTS IN NEW WAYS
- Joseph Schumpeter (1883 – 1950)
”“
Business Model Management System Organizational Structure Processes Products Production Services
Radical Innovation
New offer
These, in turn, can be characterized either as
DEFINING INNOVATION
8June 11, 2019

8. As statistically showcased by PWC (2010) and Booz & Co (2010), companies that align their capabilities to their innovation strategy will enjoy a
greater competitive outcome. By aligning your capabilities to your strategy you will be coherent – and coherent companies perform better than
their competitors.
Normalized highly coherent companies were found to enjoy 22% higher results than their less coherent industry peers.
Being coherent is not the same as spending money on innovation, as shown below.
56
80
54
42
67
35
Revenue Growth EBITDA as % of Revenue Market Cap Growth
INNOVATORS
SPENDERS
53
74
45
52
HIGHLY COHERENT
LESS COHERENT
Lowest Possible Score 0
Highest Possible Score 100
Normalized
Industry Peers
Performance = 50
22 %
Companies that align their capabilities to their strategy yield higher profits and growth compared to their industry peers
LARGE STUDY STATISTICAL EVIDENCE
COHERENT STRATEGY BUILD CAPABILTITIES FOR INNOVATION STRATEGY INNOVATION ENGINE
Revenue growth EBITDA as % of Revenue
June 11, 2019 Innovation360 Group AB 9

9. Market Cap
Growth
EBITDA
as % of Revenue
The study showed that coherent companies were
found to enjoy 22% higher results than their less
coherent industry peers.
InnoSurvey’s correlation engine pinpoints
certain capabilities needed to pursue relevant
leadership style based on client strategy
Highest
possible
score=100
INNOVATION STRATEGY BUILT ON STRONG CAPABILITIES
COHERENT STRATEGY BUILD CAPABILTITIES FOR INNOVATION STRATEGY INNOVATION ENGINE
With the help of InnoSurvey®, the World’s most sophisticated innovation management tool with 360° data
from +1,000 companies in 62 countries you can create the best fit
June 11, 2019 Innovation360 Group AB 10

10. TOP 5 LESSONS LEARNED FROM THE INNOSURVEY PROJECT

11. Radical
Innovators are
more structured
It takes 3 times to
learn a process
Fail Fast, Fail
Cheap
Diverse teams
fight more; if the
fight is about a
higher purpose, it
outperforms
conformity
H1 = Cash
H2 = Data
H3 = Insights
TOP 5 LESSONS LEARNED
June 11, 2019 12
Source: Innovation360, Magnus Penker (2019)

12. June 11, 2019 13
Silos
Lack of faith
in the objectives
No higher purpose Fear of failure
Cannot deal with
uncertainty
TOP 5 INNOVATION BLOCKERS
Source: Innovation360, Magnus Penker (2019)

13. THE I360 INNOVATION MANAGEMENT SYSTEM (IMS)
Decision
Spike
Hypotheses
Portfolio
Management
(H1-H3)
Experiment
Penker, Sävenstedt, Jacobson, Lindblom (2017)
Culture
Tools & MethodologyLeadership, 3 Horizons
Strategy
Innovation Governance Innovation Process
Pre Assessment
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisato
n
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
Post Assessment
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisaton
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
Innovation Support
Capabilities & Competencies
Apr 28 2019 Innovation 360 Group AB 14
COHERENT STRATEGY BUILD CAPABILTITIES FOR INNOVATION STRATEGY INNOVATION ENGINE

14. Apr 28 2019 Innovation 360 Group AB 15
ORGANIZING TO EXECUTE THE INNOVATION
STRATEGY
The IMS works within the confines of the defined operational models of the company
Innovation KPI (Strategic, Tactical, Operational)
Design for:
1) Aspiration for innovation
2) Ability for innovation
Innovation
operational
model
Innosurvey® will show
• Overall readiness
• Specific readiness in
aspiration and ability
• Roadmap to
improvement and
alignment
CORPORATE STRATEGY
CORPORATE OPERATIONAL MODEL
-Processes and activities
-Organization and people
-Locations, buildings and other assets
-Sourcing and partners
-Information
-Management system
INNOVATION
INNOVATION OPERATIONAL MODEL(S)
MANAGEMENT –Centralized –Decentralized –Integrated
ALLOCATION –Market –Resources –Facilities
COMPETENCE –Talents –Development
BUDGET –Cost center –Profit center
CONNECTIVITY within org
INCENTIVES –internal –external
TECHNOLOGY TRANSFER – The runway for innovations

