DANIEL PANDZA INNOVATION-EFFECTIVENESS IN THEORY AND PRACTICE www.danielpandza.com 路 +521-331-2655131
漏 Daniel Pandza, Innovation Effectiveness Consulting 2014
COMPETING ON THE EDGE‌
We live in an age of short-lived competitive advantages. Managers all over the world are exploring the discipline of innovation in order to learn how to successfully create competitive solutions that differentiate their companies from the competition. Nevertheless, the competitive advantage period of innovative products is relatively short and will not provide the competitive edge that is expected by the top management.
P=R-C
HOW TO SUSTAIN AND GROW PROFITS IN TIMES OF CHANGE? In times of change, being fit in the discipline of innovation is becoming increasingly important, as smart players have expanded the innovation paradigm from patents, technologies and patents to more and more types of innovation that cover all areas of the business. !
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Wether the goal is to find new sources of demand, generate new revenue streams for the organisation, create more differentiated produce or services, lock-out competitors, increase efficiencies, or reduce costs‌ The field of innovation can lead companies to systematically explore new opportunities and convert these into bottom line results.!
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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HOW TO DESIGN COMPETITIVE BUSINESS MODELS? Over the recent years, the area of business model innovation has provided new insights to overcome a company´s innovation challenge. Thought leaders such as Alex Osterwalder (2004), Gary Hamel (2005), the team at IDEO (2009), Mark Johnson (2010), Eric Ries (2011) and Ash Maurya (2012) have all provided useful frameworks for understanding the key elements of business models. Nevertheless, the tools lack a systematic approach to successfully and effectively design profitable business models that create, communicate, deliver and capture significant value for customers, stakeholders and shareholders, because they fail to explicitly link their key elements to the life cycle stages of successful innovations (see image below).!
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In this short toolkit we will present a model that is guided by the life cycle stages of successful innovations and can be used to effectively design competitive business models and the respective implementation strategy. In addition, we will provide a tool for systematically evaluating the 5 key elements of successful innovations. The assessment will provide guidance for further research of the environment and re-design of the business model.
THE 9 STAGES OF SUCCESSFUL INNOVATIONS CHANGE
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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THE 9 STAGES OF SUCCESSFUL INNOVATIONS CHANGE
What are the key capabilities that your team will need to develop in order to create significant innovations? Consequently, how to structure the innovation process? Can the model help us to identify the best innovation types, etc. according to the project stage? Could we use this model in order you monitor your innovation project portfolio and innovation effectiveness? How can an understanding of the complete innovation cycle improve the significance of your innovations? 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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INNOVATION EFFECTIVENESS
TOOLKIT
V5
By Daniel Pandza, NOV. 2014
DESIGN
BUSINESS
DESIGN MATRIX by Daniel Pandza www.danielpandza.com
Plantilla de Modelos de Negocio
Diseñada para:
En:
Diseñado por:
Día
Iteración
Mes
No.
:
Aliados/Partners Clave
Actividades Clave
Propuesta de Valor
Relación con el cliente
Segementos de cliente
Quiénes son los partners? Quiénes son nuestros proveedores clave? Qué recursos clave requerimos de nuestros partners? Qué actividades clave realizan nuestros partners?
Qué actividades clave requiere nuestra propuesta de valor? Nuestros canales de distribución? La relación con el cliente? Flujos de ingreso? Categorías: Producción Solución de problemas Plataforma/Network
Qué tipo de relación espera cada segmento de clientes que establezcamos y mantengamos con ellos? Cuáles hemos establecido? Cómo se integran con el resto del modelo de negocios? Qué tan costosas son?
A quién le estamos creando valor? Quiénes son nuestros clientes más importantes?
Motivación para la alianza: Optimización y economías Reducción del riesgo y la incertidumbre Adquisición de recursos y actividades específicas
Qué valor le entregamos al cliente? Qué problema de nuestros cliente estamos solucionando? Qué tipología de producto o servicio estamos entregando a cada segmento de cliente? Qué necesidad estamos satisfaciendo? Características Novedad Performance Personalizacion “Obtencion de resultados” Diseño Marca/Estatus Precio Reducción de costos Reducción de riesgos Accesibilidad Conveniencia/Usabilidad
Año
Mercado masivo Mercado de nicho Segmentado Diversificado
Ejemplos:
Asistencia personalizada Asistencia personalizada dedicada Auto servicio Servicios automáticos Comunidades (online, de práctica, club) Co-creación
Canales
Recursos Clave Qué recursos clave requiere nuestra propuesta de valor? Nuestros canales de distribución? La relación con el cliente? Los flujos de ingreso?
