2019 MPT
BOOTCAMP
EXPECTATIONS
OUTLINE
INNOVATION OLYMPICS PITCHING YOUR INNOVATION IDEA GENERATION WORKSHOP
ORIENTATION INITIATIVE
»Define Innovation »Innovation Business Model »Two Types of Thinking
»Define Innovation Process »CO-STAR Pitch »Barriers to Creative
»Differentiating Innovation »Why are Your Great Ideas Thinking
Initiatives Getting Rejected? »Defining the Problem
»Describe Innovation Olympic Correctly
Stages »How to Generate Ideas
»Clarify Criteria
1.
2019 MPT
About the Program
INNOVATION
What is it? How do you define it?
INNOVATION!
Reality
Check
Create
and
Compress
Immerse
Define
Giving birth
Formulating Insight to Ideas Ensuring Impact
.the innovation blueprint.
a method to the madness
Reality Check
HD LD
Mancom
Quick
HV support/
approval Win
LV Park Park
Remember, now is the time to -
Define the opportunity: what value does this idea
bring to the organization?
INNOVATION
INITIATIVE
Any project that is new to your organization
(not necessarily new to the world) and has an
uncertain outcome.
Approaches for
producing
multiple innovations.
Anything A High-Risk
One Person High-Growth
Can Tackle Potential
on Their Model Model Model New Venture
Own Small Repeatable Custom
Initiative andSqueeze Make innovation Separate
in Their innovation into the look as much like incompatible
Free Time slack in the day-to-day innovation tasks
system. operations as from day-to-day
A very large possible. operations.
number of very A series of similar One unique
small initiatives. initiatives. initiative at a
time.
MODEL LIMITATION KEY TO SUCCESS
Small improvements in their Limitations of Individual Slack Time Motivation: Autonomy
WHAT IT DELIVERS
immediate areas of – Project Size Mastery, Purpose
responsibility; “just happens”
organically Allocate additional resources with
particularly compelling ideas
Repeatable; about The more efficient a Model R Process Excellence: (relate to
systematizing innovation process becomes, the less flexible it results/outputs) Stages & Gates
becomes.
Custom effort Special Team (Dedicated &
Shared Staff) You simply don’t get
breakthrough innovation without
breakthrough organizational
design
Special Plan
New Innovation Pipeline
Idea Pitch Pilot to Innova-
Boot Project tion
Team Genera- Day
Camp Delivery Exhibit
tion
Jan 18 Jan - Feb Feb Mar Apr- Aug Sept
o Form 6 o Learn: o Look for o Review by Center o Submit Project o Judge by External
member (1) Idea Sponsoring of Excellence (7) – Charter & Org Guest
Team Generation Department Finance, TDE, TM, o Adopt by BUs
(2) Business CSM, Legal, o Present for RSC Gold
Model (w/ Pre- Help: HRAD, Non-Toll & o Conduct Pilot Run
Feasibility) Technical Expertise BUs o Implement Full
(3) CO-STAR Budget Allotment/RSC presentation
Project Silver
Stakeholder in the implementation
Pitch o Report updates in
o Will qualify:
MANCOM BUs Bronze
9 Innovation Pitches 12
RECRUIT
Design
A TEAM OF EXPERTS
Marketing
Finance
Decider
Technical/
Logistics Customer
INNOVATION
BUSINESS MODEL
INNOVATION
CRITERIA
CRITERIA PERCENT
Creativity (Insight, Idea) 20%
Implementation 40%
(Pilot to Project Delivery)
Impact to Business Units Business 30%
Objectives or Sponsoring
Division/Department
Exhibit 10%
Total 100%
SHOW AND TELL @ the
2019 MPT
1. Judges make the rounds of the exhibit
2. Scores are tallied to get the Top 3 for
Small & Repeatable Innovations &
Custom Innovation
Team Prizes
Small and Repeatable Innovation Idea Custom Innovation Idea Custom Innovation
Generation and Implementing Team Generation Team Implementing Team
TRIP within the Philippines or TRIP within Asia or CASH P120,000.00 CASH Php 60,000.00
CASH P50,000.00
TRIP within the Philippines or CASH Php 40,000.00
STAYCATION or CASH P30,000.00 CASH P80,000.00
CASH Php 30,000.00
BUFFET LUNCH or CASH P20,000.00 TRIP within the Philippines or
CASH P60,000.00
Small and Repeatable Innovations Custom Innovations
• Implement in their immediate areas of • Big effort, averaging 6 months or more
responsibility • Impact Business Objectives of the Business Units
• Systematizing processes for efficiency • Measurable or Related to sponsoring Division/Department 17
2.
