What kind of innovations are you looking for?

Check out your innovation profile with 12 dimensions.

  1. Challenge
  2. Scope & Ambition
  3. Time
  4. Challenge type
  5. Solution type
  6. Participants
  7. Internal vs. External
  8. One shot vs. Continuous
  9. Process type
  10. “Plain paper” vs. Structured
  11. With or without technology
  12. Input type

The new era for the development of business innovations – Kenno 11.12.2012

Kenno – for better thinking

The greatest problem facing humanity is ‘poor thinking’ – Edward de Bono

This is moment that I have waiting for 12 years. It will happened at 11th December afternoon in Congress Hotel Rantapuisto, Helsinki. We will introduce something new for “the meeting industry”.

Rovio Business Model bu Peter Vesterbacka

The key note speaker is Peter Vesterbacka from Rovio and he will tell about the story of Rovio from the business innovation perspective – how they have done it.

“Rovio was founded in 2003 as a mobile game development studio, and the company has developed several award-winning titles for various mobile platforms. In 2009, Rovio released Angry Birds, a casual puzzle game for touchscreen smartphones that became a worldwide phenomenon from 2010 onwards. The Angry Birds games have enjoyed continuing worldwide chart success, and the franchise has since expanded to a variety of new business areas. Rovio is rapidly expanding its activities in broadcast media, merchandising, publishing and services.”

After Peter’s key note, I will tell the story of Insight Spaces and new solution for poor thinkingKenno. It is like a room, multisensored, visual…, but it is much more. I will tell you more after 11th of December. Actually, I cannot tell it you,  because you have to experience it. It is possible soon, when we will have it all over the world.

The invitation to the event, which is held in Finnish is below. There is probably some places still left…

Aika katoaa, sydän tuntee, mieli lentää, paikka unohtuu. Voiko tällaista tapahtua töissä? Minulle? Näiden kollegoiden kanssa?Tietenkin voi. Sillä nyt täällä on Kenno– Tilaa ideoille. Tule kuulemaan ja katsomaan, miten voit parantaa liiketoimintaa.Ytimekäs neljän tunnin ohjelma alkaa kello 13. Rovion Peter Vesterbacka kertoo, miten ideoista tehdään liiketoimintaa. Kuulet, miten ideoita johdetaan. Pekka Seppäsen vetämässä paneelissa keskustelevat muun muassa olympiamitalisti Silja Lehtinen, Särkänniemen toimitusjohtaja Miikka Seppälä, Sanoma Media Netherlands Director Innovation & Development Lassi Kurkijärvi sekä Microsoftin markkinointijohtaja Jaana Vuori. Kuulet myös tutkittua tietoa siitä, minkälaisia ovat tulevaisuuden kokous- ja valmennustilat.Ja ennen kaikkea näet ne tulevaisuuden tilat itse Kokoushotelli Rantapuistossa, Helsingin Vuosaaressa. Tunnet, kuinka elämyksellinen ja digitaalinen Kenno vie ihmisten koulutus- ja kokouskokemukset ja liiketoiminnan uuteen aikakauteen.

Ehdit myös verkostoitua monipuolisen buffetin äärellä. Tilaisuus päättyy kello 17, eli heti kun olemme arponeet palkintoja sinulle ja yrityksellesi yli 10.000 €:n arvosta.

Paikkoja on rajoitetusti, katso tarkka ohjelma ja ilmoittaudu heti.

Jere Talonen
Hallituksen pj
Insight Spaces
Kari Kasanen
Hallituksen pj
Talent Vectia
Carl-Axel Schauman
Hallituksen pj
Cone Advisor
PS. Kutsu on henkilökohtainen. Mutta voit tulla yhden kollegasi kanssa, mikäli ilmoitat hänetkin mukaan täyttämällä ilmoittautumislomakkeen. Tilaa on 300 nopeimmalle.



20 quotes about innovation, agile strategy and leadership

I selected 20 quotes about innovation, agile strategy and leadership for you.

My favorite is Edison’s quote  “Opportunity is missed by most people because it is dressed in overalls and looks like work.”

  1. Success is not final, failure is not fatal: it is the courage to continue that counts | W. Churchill
  2. It is always wise to look ahead, but difficult to look further than you can see | W. Churchill
  3. Continuous effort – not strength or intelligence – is the key to unlocking our potential | W. Churchill
  4. To improve is to change; to be perfect is to change often | W. Churchill
  5. However beautiful the strategy, you should occasionally look at the results | W. Churchill
  6. Courage is going from failure to failure without losing enthusiasm | W. Churchill
  7. Simplicity is the ultimate sophistication | Da Vinci
  8. If you can dream it, you can do it | Walt Disney
  9. Whether you think that you can, or that you can’t, you are usually right | Henry Ford
  10. A market is never saturated with a good product, but it is very quickly saturated with a bad one | Henry Ford
  11. Failure is simply the opportunity to begin again, this time more intelligently | Henry Ford
  12. Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time | Thomas Edison
  13. Opportunity is missed by most people because it is dressed in overalls and looks like work | Thomas Edison
  14. I never did anything by accident, nor did any of my inventions come by accident; they came by work | Thomas Edison
  15. The value of an idea lies in the using of it | Thomas Edison
  16. I have not failed. I’ve just found 10,000 ways that won’t work | Thomas Edison
  17. Anyone who has never made a mistake has never tried anything new | Albert Einstein
  18. People with goals succeed because they know where they’re going | E. Nightingale
  19. As long as your going to be thinking anyway, think big | Donald Trump
  20. Sometimes by losing a battle you find a new way to win the war | Donald Trump

Apple’s success seems like magic: The Business Innovation Funnel has 2nd side

Did Apple “any” innovations or just business innovations? In Bloomberg’s article Richard P. Rumelt offers another explanation:

“To many people, Apple’s success seems like magic. Others attribute it to cool products, good marketing, and Steve Jobs’s charisma or presentation skills. Critics credit the Apple co- founder’s ability to project a “reality distortion field.” In his new book “Good Strategy, Bad Strategy: The Difference and Why It Matters,” Richard P. Rumelt, a strategy professor at UCLA’s Anderson School of Management, offers another explanation: the ruthless execution of good strategy.”