Qué canales prefieren nuestros segmentos de clientes? Cómo estamos llegando a ellos? Cómo están nuestros canales integrados? Cuáles funcionan mejor? Cuáles son más eficientes en costo/beneficio? Cómo nos estamos integrando a la rutina de nuestros clientes?
Tipos de recursos: Físicos Intelectuales (patentes de marca, copyrights, bases de datos) Humanos Financieros
Fases del canal: 1. Darse cuenta
This tool has forced people to think beyond products when thinking about innovation. Where most people get stuck is defining the element that are critical for successfully implementing the business design.
Cómo hacemos conocidos los productos y servicios de nuestra empresa?
2. Evaluación
Cómo ayudamos a nuestros clientes a evaluar nuestra propuesta de valor?
3. Compra
Cómo facilitamos a nuestros clientes adquirir nuestros productos y servicios?
4. Delivery Cómo llegamos con nuestra propuesta de valor a nuestros clientes?
5. Post Venta Cómo proveemos la post-venta a nuestros clientes?
Estructura de Costos
Flujos de ingreso
Cuáles son los costos más relevantes inherentes al modelo de negocios? Cuáles recursos clave son los más caros? Cualés son las actividades más caras?
Por qué valor están dispuestos a pagar nuestros clientes? Qué están pagando actualmente? Cómo están pagando? Cómo preferirían pagar? Cómo contribuye cada flujo de ingreso al total de ingresos?
Es el modelo de negocios más: Conducido por los costos (baja estructura de costos, propuesta de valor de bajo costo, máxima automatización, outsourcing extensive) Conducido por valor ( focalizado en la creación de valor, propuesta de valor premium) Características tipo: Costos fijos (sueldos, renta, utilidades) Costos variables Economías de escala
Tipos: Venta de activos Cobro por uso Suscripción Arriendo/Leasing Licencia Brokerage fees Publicidad
Precios fijados: Lista de Precios Dependiente de la caracterústica del producto Dependiente del segmento de clientes Dependiente del volumen
Desarrollado por Alex Osterwalder Adaptado por:
Precios dinámicos: Negociación ( regateo ) Gestión del precio
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Aplicamos diseño a modelos de negocio
THE TRADITIONAL BUSINESS MODEL CANVAS by A. Osterwalder & Yves Pigneur 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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HOW CAN WE ASSURE THE EFFECTIVENESS OF OUR IMPLEMENTATION STRATEGY Based on our extensive experience in the field of business model innovation, we have integrated the best practices from different experts into one business-design matrix.!
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The tool provides a systematic checklist for‌ !
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1. align the innovation goals with the business model design challenge ! 2. converting your business model canvas into an implementation strategy! 3. document the key success factors that must be in place in order for the business design to work in real life! 4. detect the specific variables that you must modify in order to increase the effectiveness of your business design.!
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In summary, the tools provides a systematic tool for documenting all the insights that you discover and decisions you must make in order to convert an innovation challenge (top left corner) into a profitable business model (bottom right corner).
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6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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INTRODUCTION TO THE BUSINESS DESIGN MATRIX The BusinessDesign Matrix can be used to guide the innovation team through the 9-stage innovation process (page 1) and document the key assumptions, hypotheses, and insights in a systematic framework. !
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(1) First, you start with defining your challenges, opportunities or problems. ! (2) Then you must identify the key stakeholders & discover the value drivers. ! (3) Based on your insights, you can start designing the value proposition,! (5) and figure out how you will build the relationships,! (5) which channels you have to use,! (5) and how you will generate revenues. !
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(6) Once your have defined your go to market strategy and validated the key assumptions, you have to translate the strategy into concrete activities, resources and partners in order to identify the investment size and operating expenses. !
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(7) Then you must evaluate the potential scale you can achieve with your innovation and (8) find the opportunities for maximising the efficiency of your BusinessDesign. Finally, you must assess (9) the profit potential and sustainability of your business-design.
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EVALUATE
SIX-S-FULL INNOVATION by Daniel Pandza
www.danielpandza.com
SINCE ALEX OSTERWALDER AND YVES PIGNEUR PROPOSED THE BUSINESS MODEL CANVAS, EVERYBODY FOCUSED ON DESIGNING BUSINESS MODELS…
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THE NEXT CHALLENGE, HOWEVER IS TO CREATE INNOVATIONS THAT ARE SIGNIFICANT?
IS YOUR INNOVATION
SIGNIFICANT?
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SIGNIFICANT INNOVATION PRINCIPLES Based on our research and experience, we have found that the following six variables can predict the success of an innovation and guide the business-designer in the process of finding the right business model for the innovative product.
