fixing innovation

re-firing growth

Beyond Value Podcast Episode:

» Stop asking “how do I add value?”
»Start asking: “how do I enable better progress?”

» everyone agrees that innovation drives growth

» you’re investing more in innovation than ever…yet you’re getting less growth

» your teams are out there selling…but you’re missing growth expectations

» you’re not alone…something is structurally wrong

» the very concept that has driven our previous explosive growth – chasing value – has structural limitations that are now holding us back

The world is facing a decade of stagnation — the “Tepid 20s”.

International Monetary Fund

Only 6% of executives are satisfied with their innovation initiatives

McKinsey

few suppliers…are able to answer…how you define and measure value?

Anderson and Narus

» chasing value is an incomplete map for today’s economy; to a destination we struggle to define, agree and measure.

» it’s time for an evolved approach: a shift to value-in-use thinking

» we don’t add value, we improve well-being

» and we operationally do that by enabling progress

» progress reveals a clear operating system of our world, an actionable definition of innovation, and a set of levers to systematically drive innovation and sales activities

» value becomes comparisons of improved well-being, made before, during, and after progress attempts

…value really emerges for customers when goods and services do something for them

Grönroos, C.

Value creation is ultimately about improving the well-being of actors.

Vargo & Lusch

Progress: moving, over time, to a more desired state (operationalises improving well-being)

The Progress Economy

» executive implications

CEO

align your organisation’s vision, purpose and narrative around enabling (better) functional, non-functional and contextual progress rather than producing outputs

push closer to what customers really want: reaching their progress sought, with six lowest progress hurdles and quickest progress recognition

improve your organisations capability to identify customers’ progress sought and progress origins; transition messaging from product benefits to the progress your organisation helps make

helping reach progress sought = max value for customers; but that progress sought (and starting progress origin) constantly evolve: innovate or die

CMO

CInO

organise innovation and R&D around i) helping customers make better progress and existing progress better, ii) reducing one or more of the 6 progress hurdles and iii) accelerating their progress recognition schedule (that they interpret as a view on value)

apply the progress levers to move innovation/product design from a game of chance to systematic success


design operations to deliver and adapt propositions that meet constantly evolving customer origins and progress sought

implement a Progress Owner role – a supercharged product owner, responsible for i) understanding customers’ evolving progress origin/sought, ii) improving customers’ progress (innovation), and iii) executing progress proposition(s) (execution)

COO


CFO

reframe investment around cost-to-enable-improved-progress and maximising service exchange – size * number – though often through service credits (typically in the form of money)

open the door to business model innovation


Well-being