High-Performance Innovation – Workshop 1 (Scope Definition)
The Appleton Greene Corporate Training Program (CTP) for High-Performance Innovation is provided by Mr. Auriach Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 48 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Auriach has experience in strategy, process & innovation performance, and digital marketing. He holds an engineering degree in aerospace from Sup’aero University (in Toulouse, France) and a master’s degree in Business Consulting from ESCP Business School (Paris, France). Mr. Auriach has industry experience in financial services, life sciences, aerospace, digital services, law, and education. He held various management positions in western Europe, including a Partner position at Accenture from 2005 to 2013. Mr. Auriach co-authored “Pro en consulting” at Vuibert editions, in collaboration with a strategy professor from ESCP.
Mr. Auriach’s personal achievements include: creating and developing new businesses up to $100 M in revenue; leveraging undervalued assets to transform businesses; aligning collaborative digital marketing processes and strategy; improving process performance; managing innovation portfolio ; carrying out post-merger integration ; orchestrating service line-wide strategy sharing ; Optimizing management reporting processes in global organizations.
Mr. Auriach’s service skills include: strategy; blue ocean strategy; process performance; lean ; training and training engineering ; digital marketing ; business consulting : innovation management. Mr. Auriach has more than 20 years of experience in business training, at Sup’aéro / ISAE aerospace engineering university in the late 90s, ESCP Business school since 2004, as an independent provider since 2013, at Celsa Sorbonne university from 2022.
MOST Analysis
Mission Statement
The first workshop of the High-Performance Innovation program leads to the formalization of a vision, a strategy and a questioning intended for potential contributors to the deployment of the IPM process, IPM meaning “Innovation Portfolio Management” or “Innovation Performance Management”. On this basis, a mapping of the maturities of the IPM process by organizational subset is built, hence the title of the workshop: scope definition.
Participants are exposed to the fundamentals of IPM during the workshop, in terms of strategy, process, organization and information systems, and are able to contextualize them according to their position in the field. They practice implementing them and produce a personalized framework for the IPM approach as a group. Collaborative tools that can be used in an IPM context are described and compared in order to lead participants to preselect the one that seems to them to be the most in tune with the culture of their organization. The adoption of a cellular, learning and agile organization is recommended and explained in order to begin a first phase of mobilization of part-time stakeholders. A portfolio of pilot projects is identified on the basis of the knowledge available to the participants, and will be completed between the first and the second workshop, thanks to the recommendation of a questioning method mentioned above. The content of this questioning is built by the participants via dedicated exercises. The performance indicators forming the basis of future monitoring dashboards are presented and projected onto the reality of the context of the organization concerned. The organization itself is broken down into coherent subsets from the point of view of the culture of innovation, and qualified in terms of the maturity of the initial IPM process. The IPM strategy is defined thanks to this maturity diagnosis, subset by subset, targeting the immediately higher level of maturity. A scale on 12 levels is used to concretize the formalization of the diagnosis as of the strategy. These elements will be supported by an initial communication plan favoring a participatory mode. The structure of a co-creation workshop that the participants can later facilitate themselves is provided, explained and tested during the session. The resulting content forms the basis of a heritage of stories and legends capable of creating or maintaining a culture of innovation. This dynamic can go beyond the sole framework of the organization via open innovation initiatives, the state of the art of which is described and the concepts tested in session. Participants are made aware of the importance of aligning innovative initiatives with the expectations of the ecosystem or the market, thanks in particular to the use of a method for qualifying a professional network.
At the end of the workshop, the key result is the mapping of the organizational subsets, their diagnosis of IPM Process maturity and the IPM strategy which is deduced therefrom. Thanks to the 12 fundamental skills acquired by the participants, these elements will be maintained over time, supplemented and amended before the second workshop, during which the innovation strategy will be qualified, if it exists, or established, if it doesn’t. IPM strategy and innovation strategy are two different things: the first is dictated by the level of maturity of the IPM process and consists of aiming for the next level; the second is dictated by the expectations of the market or the ecosystem and by the analysis of the organization’s offerings, products or services.