15. Emergent Growth Mature
Performance/Valueoffering
Ongoing business
(EXPLOITATIVE –
INCREMENTAL)
Future business
(EXPLORATORY – RADICAL)
Source: Adopted from Tovstiga (2007)
is to achieve a strategically balanced portfolio, between
exploitative (Incremental H1) and exploratory (Radical
H2/H3) innovation – based on a full recovery of an
organization´s capabilities.
An organized and well-balanced innovation portfolio is
what will make you find that next S-curve, time and
time again!
THE CHALLENGE
OPTIMIZING YOUR INNOVATION PORTFOLIO
To Minimize Risk And Secure Business Success Today, Tomorrow, and in the Future
June 11, 2019 Innovation360 Group AB 16

16. …………………………………………….…….……………………………Horizon 1
Operational Excellence
Core Investment Area
Leverage Existing Capabilities
“What you should do”
Return: Cash
Horizon 2 ………………….………………………………….…..…………………………..……
NPV – Prototyping and Hypothesis
Acquire/develop new competencies
Projects to be commercialized in H1
“The next big thing”
Return: Data
…………………………………………………….……………………………Horizon 3
10x Ideas
Strategic Options Value
Requirements are Uncertain
Feeding Learnings to H2
“What you could do”
Return: Insights
THE INNOVATION HORIZONS
June 11, 2019 Innovation360 Group AB 17

17. THE INNOVATION360 FRAMEWORK
Strategic Question
• Profit?
• Market?
Type of Innovation Strategy
• Incremental/Radical
Innovation Strategy
• Need seeker
• Market reader
• Technology driven
Type of Innovation
• Products
• Processes
• Organizational Structures
• Management System
• Production
• Business Model
• Services
Leadership Style (5)
Culture (8)
Innovation Process (4)
Capabilities (16)
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisato
n
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
Source: Penker (2011, 2017)
Why ? What ? How ?
Patent US D813,884S
Aspiration Ability
June 11, 2019 Innovation360 Group AB 18

18. The “Wheel of Innovation”
Ability: Mapping your innovation
capabilities
Driving
Market Growth (Top Line)
Driving
Profit (Bottom Line)
Driving Internal
Transformation
Driving External
Transformation
Offer
Innovation
Sales
Innovation
Organizational
Innovation
Market (ecosystem)
Innovation
Patent US D813,884S
ITS Groundbreaking architecture offers unique insights to set up an
Innovation Management System (IMS)
19Source: Penker (2011, 2017)
Market Growth
Internal
External
Profit
What &
Who?
Who &
How?
Where &
What?
How &
Where?
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueReassurance
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
Of er In
novatonSalesInn
ovaton
innovaton360group.com
innovat on360group.com
M
arketng
Innovat on
Organisaton
alInnovaton
Innovation360 Group AB 19

19. This is what you see
Without an x-ray assessment
of your organization, your
capabilities are hidden
The Real Problem
Structural and long-term issues that
need to be addressed
The Gap
This giant unknown is what is
blocking your organization from
optimizing its strategy. With an
innovation assessment utilizing
InnoSurvey®, you will be able to
identify blockers and amplifiers
within your organization.
61
THE SOLUTIONTHE PROBLEM
INNOVATION READINESS “INNOVATION IQ”
Because you do not know what you do not know
THE ASSESSMENT IS THE KEY TO IMPLEMENTATION
June 11, 2019 Innovation360 Group AB 20

20. TRANSFORMATION
There are many factors to consider when on the brink of a transformation program. The program’s complexity, timeline and resources vary as a
result of it. However, some features and important elements are important to stress regardless of the program’s intricacy. From a holistic approach
you can look at them through the link of external and internal transformation, mapped out in our patented Wheel of Innovation as below.
Driving External TransformationDriving Internal Transformation

