Innovation Lab Canvasmantro GmbH | Feb 2017

the innovation lab canvas helps to build successful innovation labs.

the innovation lab canvas :• focuses your ideas

• checks the match between between mission, agenda, organization and available resources

• process and investment / financing model

Cost Structure Success KPIs

Value PropositionKey Partners Key Services

Output Product Maturity

Ideation Validation Incubation Product Nurture Scale

Key Resources

Channels Cultural Impact

Innovation SourcesSupervising Business Unit

Sponsor

corporate innovation is our hometurf.

Conventional corporate innovation is limited

Corporate structures and resources are optimized to develop new technologies and better products. Though, they are limited when it comes to create completely new and disrupting products and business models.

You can’t compete with startups!

Many corporations try to adopt startup techniques – even though a corporate environment is not optimal for disruptive ideas to flourish.

Buying startups or building the next corporate incubator often fails.

1. Incompatibility of company structures and processes.

2. Lack of start-up mentality and hands-on mind set.

3. Missing of failing culture.

4. Digital Transformation just a word but not lived in the company.

Innovation Lab Canvas as a Workshop Tool

The Innovation Lab Canvas has been created to assist in the process of designing and setting up a new corporate innovation lab.

We identify the objective, the resources, the market, the financials and the ownership of the lab as the most important parameters for a successful creation of new innovation initiatives.

Our canvas is best used as a tool to structure a workshop together with the most important stakeholders.

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Cost Structure Success KPIs

Value PropositionKey Partners Key Services

Output Product Maturity

Ideation Validation Incubation Product Nurture Scale

Key Resources

Channels Cultural Impact

Innovation SourcesSupervising Business Unit

Sponsor

1 What (measurable) value does the lab create for the organization?

2 What maturity level do products and business models in this lab achieve?

3 Which services are provided by the lab to its participants to achieve the target maturity level?

5 Which (external) partners are assisting the lab to achieve the target maturity level? What competences are provided externally?

8 What cultural impact does the lab (want to) have? How is this cultural impact measured and sustained?

6 Through which channels are potential participants addressed by the lab?

11 Which business unit does the lab belong to?4 Which (internal) resources are working in the lab to achieve the target maturity level?

7 What kind of people or teams are the target participant group of the lab? Internal teams, external teams, single persons, etc.

10 What is the cost structure of the lab? For what does the lab spend how much money? Total budget, media spendings, trainer spendings, external costs, room costs, etc.

9 Which KPIs define the success of the lab? How are they measured? What is the current value of the KPI?Amount of teams/topics, amount of prototypes, amount of batches, etc.

12 Which person is the sponsor for the lab? Who does provide the budget for the lab?

Objective of the Innovation LabWhat kind of value is generated by the Innovation Lab?

Valu

e Pr

opos

ition

Outp

ut P

rodu

ct M

atur

ity

Which (measurable) value does the lab provide for the organization? This section describe the reason why the innovation lab is implemented. Is the lab supposed to develop new innovative technologies that broaden the focus of the organization? Is the objective to develop new products that generate new streams of revenue? It is important for a lab to have these clear objectives to focus on the delivery of this value.

What maturity level do products and business models achieve in this lab? This section describes the maturity of the innovation that is developed within the lab. There are five stages within innovation development. Ideation, Validation, Incubation, Nurture and Scaling. All these stages are vital to the success of a product. Though it can make sense to leave parts of this process uncovered by the innovation lab when other entities in the organization are more suitable to do the job.

Resources of the Innovation LabHow is the value generated?

Key S

ervic

esKe

y Res

ourc

es

Which services are provided for the lab’s participants to achieve the aspired maturity level? In this section, it is described how exactly the innovation lab supports its participants. Types of service can include monetary support, technological know-how, market experience, methodological guidance through the process of innovation and the provision of infrastructure.

Which (internal) resources are provided by the lab to achieve the target maturity level? What competences are provided internally? Key resources are one of two streams that are needed to realize the key services described above. Different types of resources can be budget but also a team of entrepreneurs in residence, researchers, engineers, market experts or experienced product managers of already successful innovative products.