Objectives
01. IPM vision: what success rate to aim for, at what pace, based on what assumptions?
02. Scope of application: breakdown of the organization into coherent subsets from the point of view of the culture of innovation.
03. Mapping of maturities: evaluation of the IPM process on each subset using a 12-level scale.
04. Cellular organization: description of the fundamentals of cellular, learning and agile organizations, and their 5 meta-rules. Application to the context of each subset to identify potential contributors to the IPM approach.
05. Collaborative tool: description of a range of generic and specialized tools adapted to an IPM context. Pre-selection of a generic tool within the organization, to be confirmed between the first and the second workshop.
06. Network of pioneers: definition of the primary roles of potential contributors to the IPM approach.
07. Pilot portfolio: construction of an initial portfolio of innovative pilot initiatives. An initiative is either an idea generating potential projects, or a framed and piloted innovation project. This framing and this management respect at all times a key principle: to stimulate the creativity of the stakeholders.
08. Initial dashboard: identification of the first indicators applicable to the context of the organization.
09. IPM strategy: based on the maturity diagnosis by subset, determination of the IPM strategy consisting of aiming for the higher level.
10. Storytelling: identification of stories of past or future innovation projects, capable of creating or maintaining a culture of innovation. Learning methods for conducting co-creativity workshops.
11. Collaborative ecosystem: application of the principles of open innovation to the context of the organization.
12. Initial communication plan: identification of the reasons for communicating on the subject of innovation, as well as targets, issuers, channels, situations, content and means.
Strategies
01. IPM vision
a) Identify and assign key roles
b) Share a frame of reference for innovation initiatives
c) Give rhythm
02. Scope of application
a) Map the organization at the macro level
b) Qualify the innovation culture of each subset
c) Revisit the cartography at macro level
03. Mapping of maturities
a) Compare the as-is situation to known innovative business models
b) Establish a diagnosis
c) Specify the diagnosis
04. Cellular organization
a) Understand the situations conducive to the implementation of a cellular organization
b) Adapt the principles of cellular organizations to the context
c) Preparing for the experiment
05. Collaborative tool
a) Choose a collaborative solution
b) Customize the solution
c) Specify the key use cases
06. Network of Pioneers
a) Identify contributors potential
b) Anticipate collection of information
c) Mobilize contributors
07. Pilot portfolio
a) Visualize a portfolio target
b) Initialize a pilot portfolio
c) Zoom in on the operational and economic model: the Business Model Canva
08. Initial Dashboard
a) Highlight the key objective of a reporting process.
b) Identify promising market trends for the organization in question
c) Initiate a dashboard
09. IPM strategy
a) Understand the purpose of an IPM strategy
b) Define the IPM strategy
c) Plan next milestones for IPM strategy execution
10. Storytelling
a) Identify a bedrock of corporate stories and legends
b) Select stories with potential
c) Initiate the production of a collection of stories
11. Collaborative ecosystem
a) Position a target balance between internal innovation and open innovation
b) Prepare open innovation
c) Experiment open innovation
12. Initial communication plan
a) Framing the communication plan
b) Prepare the communication plan
c) Initiate the communication plan
Tasks
01. IPM vision
a) Identify and assign key roles
i. Identify the role of the Chief Innovation Officer.
ii. Identify IPM promoters. Qualify their roles.
iii. Characterize decision-maker, expert, project leader profiles.
b) Share a frame of reference for innovation initiatives
i. Know the differentiators of innovation projects.
ii. Define the success criteria of an innovation project.
iii. Define the criteria for focusing an innovation initiative.
iv. Define the types of problems that are the subject of innovation.
v. Confront a case study: the IPM vision of a pharmaceutical laboratory.
c) Give rhythm
i. Define the rhythm of production of visible steps on an innovation project.
ii. Define the pace of introduction of innovations.
iii. Formalize and share the result of group work.