SIGNIFICANCE = SEXYNESS + SIMPLICITY + SYNERGY + SCALABILITY + SUSTAINABILITY 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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360º ASSESSMENT Successful innovative business-designs consider the perspectives of different stakeholders who influence the adoption process. The business-design team must understand the key stakeholders´expectations and identify the allies and enemies.! Potential stakeholders could be society in general, your customers, suppliers, distribution partners and company internal stakeholders…
SIX-S · ASSESSMENT In the following table you will find an assessment sheet for evaluating the significance of your business design on a 5 point scale. !
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Reaching a high score, indicates that your team perceives that your idea is perfect. In our experience, however, this is very unlikely. Therefore, you must validate your perceptions in the field. !
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Nevertheless,the variables and evaluations will help you to document your assumptions, identify gaps, and make adjustments in your business design as your innovation path increases in clarity… 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
SEXyNESS
PROJECT: IDEA: EVALUATOR:
SIMPLICITY
VERSION: SCORE: DATE:
SYNERGY
SCALABILITY
/125
SUSTAINABILITY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
DISTRIBUT. LOW CHANNELS
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
SOCIETY
CLIENT SUPPLY CHAIN
OUR COMPANY
LOW
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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DEEP DIVE Each of the 5 dimensions can be explored with more depth and breath.! therefore we propose that you document the 5 key variables in each dimension that you believe will determine successful adoption of your innovation strategy.
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/125
1. SEXYNESS
With this concept we invite you to reflect about the levels of attractiveness of… a). your current product, service or current business model on the one hand, b). and the innovation´s capacity to satisfy the needs of our customers and investors.
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If the current design of our BusinessDesign scores low on the “sexyness” scale, we should ask ourselves: For which customer segment, channel partner, etc. might it be more sexy? How can we increase the “sexyness” of our innovation? When / where might it be perceived as more “sexy”? 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
1. SEXYNESS SOCIETY
TARGET CUSTOMER
SUPPLY CHAIN PARTNERS
DISTRIBUTION CHANNEL PARTNERS
OUR COMPANY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
1. SEXYNESS SOCIETY LOW LOW LOW LOW LOW
ECOLOGICAL ECONOMIC SOCIAL POLITICAL TECHNOLOGICAL
TARGET CUSTOMER HIGH LOW HIGH LOW HIGH LOW HIGH LOW HIGH LOW
RELATIVE ADVANTAGE USABILITY EMOTIONAL / SOCIAL REDUCE RISK REDUCE COSTS
HIGH LOW HIGH LOW HIGH LOW HIGH LOW HIGH LOW
SUPPLY CHAIN PARTNERS INCREASE VOLUME REDUCE COSTS REDUCE RISK POSITION BRAND XXXX
DISTRIBUTION CHANNEL PARTNERS HIGH LOW HIGH LOW HIGH LOW HIGH LOW HIGH LOW
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
INCREASE VOLUME REDUCE COST REDUCE RISK POSITION BRAND XXXX
OUR COMPANY
HIGH LOW HIGH ATTRACT NEW CUSTOMERS HIGH LOW HIGH LOW
DRIVE NEW REVENUES REDUCE COSTS
HIGH HIGH
HIGH LOW HIGH STRENGTHEN PORTFOLIO HIGH LOW
INCREASE BONDING
HIGH
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/125
2. SIMPLICITY
The concept of “Simplicity” invites us to reflect about the level of complexity that our innovation contains and the implications this has for our clients, allies and company. For example, it could be that you have designed a “sexy” product, but the client does not perceive it, doesn't understand it, is not capable of taking advantage of it, or does not possess the competencies to leverage the innovation.
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In case we identify the activities that are highly complex and therefor require lots of effort, time or money we can as ourselves: Are there other customer segments that do not find it complex? · Who can help us to decrease the complexity for our clients? · How could we re-design the innovation, service or business model in order to eliminate the complexity barriers? 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
2. SIMPLICITY SOCIETY
TARGET CUSTOMER
SUPPLY CHAIN PARTNERS
DISTRIBUTION CHANNEL PARTNERS
OUR COMPANY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/125
3. SYNERGY
With the concept of synergy we invite you to reflect about the level of synergy that our innovation has with the market trends, distribution channels, consumer behaviour and customs and motivations of our own sales force, etc. In case you come to the conclusion that the level of synergy is low, you can be sure that adoption will require more resources or time for educating the stakeholders. Educating a market segments will postpone the successful diffusion & adoption even more. Therefore, you must take this into consideration at the time of defining the key performance metrics and measuring project progress. If synergy is low you might explore opportunities for increasing more synergies (align with market trends, find key partners, hire your own sales force, create own distribution channel. etc. 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
3. SYNERGY SOCIETY
TARGET CUSTOMER
SUPPLY CHAIN PARTNERS
DISTRIBUTION CHANNEL PARTNERS
OUR COMPANY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/125
4. SCALABiLITY
With this concept we invite you to reflect about the growth potential and growth speed of our business design. The growth will depend on 1st market size, 2nd the scalability of the product, 3rd the scalability of the service (whole product), 4th the scalability of the business model, 5th the stage of the category maturity life cycle, and 6th the power and resources our company possesses to gain market share from our competitors.
