Jon and Munib on the Implementation Dilemma
Jon Campbell from Continuum in Boston and Dr. Munib Karavdic from AMP Financial in Australia gave a presentation on building a sustainable engine for growth within established organizations.
The number one issue for most commercial clients is getting ideas commercialized and into market. Not generating ideas or developing them, but launching them.
AMP partnered with Continuum.
Disrupt or be disrupted. Industries need to adapt but actions don’t ensure the best outcomes when it comes to impact on the market. Results are paramount. Companies need to focus on the implementation. They underestimate their ability to find or acquire new ideas but overestimate their ability to implement new ideas.
There are a range of ideas. Incremental Change is comforting. Cold Fusion is aspirational which is comforting because the technology isn’t there yet to worry about implementation. In between is the “scary zone” where implementation becomes difficult.
The Implementation Dilemma:
- Don’t focus on the wrong problem (nice landing; wrong airport). Build the customer case first rather than the business case.
- Avoid expensive approaches.
- Organizational constraints.
- Measures for success based on time and budget
Three critical elements of an innovation pod.
- Empowered Team: 5-7 individual full time pulled from the core business. Availability is not a competency. We need the best of the best: business, design, product, marketing, digital. Led by a design lead and business lead who report to an offer owner no more than two levels from the C-suite.
- Physical Space: Co-located space for the team members. New governance model for this team. White boards, tack surfaces, posting space for artifacts. Behavioral perception vs space configuration; the space needs to feel different AND look different than their normal environment.
- Common Approach and Tools: No handover. Front end design-led core tam carry through to the end market test. Back end business-led extended team is integrated from the beginning.
They also identified some important enablers for innovation pods.
In terms of training, they created a common vocabulary around the project, so that everyone understands concepts like “prototyping.” Not everyone needs to be a designer, but they need to share a common language throughout the organization.
There are also elements to minimize the appetite for new risk.
- Outline leaderships risk tolerance
- Place small bets with market tests
- High fidelity front-end, low fidelity back-end
- Measure ROL (return on learning rather than return on investment)
Finally, some thoughts on radical transparency and the importance of communication. Check-in sessions and brown-bag lunches. Then distribute those reflections throughout the organization.