02. Scope of application
a) Map the organization at the macro level
i. Appreciate the different cultures of innovation.
ii. Distinguish ideation, structuring and decision-making.
b) Qualify the innovation culture of each subset
i. List formal innovation processes.
i. List informal innovation processes.
ii. List examples of managerial initiatives promoting innovation.
iii. Analyze recent pivot decisions.
iv. Identify open innovation partnerships.
v. Identify examples of focused innovation projects.
vi. Identify examples of multipurpose innovation projects.
vii. Confront a case study: Pixar.
c) Revisit the cartography at macro level
i. Prepare for the collection of information in the field.
ii. Adjust the perimeter of the subsets.
iii. Formalize and share the result of group work.
03. Mapping of maturities
a) Compare the as-is situation to known innovative business models
i. Familiarize yourself with the recommended evaluation model.
ii. Use the model to diagnose the as-is situation.
b) Establish a diagnosis
i. Give a maturity score to each subset.
ii. Formalize the diagnosis.
iii. Confront a case study: breakdown of the scope of application of IPM at a pharmaceutical laboratory.
c) Specify the diagnosis
i. Characterize the strengths of each subset.
ii. Characterize the improvement areas.
iii. Formalize and share the result of group work.
04. Cellular organization
a) Understand the situations conducive to the implementation of a cellular organization
i. Situate cellular organizations in organization theory.
ii. Understand 5 meta-rules of cellular organizations.
b) Adapt the principles of cellular organizations to the context
i. Select pilot projects.
ii. Identify the pivots operated on these projects.
iii. Identify the components of project blueprints.
iv. Identify the regulatory constraints applicable to these projects.
v. Measure the value created.
vi. Confront a case study: assess stock of fishes in the oceans.
c) Preparing for the experiment
i. Promote places of exchange for contributors to innovation.
ii. Make the link between cellular, learning and agile organizations.
iii. Distinguish innovation strategy and tactics.
iv. Formalize and share the result of group work.
05. Collaborative tool
a) Choose a collaborative solution
i. Know the collaborative tools commonly used.
ii. Preselect a solution.
b) Customize the solution
i. Qualify the functionalities of the prospective collaborative solution.
ii. Analyze functional deviations from the target.
iii. Identify the functions of the common core.
iv. Identify differentiating functions.
v. Compare the solution to the culture of the organization.
vi. Facing a case study: consortium of 4 allied innovative companies.
c) Specify the key use cases
i. Describe information presentation formats.
ii. Describe the main use cases of the tool.
iii. Formalize and share the result of group work.
06. Network of Pioneers
a) Identify contributors potential
i. List outstanding questions.
ii. List the relevant interlocutors.
iii. Qualify the profiles of the interlocutors.
b) Anticipate collection of information
i. Qualify the networks of first-level interlocutors.
ii. Organize a survey.
iii. Confront a case study: contributors in a pharmaceutical laboratory.
c) Mobilize contributors
i. Anticipate future contributor roles.
ii. Formalize and share the result of group work.
07. Pilot portfolio
a) Visualize a portfolio target
i. Assess the situation of the existing portfolio.
ii. Set a critical mass target for innovative initiatives.
iii. Anticipate a targeted distribution of innovative initiatives.
b) Initialize a pilot portfolio
i. Identify candidate innovation projects.
ii. Frame candidate innovation projects.
c) Zoom in on the operational and economic model: the Business Model Canva
i. Understand the Business Model Canva tool.
ii. Confront a case study: Uber.
iii. Formalize and share the result of group work.
08. Initial Dashboard
a) Highlight the key objective of a reporting process.
i. Make the link between reporting and the decision-making process.
ii. Identify decision-making situations.
b) Identify promising market trends for the organization in question
i. Confront existing dashboards.
ii. Identify a first set of promising trends.
iii. Order trends according to their store of value.
iv. Confront a case study: the store of value of a financial group’s innovation portfolio.
c) Initiate a dashboard
i. Assess the level of progress of projects.
ii. Align projects with the IPM vision.
iii. Measure the store of value of innovation projects.
iv. Identify the need to pivot innovation projects.
v. Formalize and share the result of group work.
09. IPM strategy
a) Understand the purpose of an IPM