How to Stimulate Recovery through Innovation”            

Anthony Ulwick CEO,  Strategyn Inc

Abstract

Surviving the current economic downturn demands a focus on innovation, breakthrough ideas, and a combination of creativity and practicality. 

New product innovation success rates of 10–30%* are no longer acceptable.

To stimulate recovery, dramatic improvements are needed, and they are possible.

Having studied the innovation process for the past 15 years, Tony Ulwick has concluded that it is broken because it is being executed in the wrong sequence and with the wrong inputs.

Come hear how turning conventional thinking on its head has resulted in a new innovation methodology – one that makes innovation a lean, linear, predictable business process that cuts development costs and helps companies deliver the products customers want.

What You Will Learn          

·         What the correct sequence is to execute a successful innovation process.

·         What customer and company inputs are needed to succeed.

·         How to discover opportunities for growth and construct a visionary, organic growth strategy.

·         Smart strategies to fuel innovation without breaking the bank.

·         How innovations introduced during previous downturns changed the landscape and turned faltering organizations into industry leaders.

Bio
 Anthony Ulwick is an innovation thought leader and the noted author of What Customers Want (McGraw-Hill, 2005).  He has published dozens of articles on innovation management and market research, including the landmark Harvard Business Review articles “Turn Customer Input into Innovation,” and “The Customer-Centered  Innovation Map,” as well as the Sloan Management Review article, “Giving Customers a Fair Hearing.” He is the founder of Strategyn, an innovation management firm based in Aspen, Colorado

Product Development & Enterprise Crowdsourcing

Mark Turrell, CEO Imaginatik

Innovation through product development is a key driver for profitable growth. Even in a downturn, innovation helps companies reduce costs, take out waste, and reconfigure products and manufacturing lines.

The current economic climate is opening up opportunities for firms to reconsider the ways they develop products, and to explore new ways of doing things. As an engineer at Boeing recently told me, the days of BOGSAT (bunch of guys sitting around a table) may be finally over.

Crowdsourcing is a term best known in the world of the consumer internet, with site such as Wikipedia and a myriad of user-generated content sites. The fundamental notion of tapping into the brainpower of the many can be usefully applied for innovation within and across organizations, so called Enterprise Crowdsourcing.

What You Will Learn

·         The background to Crowdsourcing,

·         pioneering case studies in a variety of industries,

·         an action plan for companies to initiate their own Enterprise Crowdsourcing initiatives for innovation.

Bio

AS CEO of Imaginatik, a software and services company specializing in tapping into the brainpower of tens to tens of thousands of people to solve problems, Mark and his team developed many of the fundamental concepts behind collaborative innovation and problem solving – building on Mark’s original Ph.D. research at Cass Business School.

He advises major global firms on leveraging the 'collective genius' of a workforce to solve large-scale problems, 

He is driving Imaginatik's initiative to work with nonprofits and NGOs to work on world problems, such as water, energy, poverty and waste. Imaginatik has earned the award of Technology Pioneer by the World Economic Forum.

Mark lives between Boston, Berlin and London. He speaks French and German, and enjoys travel and writing.

Why Waste a Perfectly Good Recession?  Innovation Portfolio Strategy in Today's Economy: Balancing Incremental and Breakthrough New Product Development

Geoff Waite, VP Innovation & Business Development Sagentia

Downturns can be an opportunity to make major strides in competitiveness and many disruptive start-ups emerge during recessions. Secrets to success include being able to “sprint out of the blocks” faster than the competition when the upturn comes, and taking advantage of the phase shift between consumer desires and technical possibilities that come about when spending drops.  However, a downtown also brings with it lower revenues, tighter margins and challenging cost control.  To keep spending on innovation, but spend less, we need different investment strategies: 

What should the re-optimized innovation portfolio look like?

Do we need more agile or faster innovation execution?

How do we avoid atrophy in our innovation capabilities?

This interactive session will combine the insights of the delegates in the room with the observations and knowledge gathered by Sagentia from their clients and previous surveys and conferences.

What You Will Learn

·         Innovation strategies that work in a downturn.

·         Lessons learned  and winning approaches from the past

·         Pitfalls to watch for when downturn-balancing your innovation

BIO
Geoff Waite has been active in R&D for 25 years,  the last twelve as Vice President of  Sagentia, where he leads in the “art and science” of innovation, working with cross-functional teams to develop an integrated and holistic approach to front end opportunity discovery.  Prior to Sagentia, Geoff has worked in various R&D and technology roles with the British Technology Group, Warwick University, Rover and PA Technology.  He has an honors degree in Physics and a Masters in machine vision. His diverse range of clients include John Deere, Carl Zeiss, Procter & Gamble, Xerox, Kraft Foods and FortuneBrands.

