A nice analysis of possibly the most interesting ideation event in recent history.
Why innovation is crucial to our survival [Socialutions] Albert Einstein observed a world caught up in the madness of a World War and said: “The level of thinking that has created our problems will never prove sufficient to solve them.” He understood the value of innovation. And today we hear a lot about innovation, for some it’s a fad, for others a “buzz” word. To Einstein it was essential.
The Shift Index [Deloitte Centre for the Edge]
A world of near-constant disruption is emerging – one in which new ideas, technologies, and extreme events constantly and unexpectedly bear down on businesses. How are successful executives finding their way in this new world?
InnoFuture Momentum is a dedicated network for innovation professionals to Connect, Attract and Adapt.
The topic for the event is Ahead of trends — the random effect.
When a concept becomes a trend, you are a not the leader. How to tap into valuable ideas for products, services and communication before they are seen as trends, when they are just … random? Albert Einstein said that imagination is more important than knowledge. Let’s open the doors and let the imagination in for it seems that in the current crisis, the right brain is winning and we may be rationalized to death before things get better.
I’ll be speaking about Of snow mobiles and childhood readers: why random isn’t, and how to make it work for you.
There’s an interesting roster of speakers:
MC & Host: Leonie Valentine, GM, Customer Experience Marketing, Telstra Industry Panel: Diverse industry perspectives will be presented to provide a balanced insight into this important thought leadership topic.
Drew Ginn, OAM, ‘Oarsome Foursome’ : The future is now: what are the random moments for professional high performance.
Elizabeth Rudd, FutureNous: Picking up weak signals – why are they valuable in making future decisions and how to tune in.
Charlie Nelson, Foresee Change: random numbers… yes, but there is no such thing as ‘random’… the patterns associated with the wisdom of crowds … and how you can the wisdom of crowds work for you
Peter Evans-Greenwood: Of snow mobiles and childhood readers: why random isn’t, and how to make it work for you.
Discussion Moderator: Amantha Imber, Inventium: Latest Australian Author of a business bestseller ‘The Creativity Formula’ (soon to be released).
The event wraps up with an interactive discussion and networking. Walk away with inspiration & ideas to implement. Meet other corporate innovators and innovation evangelists. Share ideas over a drink! Experience the stimulating environment of the high-tech Telstra Executive Briefing Centre.
Our ability to effectively manage time is central to success in today’s hype-competitive business environment. The streamlined and high velocity value-chains we’ve created are designed to invest as little time (and money) as possible in unproductive business activities. However, being fast, being good at optimizing our day-to-day operations, is no longer enough. We’ve reached a point where managing the acceleration of our business—the ability to change direction, redeploy resources to meet new opportunities more rapidly than our competition—is the driver for best in category performance. If we can react faster than our competition then we can capitalize on a business opportunity (or disruption, as they are often the same) and harvest any value the opportunity created.
Time is our overarching business driver at the moment. We hope to be the first to approve a mortgage, capturing the customer before our competitors have even responded to the original application. We strive to be first to market with a new portable music device (Walkman or iPod), establishing early mover advantage and taking the dominant position in the market. Or we might simply want to quickly restore essential services—power, gas or water—to our customers, as they have become intensely dependent upon them. Globalization has leveled the playing field, as we’re all working from the same play book and leveraging the same resources. The most significant factor for success in this environment is the ability to execute faster than our competition—harvesting the value in an opportunity before they can.
This focus on time is a recent phenomena. Not long ago, no further back than the early nineties, we were more concerned with mass. The challenge was too get the job done. Keep the wheels turning in the factories. Keep the workers busy in their cubicles. Time is money, so we’re told, and we need to ensure that we don’t waste money by laying idle. Mass was the key to success—ensuring that we had enough work to do, enough raw materials to work on, to keep our business busy and productive.
When mass is the focus, then bigger is better. This is a world where global conglomerates rule, as size is the driver for success. Supply chains were designed so that enough stuff was available right next to the factory, where supply can be ensured, that the factory would never run out of raw materials and grind to a halt. Whether shuffling paperwork or shifting widgets, the ability to move more stuff around the business was always seen as an improvement.