Key P

artn

ers Which (external) partners are assisting the lab to achieve the target maturity level? What

competences are provided externally? Partners are the second source to fulfil services in the innovation lab. These partners can be agencies (such as design or software development agencies), mentors, customer experience experts and successful entrepreneurs as operational consultants.

Market reach of the Innovation LabWho is creating the value in the lab?

Chan

nels

Inno

vatio

n So

urce

s

Through which channels does the lab reach potential participants? Every lab is only as good as it participants, so it has to work hard to find the right people. What are the communication channels, how does the lab get in contact with potential participants and in which region does the lab search for participants.

What kind of people or teams are the target participants for the lab? Who does the innovation lab want to address as participants? Target groups can be internal employees or teams just as external teams that have been operating independently so far.

Cultu

ral I

mpa

ctWhat cultural impact does the lab (want to) have? How is this cultural impact measured and sustained? Every lab has an overall mission and vision that is described here. It must be described how the lab is able to and enabled by the organization to fulfil its mission and reach the described cultural impact.

Financial Assessment of the Innovation LabHow is success measured and how much does it cost?

Succ

ess

KPIs

Cost

Stru

ctur

e

Which KPIs define the success of the lab? How are they measured? What is the current value of the KPI? The KPIs describe how the delivery of the lab’s value proposition is measured. Graduating teams, applications, created business value after five years, number of created prototypes or the amount of funding teams received after the program can be KPIs.

What is the cost structure of the lab? For what does the lab spend how much money? The cost structure describes the total budget of the innovation lab and what it is needed for. What are the spendings for marketing, media and design agencies, infrastructure, technology development, mentors and trainers and which goal shall they achieve.

Ownership of the Innovation LabWho is in charge and who is paying?

Busi

ness

Uni

tSp

onso

r

hich business unit does the lab belong to? The supervising business unit is the manager of the innovation lab and controls it strategically. It is important to clearly outline who is responsible for the innovation labs’ success and is the main contact person regarding the innovation labs’ activities.

Which person is the sponsor for the lab? Who provides the budget for the lab? The sponsor, different from the supervisor, is providing the budget for the innovation lab. This has not to be same entity. The sponsor assesses the success of the innovation lab and decides over the provision of budget to the innovation lab.

500 enterprise projects, 7 own ventures and 5 joint ventures led us to the digital innovation process. It follows an investment logic, similar to a real start-up’s journey.

mantro Digital Innovation Process... as baseline to assess Output Product Maturity

• Create a portfolio of user centric ideas & business models

• Build a prototype• Contact potential customers• Create business hypotheses• Define first business model

Results• New business model• Prototype• First customer validation

• Product market fit analysis based on potential customers

• Sales test with real customers• Run basic channel test• Receive first market feedback

and conversion rates• Acquisition of distribution

partners

Results• Validated product concept &

hypothesis• First acquisition cost validation• Early adopter feedback• LOIs of distribution partners

• Create first product version with key features (MVP)

• Invite early adopters and partners to test the product

• Improve the product based on customer feedback

• Acquisition of new team members

• Setup independent structure

Results• MVP of product• First 30-50 real users• Product market fit done

• Optimize the product for mass market

• Close contracts with first distribution partners

• Start of marketing activities• Setup & run channel test• Found a new company and

transfer team

Results• Contract for first products• Operational company / new venture• Market-ready product• Channel test & setup done

• Start mass production & product sales

• Setup full company structure

• Build full sales and marketing structure

• Handover management to new team

• Bootstrap processes

Results• Product on sale• Marketing & sales in place• Fully operative company

Ideation Validation Incubation Nurture Scale

1st Pitch Day 2nd Pitch Day 3rd Pitch Day 4th Pitch Day

Contact

Manfred Tropper CEO | Founder of mantro

+49 178 2745240 / Cell

@manfredtropper / Twitter

manfred.tropper@mantro.net / Email