Finding New Opportunities for Revenue Growth in Adjacent Markets

Drew Boyd,  Director, Marketing Mastery: Johnson & Johnson (Ethicon Endo-Surgery Division)

Adjacent markets offer a readily accessible and profitable source of growth if you can identify them.  This session will describe a marketing strategy framework that focuses on the right issues and questions marketers should address when tackling adjacencies.

What you  will learn

·         The Big Picture strategy framework as a tool for identifying adjacent markets.

·         Participants will learn examples of how Johnson & Johnson and other companies identify adjacent markets using such a model.

·         Participants will learn how to leverage core competencies as a way to tap into adjacent markets.

BIO
Drew Boyd is Executive Director MS-Marketing Program and Visiting Assistant Professor of Marketing and Innovation at the University of Cincinnati, and Director Marketing Mastery at Johnson & Johnson (Ethicon Endo-Surgery division).  In his sixteen years with Johnson & Johnson, Drew has served in marketing, mergers and acquisitions, and international development. Before Johnson & Johnson, he was with United Airlines. In ten years with United, Drew served in sales management, market management, market development, and international marketing. Prior to the airline industry, he spent six years as an Air Force officer in nuclear missile operations and testing.  Drew received a bachelor of sciences degree in management from the United States Air Force Academy and an MBA from The University of Chicago

Narrative Product Development --Using Story to Create Breakthrough Products that Connect with Ordinary People

Alonzo Canada, Principal Jump Associates

Every product tells a story – through its form, function, packaging and even name. The narrative embedded in a product’s design provides cues about the experience of its use and how it fits into people’s lives. But not all product stories are created equal. Some are more compelling than others, while some just fail to connect altogether. People are most drawn to products whose stories mesh with their own values and attitudes. In this presentation, Alonzo Canada shows why companies seeking to launch new offerings that command higher margins, accelerate adoption, drive intense customer devotion and stay ahead of the competition, need to change product narrative crafting from late-stage marketing gloss to an integral part of the front-end product development process.

What You will Learn

·         A step-by-step process for discovering and applying resonant narratives during the development of new products and services.

·         Case studies detailing the success of narrative-driven products and the failure of similar products that lacked a coherent story.

·         Criteria for measuring whether a narrative will resonate with consumers

·         Tools for better targeting trends, market opportunities, and consumers

Bio

Alonzo Canada is a principal of Jump Associates. He has particular expertise in integrating the directives of brand positioning, competitive strategy and consumer insights to create compelling experiences for ordinary people. Alonzo is the former creative director of RoundArch, a CRM solutions firm spun off from Deloitte Consulting. Alonzo built and led the firm’s design practice, which helped Fortune 500 clients to translate their brand strategy into a compelling and consistent customer experience. He holds two Master’s degrees, one in Design from Stanford University where he has taught design research and strategy methods for several years and one in Fine Art from Mills College.          

Exploring Open Innovation   

Creating eco-systems with collaborative environments inside and outside the organization

Steve Fennessey

Director innovation Services, Innocentive

Andreas Kaerner, Ph.D.

Research Advisor, Eli Lilly and Company

Greg Smith

Director of Quality, Diabetes Care, Roche Diagnostics

Open innovation enables organizations to innovate Better, Faster and More cost effectively than ever before.  In these trying economic times, the need is more pressing than ever.  An effective innovation strategy requires looking inside your organization and outside, getting “everyone's” perspective.  For most organizations, this requires a change in how they do business.  While every company can be an open innovator, you don’t just “Do” open innovation. Implementing an open innovation approach is a transformation. It is not an event. The case studies from Roche Diagnostics and Eli Lilly will help to convey the concept of what it takes to implement an open innovation strategy.  You will see that with the proper organization structure, leadership, training, and communications you can achieve tremendous success with Open Innovation.

What you will learn

·         Understanding the benefits of Open Innovation;

·         Understanding of the Key components for an effective Open Innovation strategy;

·         Best practices for implementing  a successful Open Innovation strategy;

As Director of Innovation Expansion for InnoCentive, Steve’s mission is to help companies identify and implement new strategies and solutions for innovating their businesses by using a global marketplace of intelligence that helps companies to rapidly introduce new products or services reduces risks of trial and failures inherent in traditional R&D.

Dr. Kaerner is the corporate champion of InnoCentive@Lilly, an innovation tool used internally at Eli Lilly & Co. that is based on the InnoCentive model. In addition to this, Dr. Kaerner leads a group of 15 chemists.   Prior to this, he received his Ph.D. in analytical chemistry at the University of California, Riverside, and his B.S. in chemistry at the University of New Hampshire.

Having started as scientist with Roche Diagnostics 23 year ago, Greg has since had responsibility for Quality Assurance, Quality Engineering, Complaint Handling, and Laboratory Operations. However, it is his routine partnering with R&D colleagues and his past experience working in an R&D project management capacity that continues to attract his interest in efficient product development. Recently, Greg and several of his global colleagues had the opportunity to research and make recommendations on introducing open innovation concepts within Roche.