INNOVATION BUSINESS MODEL
And How to Pitch Your Innovation Initiative
INNOVATION
BUSINESS MODEL
INNOVATION BUSINESS MODEL
INNOVATION BUSINESS MODEL
INNOVATION BUSINESS MODEL
INNOVATION BUSINESS MODEL
INNOVATION BUSINESS MODEL
CREATING VALUE WITH
CO-STAR
AN INNOVATION TOOL FOR PERFECTING AND PITCHING
YOUR BRILLIANT IDEA
LASZLO GYORFFY & LISA FRIEDMAN
Identifying significant innovation
CO-STAR opportunities.
Generating creative solutions.
Developing your value
proposition.
This CO-STAR guide is
intended to provide you Communicating your idea in a
clear and compelling manner.
with a practical set of
practices for: Creating cost-effective
prototypes.
Collaborating effectively with colleagues
to rapidly improve your idea.
Sustaining Innovation
CUSTOMER • Current customer needs understood
• Potential of ideas can be scoped and validated based on extrapolation
OPPORTUNITY from the past
• New ideas typically found within your core business. Often come from
business unit R&D, professionals of staff or continuous improvement efforts
SOLUTION • Tend to be incremental which makes them easy to understand and
document
• Fit within existing business model
• Necessary expertise is identified without difficulty
TEAM • External partnerships are straightforward
• Improvements and upgrades are expected and easily understood
ADVANTAGE • Clear-cut implementation within a current line of business
• Credible customer benefits are easily articulated
RESULTS • ROI is reasonably clear-cut
ADVANTAGE
▪Perform a competitive analysis and define “Secret Sauce”
▪What is the “unfair” competitive advantage?
▪What are the available alternatives?
▪Don’t underestimate competition
▪Market research
Crisp
Turn an idea to
CO-STAR a value Compelling
proposition
Focus on key
elements
What is an elevator pitch? Takes 1-3 minutes
A short persuasive synopsis of your value proposition
You want interest, understanding and action
How is a pitch structured?
• Open with an attention grabber
Hook • Get the attention of the listeners with a short
compelling summary statement
• Draw from your CO-STAR
Highlights • Relevant elements from the CO-STAR
Value Proposition
• Conclude with a next step
Help • Conclude the pitch with a request, a next
step
CO-STAR
Pitching Template
Need Both
Compelling pitches contain both emotional and rational elements
we need
analysis
and
narrative
Logic Emotion
P’s of Innovation
Proposition
Pitch
Proposal
Prototype
and
Passion
CO-STAR Tips
1. Write it down
• Make a first pass at all six elements
2. Iterate with colleagues and even potential customers
3. Be quantitative
• “In God we trust”, all others bring data
4. Customize your value proposition for each audience
5. Make sure you have a significant advantage
• The latest technology is not enough. It is a global market place and the
bar is constantly being raised
6. Don’t get discouraged, no one gets it right the first time
10 Tips:
Build the credibility and “memorability” of you and your idea
1. Adjust to your situation and audience
2. Tell them what they want to hear
3. Share a brief story or anecdote
4. Offer up some provocative facts and figures
5. Use metaphors and analogies
6. Introduce trust-building points
7. “Less is More”
8. Be more conversational than performer
9. Show your passion
10. Gather feedback
CREATIVE CHANGE
▪ Decision to embrace a
creative idea
▪ Embracing a useful
redefinition
For any person to undergo a creative change,
he/she must move away from one way of
defining something to embrace a completely
new and different way of defining this same
thing.
WHY ARE YOUR GREAT
IDEAS GETTING
REJECTED?
▪ When feeling uncertain, intolerant to
uncertainty
▪ Steeped in a how/best mindset
3 BASIC LEVERS TO HELP PROMOTE FEELINGS OF
INTEREST VERSUS ANXIETY IN OTHERS
1. FEEL THE FIT – when cues are a mismatch you begin
to feel unsafe, and products seem bizarre and creepy
2. AHA STRATEGIES – analogy, combination, re-
categorization
3. BROADEN – the feedback pitch, make them feel the
failure
CUES PEOPLE ASSOCIATE WITH CREATIVITY
TYPE OF CUE DESCRIPTION OF CUE EXAMPLE
Paradigm Shift A significant change in thinking that a Apple: Think Different
product or process represents.
