Capabilities
01. Innovation, Strategy & Delivery
Innovation Design - 4 Pillars of Business Model
Avoiding these pitfalls calls for an approach that is strategy-led, biased toward action, and agile. These characteristics are true whether you’re talking about innovation in consumer products or in a business-to-business domain. The approach has four central elements. We begin by looking both outside and inside to define an innovation strategy that best supports the overall business strategy. Outside to understand key trends shaping customer economics and demand and to prioritize the most attractive domains for innovation investment. And inside to understand the strengths and weaknesses of the client’s innovation system. The strategy enables the innovation system to gain traction by pinpointing the most important areas for investment..
A great innovation strategy is necessary but not sufficient. Creating value in a world of shortening product and business model life cycles requires decisive action—and speed. We work with clients in a sprint-based approach to develop and launch minimum viable products consistent with the strategy. Offerings are evolved in this “test and learn” approach—and the less successful ones are dropped to free up resources for other projects. Increasingly, innovation success calls for the ability to continually build new innovation muscles—or to bring in new skills and capabilities from outside. We help organizations identify the critical capabilities needed and define the best path to obtain them, whether through corporate venturing, partnership, acquisition, or internal development.
Innovation Strategy Model and Delivery
Innovative companies take a holistic approach not just to product development but also to the way they do business, inside and out. Innovation strategies require forward-thinking ideation, agile collaboration, and seamless execution. This is a great space to write long text about your company and your services. Collaborations between large established companies and small innovative newcomers rarely involve “and they lived happily ever after” scenarios. But the right foundation can greatly increase their chances of success.
Despite their best intentions, business leaders often get bogged down by human biases and social dynamics that get in the way of clear strategy and strong execution. Just about anyone proposing a strategy comes in with a confident “hockey stick” projection. But how do you distinguish the true breakthrough plans from the fakes and then carry through the tough choices needed to make good on those promises?