21. SET NARRATIVE AMONG RANK AND FILE
Leadership often misjudge how well the strategy has
been communicated and executed. The narrative of why
and how corporate transformation is due needs to be
thoroughly diffused among local leaders, who also need
to feel like they have had a say in the strategy. Only
when you have all on the same page and feeling like
they are in control can real transformation through
learning happen.
RECOGNIZE YOUR STRENGTHS
TRULY UNDERSTAND YOUR CUSTOMER
TRANSFORMATION
CORNERSTONES
It is tempting for leadership to look at new technology
and exclaim ”we need a deep-learning strategy” but
one size certainly doesn’t fit all. Instead of dreaming
about goldilocks innovation, you should look at your
overall business strategy and with that context: assess
your strengths, weaknesses, blockers and amplifiers.
Which unique features do you have that few other can
beat? Enroll the team to that and then compensate
for your weaknesses and learn how to become better.
Offer
Innovation
Sales
Innovation
Organizational
Innovation
Market
Innovation
MARKET OPENNESS
Identify where and what market / echo system to open up and
when you are ready to close and develop internally. Closing too
soon will not get you all the insights you need, and closing too
late will expose valuable information to competitors.
Create brand agents and co-create with channel partners.
Do you know what your customers want, deep down?
In Blockbusters consumer report the year before they
went bankrupt, it cited “the feeling of flipping the dvd
cover”. Oftentimes, not even the customers know
what they want, so study them. Anthropological
studies, with the aid of technology will unravel
marvelous, unsuspected aspects of your customer’s
behavior.

22. I. NEW TEAM
II. NEW TRANSFORMATION
PROJECT
Our innovation transformation programs are most widely used in either of two scenarios
A new team has just formed executing on a
new strategic initiative. Strategic objectives
may or may not be set, team members have
various backgrounds and they are yet to share
a mission.
A big, often time-sensitive, innovation initiative
which require the team to work aligned, with clear
goals, processes for handling upcoming problems
and a very clear roadmap with actions to reach the
goal.
• What if the hypothesis is wrong?
• What if the project meet unforeseen challenges at a
late stage in the project?
• What if, should all go exactly according to plan, the
customer is not responding well to the final product?
• “Had I known a year ago what I know now, I would
have done this completely differently”
II. COMMONLY ASSOCIATED
UNCERTAINTIES
• Are we really looking at this in the same way?
• Do we have the same aspiration?
• Are we sharing the same mission?
• How can we work together when we come from such
different backgrounds?
I. COMMONLY ASSOCIATED
UNCERTAINTIES

23. Embryonic Growth Mature Ageing
Dominant
Fast grow
Start-up
Fast grow
Exploit premium
Build defense
Defend position
Cost leadership
Exploit
Defend position
Focus
Harvest
Strong
Start-up
Differentiate
Fast grow
Fast grow
Catch-up
Differentiate
Cost leadership
Renew, refocus
Differentiate
Find niche
Hang-in
Harvest
Favourable
Differentiate
Focus
Fast grow
Differentiate
Catch-up
Grow with industry
Harvest, hang-in
Find & hold niche
Differentiate
Retrench
Turnaround
Tenable
Start-up
Grow with industry
Focus
Harvest, catch-up
Define niche
Turnaround
Harvest
Turnaround
Retrench
Divest
Retrench
Weak
Find niche
Catch-up
Grow with industry
Turnaround
Retrench
Withdraw
Divest
Withdraw
Competitiveposition
Competitive impact (maturity)
INNOVATION TRANSFORMATION MAP
Haunting Ground

24. MAKE SURE TO GET EARLY STAGES RIGHT IN TRANSFORMATION FOR
MAXIMUM COST AND TIME-EFFICIENCY
TIME (MONTHS) 0.5 1 1.5 4 6-12
COST (RELATIVE) $ $$ $$$ $$$$ $$$$$
FOCUS Identify issues
train team,
Run small tests
Experiment Prototype Integrate, scale Develop, commercialize
ITERATIVELY
SCALED PROJECT

25. PHASE II
Month 4-9
PHASE III
Month 10-18
PHASE I
Month 1-3
• ACCELERATION PHASE • IMPLEMENTATION PHASE
TYPICAL TRANSFORMATION PHASES
• Team is enrolled and aligned
• Achieved 2-4 breakthrough goals
where they have solved potential
innovation hurdles
• Rudimentary innovation systems,
language and culture in place
CHECKPOINT I
CHECKPOINT I
• Aware of strengths and weaknesses
and how to compensate and develop
• Innovation connectivity–understanding
dynamics engaging both between
teams and with external partners
• Ready to build up internal capabilities
to function independently
CHECKPOINT II
CHECKPOINT II
Expand scope, Divide, Engage, Test
• POSSIBILITY & RESULT
PHASE
Scale, Prototype, Accelerate Integrate, Implement
Activities
1-day kick-off
Weekly meetings
3-4 Hackathons
Ideation session
Focus
Assessment – Alignment
Weekly coaching
Weekly coaching
Re-assessment –
Adjustment