Breakthrough Doing something others failed to Google: Larry and Sergey’s mission to organize a seemingly infinite amount of
accomplish or did not think could be done. information on the web.
Potential Future possibilities opened up as a result Accenture: “When technology unlocks potential, brilliant ideas come to life.”
of the product or process. Print ad, Fortune, October 1, 2015.
Rare The unusualness of a product or process. National Geographic: Unique Lodges of the World,
www.nationalgeographiclodges.com.
Repurposing Taking something from one context and Procter and Gamble: ZzzQuil was pitched as “NyQuil without the cold
adapting it to a second context. medicine.”
Surprise The affective reaction – amazement, 2014 Buick: “Hmm – take a fresh look at a Buick, it just might surprise you.”
astonishment. Commercial, www.youtube.com/watch?v=xRk256k4pic.
Artistic The aesthetics of the product or process. Beautifully designed Apple products being sold in beautifully designed Apple
stores.
Combination Integrating functions, features, or other Alien was pitched as “Jaws in space.”
aspects that are typically distinct.
High Tech Concerned with the role of technology. Chromat Aeros Sports Bra: “A high-tech undergarment that walked the runway
at New York Fashion Week” – review, Fortune magazine, October 1, 2015.
Joy Happiness or fun involved in engaging IKEA: The Wonderful Everyday.
with something.
3 BASIC LEVERS TO HELP PROMOTE FEELINGS OF
INTEREST VERSUS ANXIETY IN OTHERS
1. FEEL THE FIT – when cues are a mismatch you begin
to feel unsafe, and products seem bizarre and creepy
2. AHA STRATEGIES – analogy, combination, re-
categorization
3. BROADEN – the feedback pitch, make them feel the
failure
Analogy
▪ Compares one thing to another
▪ It helps explain why your idea will help the person
you want to convince to achieve his goals, quickly
and efficiently
▪ Allow the listener to have the same kind of aha
moment that the person who generated the idea had
when he/she first came up with it
Combination
▪ Give your listener a comparison point
▪ Emphasize the new element that is created by
combining two things that are usually not seen
together
▪ Provides the listener with the building blocks to
quickly and efficiently understand the distinctive
use for a given idea
▪ Think very carefully about the goals of your
audience
Re-categorization
▪ People make decisions and evaluations by placing
things into boxes or categories
▪ Transform how people are thinking about a given
idea to show that ideas that don’t initially fit with our
beliefs about how the world works actually fits
beautifully
3 BASIC LEVERS TO HELP PROMOTE FEELINGS OF
INTEREST VERSUS ANXIETY IN OTHERS
1. FEEL THE FIT – when cues are a mismatch you begin
to feel unsafe, and products seem bizarre and creepy
2. AHA STRATEGIES – analogy, combination, re-
categorization
3. BROADEN – the feedback pitch, make them feel the
failure
The Feedback Pitch
1. Make a list of all the people whose approval you need in
order to green-light a given idea.
2. Make a plan to approach each person one-on-one with
enough lead time to allow you to meet with them as well
as make any changes you’ve agreed upon.
3. When asking someone for his/her feedback, take the
opportunity to turn the feedback session into a
collaboration.
4. Follow up with each person, thanking them for their
feedback and showing how you implemented it.
5. Ask for their
approval.
Make Them Feel the Failure
▪ People make creative change only when they realize
their current definitions are blocking them from
achieving what they want.
▪ They only change when they feel something.
▪ They change when they feel embarrassed, frustrated, or
ashamed of the status quo.
424
Different kinds of Gloves!
$5 and $17
Same glove cost differently at each factory
“this is how bad it is”
“we must act now”
3.
IDEA GENERATION
Workshop
Two Types of Thinking SOLUTIONS
M
S
A
O
N
L
F Y
ANALYTICAL U CREATIVE
E T SOLUTIONS
THINKING THINKING I
W I
(CONVERGENT) (DIVERGENT) D
O
E
N
A
S
S
SOLUTIONS
The relating of things or ideas
which were previously unrelated.
Divergent
INNOVATION!
Reality
Check
Create
and
Compress
Immerse
Define
Convergent
.the innovation blueprint.
a method to the madness
PAPER CLIP
In the next two minutes, jot down
as many GOOD USES you can
think of, and be prepared to READ
THE LIST OUT to somebody in
your team.