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If we discover that the scalability of our business design is limited and the profit potential doesn´t compensate for the lack of volume we have to ask ourselves: How can we modify the design of our product, service or business model (incl. decisions about distribution channels, market segments, key partners, etc.) in order to maximise the profitability and growth? In which of the different innovation projects should I invest my resources? etc. 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
4. SCALABILITY SOCIETY
TARGET CUSTOMER
SUPPLY CHAIN PARTNERS
DISTRIBUTION CHANNEL PARTNERS
OUR COMPANY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/125
5. SUSTAINABILITY
Finally, the concept of sustainability invites us to reflect about the relevance of the innovation project in the long term.
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If we pursue this project, will we have the opportunity to leverage the new experiences, resources, channels, credibility, image, etc. in order to create the next-generation of our business that will assure our growth target in the long run? 路 Is is a project with short term potential that will have limited potential to create future business opportunities?
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If you have not considered the long-term implications of your innovation efforts, this evaluation criteria should inspire you to imagine the long term potential of your innovation efforts. 6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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6S
INNOVATION
EFFECTIVENESS
ASSESSMENT
PROJECT: IDEA: EVALUATOR:
VERSION: SCORE: DATE:
/25
5. SUSTAINABILITY SOCIETY
TARGET CUSTOMER
SUPPLY CHAIN PARTNERS
DISTRIBUTION CHANNEL PARTNERS
OUR COMPANY
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH LOW
HIGH
6S INNOVATION EFFECTIVENESS Assessment Scoreboard v2 - by Daniel Pandza (daniel@danielpandza.com)
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DANIELPANDZA.COM INNOVATION EFFECTIVENESS CONSULTING INNOVATION EFFECTIVENESS
Daniel Pandza! daniel@danielpandza.com +521 (33)12655131
PASSIONBUSINESS PROJECT
PREACHING & TEACHING
TEDxZAPOPAN
ABOUT
NUEVE EXPERIENCIAS QUE DEBE DE SABER DE MI! 1. Consejero y entrenador de equipos de innovación en empresas, gobierno y universidades. y para emprendedores en Mexico, Chile, República Dominicana, Honduras y Panamá, 2. Lideró más de 25 proyectos de innovación en diferentes industrias y empresas en una amplia gama de industrias y empresas (desde 2007). 3. Coach del equipo BioPhrame, ganador en IGEM 2014 en la categoría “Mejor Modelo de Negocios”. 4. Coach del equipo ganador del concurso global Dell Social Innovation Challenge 2013 en cuál el equipo Project Abby de México ganó el primer lugar de 800 competidores y $10,000 USD. 5. Coach del equipo ganador del concurso Cisco iPrize 2010. Rhinnovation de México ganó el primer lugar contra 3,000 competidores de todo el mundo y el premio de $250,000 USD. 6. Colaborador en el libro BusinessModel Generation de Alex Osterwalder & Yves Pigneur (2009) 7. Co-Diseñador del primer Certificado en Innovación para el ITESM Campus Guadalajara en 2007. 8. Productor del primer evento TEDx en Jalisco, TEDxZapopan en 2012. 9. Ha trabajado en entornos de trabajo emprendedores e innovadores desde 2000. (W.L. Gore & Associates, ITESM, Phanaint México, InterlubGroup, Intel)
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MI OBSESIÓN! Estoy obsesionado para mejorar la efectividad de equipos de innovación de alto rendimiento. En los últimos 10 años he explorado la disciplina de la innovación desde diferentes perspectivas y logrado sistematizar los procesos de descubrimiento de nuevos “insights”, diseñar modelos de negocio competitivos y asegurar la ejecución efectiva que lleva una empresa a elevar sus niveles de diferenciación, crecimiento y rentabilidad.
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MIS AREAS DE ENFOQUE: ! Innovation Effectiveness & Capability Strategic Business Design & Innovation Exponential BusinessScaling Outcome-Driven Innovation