26. ALIGNING WITH
STRATEGY
Storming Norming Conforming Performing
CULTURE AND
CAPABILITY
TRANSFORMATION
INFRASTRUCTURE:
• IMS (Innovation
Management
System)
• Ideation
Platforms
Establish Motivation and
a Clear Path
Assessment to create a
Baseline
Buy-in
Actionable goals and plan
20XX
Overcome Resistance and
Transforming Culture and
Capabilities
Self awareness, pulverize hurdles,
breaking down silos, formal
innovation system and training in
place
Business Results
3 iterations of the
innovation process
per department
Tangible, vetted
ideas moved into
projects
Alignment Achives
Re-assessment and
secure sustainability
during year 20XX
The core transformation
processes
Build Capabilities and Culture for Innovation
Each department uses an Innovation Playbook
according to thier department specific guidelines
(based on their innovation profile)
Active, weekly coaching by Innovation360
Training ambassadors/team lead to coach
Assessing Continuous Improvements
TEAM RELATIVE PERFORMANCELOW HIGH
TRANSFORMATION TRAJECTORY

27. FIRST STEP : BASELINE & BENCHMARK INNOVATION ASSESSMENT
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisato
n
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisato
n
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
Baseline &
Benchmark
Amplifiers to activate and
Blockers to be removed
(Suggestions to improve IQ)
Division X
Innovation Connectivity
(Align organization around aspirations and
strategy, prioritize amplifiers to activate
and blockers to be removed)
Division Y
Division Z
63
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueCapture
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
SalesInn
ovaton
innovaton360group.com
innovaton360group.com
M
arketIn
novat on
Organisato
n
Innovaton
The Wheel of Innovat on
No003165554-0001
Of er Innov
aton
Business
Area
28
Source: Innovation360, Magnus Penker (2019)
June 11, 2019

28. Finding an innovation strategy
To be successful, the innovation strategy must align with many factors and be supported by a system
EXTERNAL
OUTLOOK
360
ASSESSMENT
( S & W)
Incremental
Radical
H1-CORE
X%
H2-NEXT
X%
H3-FUTURE
X%
INNOVATION PORTFOLIO
INNOVATION ENGINE
Innovation Governance
Innovation Process
Leadership
Culture
Tools
Task Force
Project Leader
Process Owner
Sponsor
Innovation Board
PURPOSE
VISION
MISSION
CORPORATE
STRATEGY
GOALS FOR
INNOVATION
INNOVATION STRATEGY
STRATEGIC
INITIATIVES
Capability &
Competence
29
Operational Model
Management Allocation Competence
Budget Technology Transfer
Source: Innovation360 (2019)
June 11, 2019

29. Team 8
56
Team 7
Team 5
Team 3
Team 1
Team 2
6747
61
41
41
INNOVATION IQ SCOREBOARD
Team 4
39
60
Team 6
30
The innovation IQ can help identify pockets of an innovative culture in the organization.
These pockets can be used in the change management to become a more innovative
organization. The innovation IQ becomes a strategic KPI to show progress
June 11, 2019

30. Patent US D813,884S
THE WHEEL OF INNOVATION®
Market Growth
Internal
External
Profit
What / Who?
Who / How?
What / Where?
How / Where?
ME
M
E
ME
E
PE
P
E
PI PE
P
P
I
PI
I
MI
M
I
MI
M
Value Proposit on (What)
Plat orm
Prod
ucts
Services
CustomerInsights(Who)CustomerExperiences
Custom
erE
ngagem
ent
ValueReassurance
Process(How)
Organisaton
LearningC
apabilites
Supply
Channel(Where)
Linkages
Open
ness
Brand
1
2
3
4
5
Of er In
novatonSalesInn
ovaton
innovaton360group.com
innovat on360group.com
M
arketng
Innovat on
Organisaton
alInnovaton If you did not do the free
online assessment with an AI
generated analysis and
benchmark with clear
recommendations, go to:
https://innovation360.com/in
novation-assessment/

31. T H E H O M E O F I N N O V A T I O N