“Traditional” Innovation Funnel

The traditional innovation funnel focusing on a new product, product line, service or similar objects. The product or service innovation funnel can be described simply as a funnel from idea to product and service.

The Business Innovation Funnel has 2nd side

The first funnel is from many ideas to a few “elements” of innovation. Basically, we select the key elements for innovation such as customer’s needs, product features, design, etc. In the end, we have something ready, but not yet properly in the market or we don’t have “the execution” ready for innovation. In the 2nd funnel of innovation, which is, based on my experience, the harder part of innovation. We have to consider strategic issues concerning e.g. marketing, sales, delivery, customer service and also leadership and management innovations.

The 2nd Funnel

We need to use tools, which are more linked to strategic management & leadership, for example:

  • Business model (“what”)
  • Strategy model (“how to implement”)
  • Strategic Project Management, PMO (“managing investments”)
  • Key Performance Indicators, KPI, scorecard (“managing activities”)
  • Incentive, reward and compensation plans

The Business Innovation Funnel has Two Sides

Also Paul Hobcraft wrote in his blog about There are two distinct parts to any Innovation Funnel. This is the real innovation, when we combine product, service and business innovations together.

What you think? Is Apple’s success more about 2nd funnel – business innovation funnel or the 1st one?

See more about business innovations from slideshare presentation

If strategies or innovations are too well documented, they are poorly adopted

A company always has a working strategy that is applied in practice, even if it’s not documented or clearly defined. Business is conducted and products delivered all the time. This is the unwritten strategy that is nevertheless firmly embedded in the minds of many self-employed CEO’s. In big companies, strategies are well documented, but poorly adopted.

A shared desired state leads to joint strategy building and continuous dialogue, which both work in favor of strategic agility. It is not necessary to decide on a strategy by planning it; the strategy may as well be “found” along the way.

This requires preparation and the right tools for creating agile strategy

  • the ground rules of business that enable situation-specific adaptation and adjustment, which can be carried out independently in different parts of the organization
  • the business criteria are clear to everyone (for instance sales volume, profitability, differentiation, competitive advantages)
  • a shared attitude towards the business (a strategy model/business model, explaining how different things are related)
  • a continuous open dialogue on the ground rules and criteria, and their implementation
  • customer- and market-oriented strategy

Strategic maneuvering is hindered by

  • approaching the business only from the viewpoint of the core business, or more generally from any single viewpoint (thinking is controlled by previous success, which might not be applicable in the future)
  • total autonomy of units; their lack of integration into a unique combination (individuals, no team or a sense of community)
  • overly tight contracts with clients and partners narrow down the strategic horizon (market division or other similar causes of rigidity)
  • excessive specialization and expertise, where production and marketing do not share a common strategy, instead everyone is doing their own thing

Strategic agility – Lack of genuine dialogue in business innovations?

In principle, big and small companies experience strategic challenges differently. Big companies struggle to make their sluggish and process-oriented organization more flexible, whereas smaller companies tend to be even too flexible and risk losing focus on their core competency. As a result, small companies easily waste their potential and miss the big picture, especially if the owner does not consider it a priority. Large companies do see the big picture, but fail in its implementation.

A lack of genuine dialogue

Both big and small companies suffer from a lack of genuine dialogue. Big companies traditionally tend to collect a lot of information, or rather data, that no one can process any further. Too centralized decision-making has also distanced the management from hands-on knowledge.

The division of thinking and doing still applies?

Small companies, on the other hand, have always relied on gut feeling. The problem, however, is that this feeling has been based on too few contacts and has been formed within too small circle of people. One of the biggest causes for problems in both big and small companies is too authoritarian leadership. Open dialogue is not even an option, if strategy does not involve the operational level. This century-old Tayloristic principle on the division of thinking and doing still applies to a number of organizations.
The challenge is to implement the strategy, to put it into action. This is what people often refer to when they say that the strategy was good, but its implementation failed. So traditionally the blame has been cast on the implementation, that is, on how the strategy has been communicated.

Increasing communication, clarifying the message and through training?

The situation has generally been attempted to remedy by increasing communication, clarifying the message and through training. However, this only serves to alleviate the negative effects of the problem and does not address the cause. The root cause of failure to implement resides within the structure of the strategy itself, in the division of thinking and doing. The solution is to develop understanding, motivation and passion.

What is strategic agility –

agile strategy?

An agile strategy is analogous to a large shoal of fish that changes course simultaneously to achieve its (moving) goal or waypoint. Agility is naturally opposed to inflexibility and constraints. Inflexibility is caused by fixed and unquestioned patterns of thinking, such as ”acquisitions never work out”, rigid contracts with clients and suppliers, monotonously repeated chains of operation and tight control systems in, for instance, budgeting.

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