This is also the world that created a pile of shipping containers too behold in the Persian Gulf, during the Gulf War in the early nineties. With no known destination, some containers couldn’t be delivered. Without a clear understanding of where they came from, others couldn’t be returned. A few of these orphaned containers were opened in an attempt to determine their destination or origin; however the sweltering Arabian sun was not kind to their contents, which included items such as raw poultry, so a stop was soon put to that. The containers just kept piling up. 22,000 of 50,000 containers simply became invisible, collecting in a pile that went by the jaunty name of Iron Mountain.
Our answer was to stop focusing on mass, on having enough stuff on hand to keep the wheels of industry turning. We have to admit that Iron Mountain proves that we could move sufficient mass. The next challenge was to ensure that materials arrived at just the right time for them to be consumed by the business. We moved from worrying about mass, to managing velocity.
Total quality management and process improvement efforts finally found their niche. LEAN and Six Sigma rolled through the business landscape ripping cost out businesses where-ever they went. Equipped with books on Toyota’s Production System and kanban cards, we ripped excess material from the supply chain. Raw materials arrive just-in-time, and we avoid the costs associated with storing and handling vast warehouses of material, as well as the working capital tied up in the stored material itself. Quality went up, process cycle times shrunk, and the pace of business accelerated. Much like the tea clippers from China in the 1800s, with the annual race to get the first crop back to London for the maximum profit (with skipper paid a profit share as an incentive along with their salary), we’re focused on cranking the handle of business as fast as possible.
Zara, a fashion retailer, is the poster child for this generation of business. The fashion industry is built around a value-chain that tries to push out regular product updates, beating up demand via runway shows and media coverage to support a seasonal marketing cycle. Zara takes a different approach, tracking customer preferences and trends as they happen in the stores and trying to deliver an appropriate design as rapidly as possible, allowing customer demand to pull fashion. By focusing on responding to customer demand, wherever it is, Zara has built an organization designed too minimize time from design to marketed product. For example, onshore, high-tech, agile production is preferred to low-tech but low cost, offshore production which involves long production delays. Zara takes two weeks to take a product to market, where the industry average is six months; the lifetime of Zara’s products is measured in weeks, rather than months; and the products offered in each store are tailored to the interests of the community it serves rather than a long term marketing plan.
The dirty secret of high velocity, lean businesses is that they are fragile: small disturbances can create massive knock-on effects. As we’ve ripped fat from the value chain, we’ve also weakened its ability to react to, and resolve, disruptions. A stockout can now flow all the way back along the supply chain to the literal coal face, stalling the entire business value-chain. Restoring an essential service is delayed while we scramble to procure the vital missing part. Mortgage approvals are deferred while we try reallocate the work load of a valuer dealing with a personal emergency. Or our carefully synchronized product launch falls apart for what seems like a trivial reason somewhere on the other side of the globe.
Our most powerful tools in creating todays high velocity businesses—tools like straight-through processing, LEAN and Six Sigma—worked by removing variation from business processes to increase throughput. The same tools prevent us from effectively responding to these disruptions.
Opportunities today are more frequent, but disruptive and fleeting. An open air festival in the country might represent an opportunity for a tolling operator to manage parking in an adjacent field, if the solution can be deployed as sufficient scale rapidly enough. Or the current trend for pop-up retail stores (if new products rapidly come and go, then why not stores) could be moved from an exceptional, special occasion marketing tool, into the mainstream as a means to optimize sales day-by-day. Responding to these opportunities implies reconfiguring our business on the fly—rapidly integrating business exceptions into the core of our business. This might range from reconfiguring our carefully designed global supply chain, through changing core mortgage approval criteria and processes to modifying category management strategies in (near) real time.
We’re entering a time when our ability to change direction, adapting to and leveraging changes in the commercial environment as they occur, will drive our success. If we can react faster than the competition then we can capitalize on a business opportunity and harvest any value the opportunity creates. Our focus will become acceleration: working too build businesses with the flexibility and spare energy required to turn and respond rapidly. These businesses will be the F1 cars of business, providing a massive step in performance over more conventional organizations. And, just like F1, they will also require a new level of performance from our knowledge workers. If acceleration is our focus, then our biggest challenge will be creating time and space required by our knowledge workers to identify these opportunities, turn the steering wheel and leverage them as they occur.