THE BARRIERS TO CREATIVE
THINKING
» Self-imposed Barriers
» Establishing a pattern or one unique answer
» Conformity, or giving the answer expected
» Lack of effort in challenging the obvious
» Evaluating too quickly
» Fear of looking a fool
SELF-IMPOSED BARRIERS
SELF-IMPOSED BARRIERS
SELF-IMPOSED BARRIERS
ESTABLISHING A PATTERN OR
ONE UNIQUE ANSWER
» Relationship of the following letters:
A E
F
B C D
CONFORMITY, OR GIVING THE ANSWER
EXPECTED
» How many squares do you see?
CONFORMITY, OR GIVING THE ANSWER
EXPECTED
» How many squares do you see?
A B C D
E F G H
I J K L
M N O P
LACK OF EFFORT IN CHALLENGING THE
OBVIOUS
1. Go for the obvious answer, which is accepted
without question
2. Having an answer we avoid challenging it, even
though there may be other and better answers
‘automatic no’ = any new idea is automatically
rejected, almost without consideration
1+1=?
EVALUATING TOO QUICKLY
Idea Production Idea Evaluation
FEAR OF LOOKING A FOOL
PAPER CLIP
Go back to your list and see how
many more you can add to the list.
“Some men see things as
they are and say, “Why?” I
dream of things that never
were and say, “Why not?”
-- Robert F. Kennedy, after
George Bernard Shaw
INNOVATION!
Reality
Check
Create
and
Compress
Immerse
Define
.the innovation blueprint.
a method to the madness
DEFINING THE PROBLEM CORRECTLY
Understanding the Problem
1. Have you defined the problem or objective in your own words?
2. Are there any other possible definitions of it worth considering? What general
solutions do they suggest?
3. Decide what you are trying to do. Where are you now and where do you want to
get to?
4. Identify the important facts and factors. Do you need to spend more time on
obtaining more information? What are the relevant policies, rules or procedures?
5. Have you reduced the complex problem to its simplest terms without over-
simplifying it?
Set a long-term goal: List Questions:
Get Optimistic Get Pessimistic
»Why are we doing this project? »To meet our long-term goal, what
»Where do we want to be six has to be true?
months, a year, or even five years »Imagine we travel into the future
from now? and our project failed. What might
have caused that?
»How could we fail?
Make a map.
List
customers
and key
players on the
left. Draw the
ending, with
your
completed
goal, on the
right. Finally,
make a
flowchart in
between
showing how
customers
interact with
your product.
Keep it
simple: five to
fifteen steps.
1. List the
actors (on the
left).
All the
important
characters in
your story –
different kinds
of customers,
your team, or
a government
regulator.
2. Write the
ending (on
the right).
3. Words and
arrows in
between.
No drawing
expertise
required.
4. Keep it
simple.
By keeping
the map
simple, the
team can
agree on
the structure
of the
problem
without
getting tied
up in
competing
solutions.
5. Ask for
help.
“Does this
map look
right?”
INNOVATION!
Reality
Check
Create
and
Compress
Immerse
Define
.the innovation blueprint.
a method to the madness
Idea Generation
re-express
revolution
How to Generate Ideas
Break
Thought Connect the Shift
Employ
Unconnected Perspective Enablers
Patterns
BREAK THOUGHT PATTERNS
Challenge Assumptions:
For every situation, you have set
of key assumptions. Challenging
these assumptions gives you a
whole new spin on possibilities.
SCAMPER
Improving Products and Services
»Substitute
»Combine
»Adapt
»Modify
»Put to another use
»Eliminate
»Reverse
SCAMPER
Improving Products and Services
SUBSTITUTE COMBINE ADAPT MODIFY PUT TO ELIMINATE REVERSE
ANOTHER USE
>What materials or >What would >How could you >How could you >Can you use this >How could you >What would
resources can you happen if you adapt or readjust change the shape, product somewhere streamline or happen if you
substitute or swap combined this this product to look, or feel of your else, perhaps in simplify this reversed this
to improve the product with serve another product? another industry? product? process or
product? another, to create purpose or use? >What could you >Who else could >What features, sequenced things
>What other something new? >What else is the add to modify this use this product? parts, or rules could differently?
product or process >What if you product like? product? How would this you eliminate? >What if you try to
could you use? combined purposes >Who or what could >What could you product behave >What could you do the exact
>What rules could or objectives? you emulate to emphasize or differently in understate or tone opposite of what
you substitute? >What could you adapt this product? highlight to create another setting? down? you're trying to do
>Can you use this combine to >What else is like more value? >Could you recycle >How could you now?
product somewhere maximize the uses your product? >What element of the waste from this make it smaller, >What components
else, or as a of this product? >What other this product could product to make faster, lighter, or could you substitute
substitute for >How could you context could you you strengthen to something new? more fun? to change the order
something else? combine talent and put your product create something >What would of this product?
