Harold Grondel: Intrapreneurship - Corporate innovation - TSD 17
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Harold Grondel: Intrapreneurship - Corporate innovation - TSD 17
- 1. TSD 9th of march ‘17 What we learned from accidentally innovating at a large corp Harold Grondel – harold@productize.be
- 2. Productize is the first agency to provide Strategic advice Prototyping abilities Technical expertise to companies addressing the challenges driven by the Internet of Things
- 3. How it all started.
- 4. Don’t do it because it is feasible.
- 5. Everything should be made as simple as possible, not simpler.
- 6. One device, one function : access the car.
- 7. Does less, a better way.
- 8. 4 main lessons learned
- 9. Innovation is a dangerous path lead by motivation, it is NOT execution
- 12. Just do it
- 18. Pirates
Notas del editor
- consultants @ D’Ieteren 25k people in the group. They incorporated in … 1805 make horse trolleys! strategy consulting => mobility provider Car sharing was gonna be big and they were big. Cars used 7% of the time share them with a computer and badges! Wow. There was a fit. They bought services from various company to build a closed community car sharing system. 60 cars, equipped with computers, a buck of business analysts and one year of work. One year. Without even trying with one car first. Without testing it by themselves. Without first doing a rapid MVP to test traction.
- When we arrived …. And flaw by design We don’t show you the bikes… Nobody bought this. No one. Wrong skills, wrong goals, wrong set up Too many promises => no promises / what is the USP????
- What motivated us : stuck How we changed it : USP : Keys, Virtual for anyone Pivot Prototype
- It does less, bluetooth, smartphone only, we didn’t know nothing about that at all!!!!
- Results : Hires, JV, Knowledge center, unique position
- On innovation : it’s a dangerous path lead by motivation, it is not execution. Risky for people, teams, dpt, companies
- On creativity : comes from confrontation with elements, not room thinking But you can lower the courage it requests! And you can encourage ;-)
- On fast & Often, Itterate, Itterate and again, learn from mistakes. Airbnb was launched 3 times, it took x years for nespresso to be succesfull, dyson… Nespresso, started in 1974 / late 1990s, the business was still touch-and-go. Today, $3 billion in revenues 10 million Nespresso Club members Dyson : Five years and 5,127 prototypes
- Lean Agile MVP => On product creation : test full working concepts with a story and a concept and a price!!!, not just ideas Commit customers in their answers but test an experience, not a feature. Slack Added value of going to consumers/users early Concept of Champion / Beta / Alpha testing
- 1) No one uses our product The natural state of any new product is that no one’s using it :) So that’s not a problem in itself. 2) Ask customers what features are missing One of the big early mistakes is to be completely user-led rather than having a product vision. This manifests itself in asking users “What features are missing?” but are they representative? Problems vs solutions! Have a vision, test it and market it right (story time, target, price)
- Traction then adoption then money Use case validated then business case What is a business case without a use case???, Why…
- Who has an iPhone? No large corporation could come up with the iPhone except Apple. Why? Nobody could understand why people would actually want an iPhone : No swappable batteries, no keyboard, no memory slot, no usb storage Breaks if it falls… Only iTunes sync, apps from apple (and then the appstore), no flash MFI restrictions Locked carriers All this for a higher price! Come on!!!! Everybody has a touchscreen phone in the room
- But decide for them and then sell it, bog time
- Takes guts and a stubburn team and support form the top And take riske and sometimes fail What? Apple, Fail??? Innovation as a “Team Sport” involving multiple areas of expertise
- Early
- Wrong
- Complicated
- Market fit
- Did not work
- No activation / traction
- Get lost
- Need for real commitment to support champions that fail as long as they are good at it! => deliver the full experience then the test is OK and creates value
- Biggest failure with the most insights
- Get another look vs get a look
- Get another look vs get a look
- GE’s new washer works similarly. Not only does it offer its own “smart” technology that knows how much detergent to use per load, and dispenses it for you, it also knows when you need to order more. But that’s not just based on number of loads, but also on what customers themselves enter in the associated mobile app as their preferred pre-order level, Amazon says.
- Already exists? Who cares? See messaging apps and so on it’s all about timing and execution (Waze, Slack, Gmaps, Nest,…) Redo Rework Better Rolls Royce : take the best and improve it.
- Satya Nadella shows a new way to protect things : users. Energy is on building, not protecting defending, attacking. Engagement, community, share. Innovation will save the world as patents are no longer seen as pushing innovaiton in many sectors. Brands should pay attention