Stanford modellen
Kjeld Lisby, Chief Innovation Officer, North
Denmark Region.
Solstrand, maj 2014
The Stanford model
•
•
•
•
•
In general
The strategic exersise.
Escape Velocity – Leadership/Management.
Rapid Prototyping – The operating model.
Summing up
Peter Drucker on business - 2
Because the purpose of business is to create a
customer, the business enterprise has two—
and only two—basic functions:
1 – marketing
2 – innovation
Marketing and innovation produce results; all
the rest are costs.
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Alice’s Adventures in Wonderland
Would you tell me,
please, which way I
ought to go from
here?
I don't much care
where…so long as
I get somewhere
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That depends a good
deal on where you
want to get to!
Then it doesn't
much matter which
way you go!
Charles
Lutwidge
Dodgson
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Strategy
Say the word: Strategy, and we get a sense of drinking of the management profession’s
vintage wines. It is here leadership becomes an art and an elevated activity. Overview and
mastermind. We drink the drops from the Zun Tzu’s Art of War, and sense with Von
Clausewitz the satisfaction and pride of the grandeur in the view of the battle field. At te
same time there is something evanescent about the concept of strategy. We sense the
importance of the Strategy, use our strenght on putting together carefully thought out battle
plans, just to experience how the battle takes another turn and the strategy crumbles.
Kristian Dahl, Business Psychologist
Strategy is exploiting the battle to win the war.
Tactic is use of the military forces to win the
battle.
Clausewitz
Mintzbergs
five P’s:
Plan
Ploy
Pattern
Position
Perspective
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Strategy is the art of distributing military
means to fulfil the ends of policy.
Liddell Hart
A strategy is an action – taken as a
means to an end – in a situation
where the outcome also depends on
other people’s actions and
strategies.
(Pax Leksikon)
Strategy, a word of military
origin, refers to a plan of action
designed to achieve a particular
goal.
(Wiki)
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The strategical exercise – has it been done?
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Strategic Execution Framework (SEF)
Who are you?
What is the context?
Where are you going?
What needs to be created?
How will we build it?
How will you operate?
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The Strategic Execution Framework
(SEF)
The SEF helps
organizations
improve how they
innovate (execute
their strategy)
through projectbased work (PBW).
Ideation
Clarify and communicate your
company’s purpose, identity,
and long-range intention
Develop the who, why, and where
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The SEF: Six critical relationships
Ideation—Purpose, Identity, and Intention
Nature—Culture, Structure, and Strategy
Vision—Goals, Metrics, and Strategy
Engagement—Portfolio and Strategy
Synthesis—Portfolio, Programs, and
Projects
Transition—Programs, Projects, and
Operations
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Escape Velocity (Leadership and
Management)
Free Your Company’s Future
from the Pull of the Past
Achieving Breakout Results
What Does It Take to Gain Escape Velocity?
• Focus on Power before Performance
– Power fuels performance
– Performance converts power into returns
• Focus on Leadership before Management
– Leadership develops power
– Management delivers performance
We need to get smarter about power
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Three Investment Horizons
Where Breakout Innovations Get Stuck
Also not a problem
Still in the far future
Break-Out
Categories
On-board next
generation for
future growth
Horizon 3
ROI in 36 to 72 mos
Current
Categories
Meet
Performance
Commitments
Horizon 2
ROI in 12 to 36 mos
Horizon 1
ROI in 0 to 12 mos
Sticking point
(The transition to
material resourcing)
Future Category
Options
Develop options
for future growth
Not a problem
Fits in with status quo
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Resource Allocation Dynamics
Horizon 1 is the Enemy of Horizon 2
• Horizon 1 is responsible for current operating results
and has the most organizational power
• H1 managers to hoard scarce resources to ensure they
can meet their immediate commitments
• H1 managers block H2 initiatives because they
compete for the same pool of scarce resources
• H3 does not compete with H1 and is unaffected by any
of these portfolio dynamics
This is not an innovation problem
This is a resource allocation problem
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Meeting the Horizon 2 Challenge
New Prescriptions in Five Key Areas
• Number of H2 Initiatives
• Planning & Budgeting
• Organizational Structure
• Metrics
• Talent & Compensation
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Innovation Incubation Model
It’s Not a Funnel. It’s an Hourglass!
Horizon 3
Horizon 2
Resourcing
Bottleneck
Horizon 1
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Staffing for Change Management
Let Orchestrators Lead During the Transitions
Invent
Deploy
Optimize
Transition
Type of Leader
Visionary
Evangelist
Pragmatic
Doer
Conservative
Optimizer
Pragmatic
Orchestrator
Core Competence
Creativity
Competitiveness
Control
Collaboration
Core Attribute
Imaginative
Tough-minded
Prudent
Empathetic
Organizational
Preference
Integrated
Teams
Line
Functions
Hierarchical
Organizations
Cross-Functional
Teams
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Facilitate the Transition
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Dynamic development – Rapid
Prototyping
Think Internationally - Work Internationally
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Strong national and Nordic basis
…for international cooperation and partnerships
Three questions to the ”practician”
• How do you implement ideas in practice ?
– When the creativity by the employee is combined with the
result oriented structure at the innovation unit.
• How is ownership secured among the the
employees / Leaders ?
– The employees participate in the development work and
are motivated through results and incitements.
• How can the innovation culture be
strengthened in everyday work ?
– Eductation, Motivation (results) and incitements.
Always set the right team
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Questions?
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Current members and allies