>What will happen resources to create into? new? happen if you took >What roles could
if you change your a new approach to >What other away part of this you reverse or
feelings or attitude this product? products or ideas product? swap?
toward this could you use for >What would you >How could you
product? inspiration? have in its place? reorganize this
product?
Create and Compress
behaviors
• The continual search for different
experiences that jolt you into
making new and unique connections.
• The way the brain processes
information kills creativity.
• “This is how it is” vs. “This is how it
could be”
• “River jump” – tricking the brain
into believing you are thinking of
something totally different
Freshness
“Problems cannot be solved by thinking within the framework in which they were created.”
– Albert Einstein
Four Rs of River Jumping
Re-Express Related Random Revolution
from someone
World Links
else’s perspective
Create and Compress
freshness tool: re-expression
Finding an alternative way of
describing or experiencing a problem
to get you new ideas
– With words or pictures
– With senses
– From another’s perspective
– Avoid jargon
– Make it sexy & motivating
Create and Compress
freshness tool: related worlds
- Steal ideas from the
world around you +
- Apply these principles
to your area!
Looking at other areas where a similar issue or benefit can be seen
Create and Compress
freshness tool: random links
•Finding a random piece of stimulus and forcing a connection to your challenge
•Making connections and links between the issue and the stimulus
Create and Compress
freshness tool: revolution
• Identifying and then challenging the rules and assumptions about our topic or issue
• List the facts and provoke them
Create and Compress
freshness tool: revolution
RULES/FACTS REVOLT: How might we turn
this upside down?
Create and Compress
freshness tool: revolution
The Revolution Questions:
1. turning feature into a benefit, i.e.
1.What if we did nothing?
Heinz thick consistency
2. Mars bar (center filled with toffee
2.What if we had to make it for half and caramel > less cost)
the cost?
3. Shopping basket > trolley
3.What if people bought twice as
much?
4. 1980s: 2-seater sports car Elan built
4.What if we reversed the process?
in large quantities
5.What if we exaggerated the issue?
5. thick, undercooked fries > birth of
the potato chip!
SHIFT PERSPECTIVE
Find the Pain
Looking for inefficient behavior
by buyers or sellers is a
systematic way both to identify
problems and to solve them.
If the decision maker is made to
“feel your pain,” he/she will end
up doing the right thing.
Pain Relievers - Trigger Questions
1. ... produce savings? In terms of time, 6. ... eliminate risks your customers
money, or efforts. fear? In terms of financial, social,
2. ... make your customers feel better? technical risks, or things that could
By killing frustrations, annoyances, potentially go wrong.
and other things that give customers 7. ... help your customers better sleep at
a headache. night? By addressing significant
3. ... fix under-performing solutions? By issues, diminishing concerns, or
introducing new features, better eliminating worries.
performance, or enhanced quality. 8. ... limit or eradicate common mistakes
4. ... put an end to difficulties and customers make? By helping them use
challenges your customers a solution the right way.
encounter? By making things easier 9. ... eliminate barriers that are keeping
or eliminating obstacles. your customer from adopting value
5. ... wipe out negative social propositions? Introducing lower or no
consequences your customers upfront investment costs, a flatter
encounter or fear? In terms of loss of learning curve, or eliminating other
face or lost power, trust, or status. obstacles preventing adoption.
EMPLOY ENABLERS
Belief in yourself: Believe that you are creative, believe that ideas will come to you; positive
reinforcement helps you perform better.
Creative loafing time: Nap, go for a walk, listen to music, play with your child, take a break from
formal idea-generating. Your mind needs the rest, and will often come up with connections
precisely when it isn't trying to make them.
Change of environment: Sometimes changing the setting changes your thought process. Go to
a nearby coffee shop instead of the conference room in your office, or hold your discussion while
walking together round a local park.
Shutting out distractions: Keep your thinking space both literally and mentally clutter-free. Shut
off the cell phones, close the door, divert your phone calls and then think.
Fun and humor: These are essential ingredients, especially in team settings.
STRUCTURED
EXERCISE
With a partner, take ten minutes (timed)
to come up with 42 ideas on a specific
topic or problem.
THANKS!
Any questions?
You can find me at
» scshun@tollways.net.ph