Update: A friend of mine just pointed out that the logical progression of mass → velocity → acceleration naturally leads to jerk, which is an informal unit of measurement for the third derivative.
10 Products and Innovations from Recessions Past [Bill Shrink]
We all associate recessions with negative things. Unemployment, slowdowns, and lost profits dominate the headlines and color most every recession-themed discussion. But this is only part of the story. Desperation breeds creativity, as many know. And as a testament to this timeless axiom, a number of the world’s foremost innovations came about during recessionary times. From increased convenience and food products, to formidable technological advances, the following represent some of the most noteworthy recession-borne innovations.
We all know that data is valuable; without it it would be somewhat difficult to bill customers and stay in business. Some companies have accumulated masses of data in a data warehouse which they’ve used to drive organizational efficiencies or performance improvements. But do we ever ask ourselves when is the data most valuable?
Billing is important, but if we get the data earlier then we might be able to deal with a problem—a business exception—more efficiently. Resolving a short pick, for example, before the customer notices. Or perhaps even predicting a stock-out. And in the current hyper-competitive business environment where everyone is good, having data and the insight that comes with it just a little bit sooner might be enough to give us an edge.
A good friend of mine often talks about the value of information in a meter. This makes more sense when you know that he’s a utility/energy guru who’s up to his elbows in the U.S. smart metering roll out. Information is a useful thing when you’re putting together systems to manage distributed networks of assets worth billions of dollars. While the data will still be used to drive billing in the end, the sooner we receive the data the more we can do with it.
One of the factors driving the configuration of smart meter networks is the potential uses for the information the meters will generate. A simple approach is to view smart meters as a way to reduce the cost of meter reading; have meters automatically phone readings home rather than drive past each customer’s premisses in a truck and eyeball each meter. We might even used this reduced cost to read the meters more frequently, shrinking our billing cycle, and the revenue outstanding with it. However, the information we’re working from will still be months, or even quarters, old.
If we’re smart (and our meter has the right instrumentation) then we will know exactly which and how many houses have been affected by a fault. Vegetation management (tree trimming) could become proactive by analyzing electrical noise on the power lines that the smart meters can see, and determine where along a power line we need to trim the trees. This lets us go directly to where work needs to be done, rather than driving past every every power line on a schedule—a significant cost and time saving, not to mention an opportunity to engage customers more closely and service them better.
If our information is a bit younger (days or weeks rather than months) then we can use it too schedule just-in-time maintenance. The same meters can watch for power fluctuations coming out of transformers, motors and so on, looking for the tell tail signs of imminent failure. Teams rush out and replace the asset just before it fails, rather than working to a program of scheduled maintenance (maintenance which might be causing some of the failures).
When the information is only minutes old we can consider demand shaping. By turning off hot water heaters and letting them coast we can avoid spinning up more generators.
If we get at or below seconds we can start using the information for load balancing across the network, managing faults and responding to disasters.
I think we, outside the energy industry, are missing a trick. We tend to use a narrow, operational view of the information we can derive from our IT estate. Data is either considered transactional or historical; we’re either using it in an active transaction or we’re using it to generate reports well after the event. We typically don’t consider what other uses we might put the information to if it were available in shorter time frames.
I like to think of information availability in terms of a time continuum, rather than a simple transactional/historical split. The earlier we use the information, the more potential value we can wring from it.
There’s no end of useful purposes we can turn our information too between the billing and transactional timeframes. Operational excellence and business intelligence allow us to tune business processes to follow monthly or seasonal cycles. Sales and logistics are tuned on a weekly basis to adjust for the dynamics of the current holiday. Days old information would allow us to respond in days, calling a client when we haven’t received their regular order (a non-event). Operations can use hours old information for capacity planning, watching for something trending in the wrong direction and responding before everything falls overs.
If we can use trending data—predicting stock-outs and watching trends in real time—then we can identify opportunities or head off business exceptions before they become exceptional. BAM (business activity monitoring) and real-time data warehouses take on new meaning when viewed in this light.
In a world where we are all good, being smart about the information we can harvest from our business environment (both inside and outside our organization) has the potential to make us exceptional.