The presentation from our Implementing Innovation event at The Beaumont Hotel, London, in November 2017. Presentations from: Mark Pratt, Hydrogen Consulting Solutions Natalie Seatter & Callum Watts, Pollen8

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How to successfully
implement change
and innovation
#ImplementInnovation

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This morning’s agenda
08:45 - 09:00
#ImplementInnovation
Opening and introductions
Chris Manning, Hydrogen Consulting Solutions
What a successful implementation looks like
Mark Pratt, Hydrogen Consulting Solutions
How do companies embrace disruption?
Natalie Seatter & Samuel Knight, Pollen8
Q&A
End
09:00 - 09:35
09:35 - 10:20
10:20 - 10:30
10:30

3. Assurance
400dedicated staff
£141mturnover in 2016
1997founded in
#ImplementInnovation 3
Technology | Business Transformation | Finance | Life Sciences | Energy | Legal | Sales & Marketing

4. Our services
Outcome
Based on achievement of
outcomes, milestones or
deliverables
Managed Service
Fixed price, based on
time and materials
Performance
Based on performance
of the workforce
Hydrogen Consultants
Permanently employed
Hydrogen Consultants
placed on temporary
assignments
Significant cost savings against other leading consultancies
Guaranteed cost savings
against contractors.
IR35 compliant
Statement of Work Services Employed Consultants
#ImplementInnovation 4

5. 5
Our coverage
Technology Business Transformation
Sales & Marketing
Finance
 Knowledge transfer framework
 Huge savings available
 Global delivery
 Bespoke solutions
 IR35 compliant
 No blended rate cards
 Industry leading, expert resources
#ImplementInnovation

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Mark Pratt
• Programme Director at Hydrogen Group
• Co-Founder and CEO at Parcel Pet
• Implementations expert
20 years Programme Management experience
Financial services sector specialist
Expert in mergers and acquisitions
#ImplementInnovation

7. 7
Natalie Seatter & Callum Watts
In-house philosopher at Pollen8
Thought leadership
Venture generation & product strategy
Head of Delivery at Pollen8
Lean delivery expert
Positive disrupter and leader in change
#ImplementInnovation

8. What a successful
implementation looks like
Mark Pratt
Hydrogen Consulting Solutions

9. How many geniuses do
we have in the room?
Let’s take the next 60 seconds to find out…
9#ImplementInnovation

10. A bat and a ball together cost £1.10p.
If the bat costs £1 more than the ball, how much does the
ball cost?
20 seconds
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Question 1
#ImplementInnovation

11. If it takes 5 machines 5 minutes to make 5 widgets.
How long would it take 100 machines to make 100
widgets?
20 seconds
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Question 2
#ImplementInnovation

12. In a lake, there is a patch of lily pads. Every day, the patch
doubles in size.
If it takes 48 days for the patch to cover the entire lake,
how long would it take for the patch to cover half the lake?
20 seconds
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Question 3
#ImplementInnovation

13. Q : A bat and a ball together cost £1.10p. If the bat costs £1 more than the ball how much does the ball cost?
A : If you do this quickly you leap to the 10p answer, which is wrong because Ball 10p + Bat £1.10 = £1.20. Bat must be £1
more. Answer is 5p.
Q: If it takes 5 machines 5 minutes to make 5 widgets. How long would it take 100 machines to make 100 widgets?
A: 5 minutes.
Q: In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake,
how long would it take for the patch to cover half the lake?
A: The patch doubles in size every day and so on the 47th day the patch will be half the size it is on the 48th day.
How many of these ‘easy’ questions did you get wrong under pressure?
That’s why IMPLEMENTATION MANAGEMENT is so important!
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Not so easy under pressure is it?
#ImplementInnovation

14. COMMAND & CONTROL
SEQUENCE OF
EVENTS
WELLNESS
INCIDENT
MANAGEMENT
REPORTING
BUSINESSREADINESS
WARRANTY&POSTGOLIVE
SUPPORT
PROJECT
DESIGN
BUILD
TEST
GO /
NO-GO BAU
BACK OUT
POST
IMPLEMENTATIONREVIEW
#ImplementInnovation
What does world class implementation look like?
14

15. #ImplementInnovation
10 top tips for exemplar implementation events
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Preparation Prevents P*?@ Poor Performance
Keep the troops fed and watered
It’s funny… the harder I practiced, the luckier I got
Know when to hit reverse
Love a good dashboard
Get the complex stuff simplified BEFORE you start
Is everyone really ready?
Is it really that bad?
It’s not over until it’s over
You CAN teach an old dog new tricks

16. How do companies
embrace disruption?
Lessons from
innovation
programmes

17. Date | April 2016 © Pollen8 2016
Introduction

18. Date | April 2016 © Pollen8 2016
The Innovator’s Dilemma – C.M Christensen
The reason why great companies fail is that good
management itself was the root cause. Managers played
the game the way its supposed to be played. The very-
decision making and resource allocation processes that
are key to the success of established companies are the
very processes that reject disruptive technologies:
listening to customers; tracking competitors actions
carefully; and investing resources to design and build
higher performance, higher quality products that will
yield greater profit. These are the reasons why great
firms stumbled or failed when confronted with disruptive
technology change.

19. Date | April 2016 © Pollen8 2016
The impact of disruptive technology on the competitive landscape
Best-of-breed technology,
particularly around scaling,
efficient operation,
reliability available readily
and cheaply
Global and mobile access
to applications and data
where and when needed
Venture capital or private
equity is being used as a
competitive advantage over
incumbents
Internet models, social
media and global markets
allow new entrants to scale
quickly

20. Date | April 2016 © Pollen8 2016
The challenges facing corporates looking to innovate
Establishing a vision
Establishing a structure
Achieving incentivisation & buy – in
Identifying the right problems & right solutions
Creating sustainable products & businesses
Taking on more risk & navigating legitimate governance
Achieving better innovation, more quickly and at scale
• Improving existing operations
• Finding growth opportunities
• Staying ahead of the competition
• Corporate venture funds
• JV’s/Spin-outs
• Staying ahead of the competition
• Employee engagement
• Innovation hubs / R&D
• Sourcing & Procurement

21. Date | April 2016
Know where you are going
© Pollen8 2016

22. Date | April 2016 © Pollen8 2016
Our View on Innovation
Innovation is a
continuous process
of successfully
implementing ideas
to create value … for
both the customer
and the organisation
Funneling novel
ideas
Into appropriate idea
Testing and validating ideas
To implement idea
Ideas and Intrapreneurs

23. Date | April 2016 © Pollen8 2016
Pollen8 and Process
Choose Structure
Create Hype
Educational & deal flow
Selection, KPI’s, and metrics
Talent, and selecting the right collaborators
Portfolio Management

24. Date | April 2016 © Pollen8 2016
Ideas are easy.
Our respondents
said that the
toughest
obstacles are
developing
speed and
coordination.
INNOVATION BARRIER
PERCENTAGE OF RESPONDENTS
LENGTHY DEVELOPMENT
TIMES
LACK OF COORDINATION
RISK-AVERSE CULTURE
LIMITED CUSTOMER INSIGHT
POOR IDEA SELECTION
INADEQUATE MEASUREMENT
TOOLS
DEARTH OF IDEAS
MARKETING FOR
COMMUNICATION FAILURE
The Enemies of Innovation

25. Date | April 2016 © Pollen8 2016
"I think there is a
world market
for maybe
five computers."
T. Watson, IBM general manager,1943
"This 'telephone' has too
many defects to be seriously
considered a way
to communicate.
This device is completely
non value adding for us."
Western Union, 1876
"Who the hell wants
to hear actors talk?"
H. Warner, Warner Bros, 1927, talking
about silent movies decline
“We stand on the
threshold of
rocket mail”
Arthur Summerfield President of US
Postal Service, speaking in 1959William Preece, Head of the British
post office, 1879
"Guitar bands are
on their way out."
Decca, refusing the future Beatles, 1962
The roadblocks to innovation: company and industry dogmas
“Here we have a
superabundance of
messengers, errand
boys, and things of
that kind”

26. Date | April 2016 © Pollen8 2016
HOWEVER it can cross the entire spectrum of the organisation, providing a higher
return purely based on thinking and conducting work differently
Value Chain Process Offerings
Customer
Experience
Business
Model
Networks
&
Alliances
Enabling
Processes
Core
Processes Products Services Channel Brand
Where should we Focus?

27. Date | April 2016
High
Low
derived from London Business School research
Cumulative value creation –
In 10 years
Value Chain Process Offerings Customer Experience
Business
Model
Networks &
Alliances
Enabling
Processes
Core
Processes
Products Services Channel Brand
Looking beyond products could be worthwhile…

28. Date | April 2016
How do we get there?
© Pollen8 2016

29. Date | April 2016
How can you create a culture of innovation?
People need to accept;
1. We’re in the dark and must focus on problems
2. Everything is assumed and we need to experiment
3. Uncertainty is reduced through real feedback
© Pollen8 2016
We must uncover uncertainty and create value.

30. Date | April 2016
Problem first thinking
© Pollen8 2016

31. Date | April 2016 © Pollen8 2016
“If I had an hour to solve
a problem I'd spend 55
minutes thinking about
the problem and 5 minutes
thinking about solutions."

32. Date | April 2016 © Pollen8 2017

33. Date | April 2016 © Pollen8 2017

34. Date | April 2016 © Pollen8 2017

35. Date | April 2016
Assumptions & Minimal Viable Product aka experimenting and reducing uncertainty
Assumptions are the first step towards breaking down the grand vision into its
component parts. But they can also be dogmas, or ideas which everyone shares
which if questioned, could present exciting opportunities.
“The Minimum Viable Product is that version of a new product which allows a
team to collect the maximum amount of validated learning about customers with
the least effort."

36. Date | April 2016
Example with a company we all know : Dropbox
Problem Statement
Opportunity
Assumptions
MVP
KPI’s
I need to store and share files. I can’t share big files via email and the
only simple way to share them is via a USB drive.
Simplify life for people around the world. Dropbox lets people bring
their docs, photos and videos everywhere and share them easily.
1) People want to share files online
2) People want to access files remotely and have them sync across devices
3) The current alternatives are also a pain point for a significant number of customers
Create a demo video illustrating how one could share files online with
an option to sign up for a ‘coming soon’ beta release
How many people signed up?

37. Date | April 2016 © Pollen8 2017
Find your
important
assumptions
Test them with real
experiments! MVP it.
(Good enough is better
than perfect)
Get
feedback,
learn and
iterate
Get as much
criticism as you
can and be open
new ideas

38. Questions?

39. 30 Eastcheap, London EC3M 1HD
Email: info@hydrogengroup.com
Telephone: +44 (0)20 7002 0000
Fax: +44 (0)20 7929 1200
London Office
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