verhaert innovation day 2011 – sam sluismans (deloitte) – cases in innovation management
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External speaker from Deloitte at the 8 the edition of our Innovation Day on October 21st 2011.TRANSCRIPT
CONFIDENTIAL
Cases in Innovation Management: lessons learnedCases in Innovation Management: lessons learned
Sam SluismansDeloitte – Innovation director [email protected]
INNOVATIONDAY 2011
© 2009 Deloitte Belgium
Sam Sluismans
Innovation Director Deloitte België
Verhaert, October 21, 2011
Cases in Innovation Management
© 2011 Deloitte Belgium
Sam Sluismans
Deloitte – joined in 2000 (Andersen)
2000 – Corporate International Tax
2001 – Enterprise Risk Services
• ICT audit
• ICT risk management & governance
• Strategic Risk management
• Strategic Innovation / Innovation
management
• Deloitte Director of Innovation
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© 2011 Deloitte Belgium
Content
Verhaert – Cases in Innovation Management
About Deloitte (Why is Innovation so important for Deloitte?)
Deloitte Innovation Program
• Innovation Week
• Focus on Valorisation
Deloitte Innovation Services
Lessons Learned & Conclusions
Questions & Answers
3
© 2009 Deloitte Belgium
About Deloitte
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© 2011 Deloitte Belgium
Global
Member of an international network
Verhaert – Cases in Innovation Management
• Deloitte Belgium is member of the international network of
Deloitte Touche Tohmatsu
• Deloitte is the world's leading professional services firm, delivering
world-class audit and advisory, tax, and consulting services
• The firm serves more than 80 percent of the world’s largest
companies, as well as large national enterprises, SMEs, public
institutions, and successful fast-growing companies
5
© 2011 Deloitte Belgium
Belgium
Our expertise
We provide a multi-disciplinary service to suit our clients’ individual needs
Audit & Enterprise
Risk Services Accountancy Tax Consulting
Financial Advisory
Services
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© 2011 Deloitte Belgium
Belgium
Our Facts & Figures
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© 2011 Deloitte Belgium
A Burning platform for growth
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Deloitte in Belgium is almost double in size compared to our
largest competitor
If we want to grow, we will not be able to grow significantly if we do
more of the same
Hence, we will have to be creative and innovative in order to:
• Be creative, have many new service ideas, convert the ideas into products & services
• Assist innovators to build a sustainable business
© 2011 Deloitte Belgium
Our ambition level
Some people start to see innovation as important and organise themselves accordingly in specialist clusters
Tone set at the top
Policies, procedures, innovation authorities are established
Primarily qualitative
1 Tribal & Heroic
2 Specialist Clusters
3 Top- Down
Ad-hoc / chaotic with individual heroics and verbal wisdom
Integrated innovation processes
Organised idea management
Enabling trustworthy innovation information exchange
Bottom-up and fully embedded and proactive
4 Integrated
Built into decision-making
Incentives for conformance with innovation management processes
Sustainable
“Innovation is everyone’s job”
5 Innovation Embedded
“Embed Market Driven Innovation into our
Belgian Member Firm”
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© 2011 Deloitte Belgium
Deloitte Innovation Movie
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© 2010 Deloitte Belgium
Deloitte Innovation Program
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© 2011 Deloitte Belgium
Talent
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Integrate Innovation KPI for all personnel and partners:
• Goal: put focus on the importance of Innovation for Deloitte – Innovation is desired
behaviour
Developed Partner development program around innovation:
• Developed a 2 day course together with Vlerick for all partners
• Translation of innovation goals towards Deloitte – give insight in difficulties with regard
to the implementation of innovation in a company
• National learning – Innovation Training programme:
• Directors: Same training as Partner development programme
• Development of the rest of the training programme is ongoing, leveraging international
innovation trainings
• Focus on the expectations / contributions for innovation for each level
© 2011 Deloitte Belgium
Process & Tools
Innovation Portal
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© 2011 Deloitte Belgium
Deloitte Case
Manage the innovation funnel & ideas
14
Installed an Innovation Board
• Innovation program & process Governance
• Idea Selection Committee
• Coaching & Monitoring of ideas that are transformed into services or process
improvements
Verhaert – Cases in Innovation Management
Deloitte Belgium Selection criteria
© 2011 Deloitte Belgium
Ideation Campaigns
15
9 February onwards
(Intranet banners, posters
in buildings)
3 February
Official launch
(Web cast)
Create momentum
• 92% people opened
• 72% people visited
the website
• 1200+ people
viewed one or more
videos
February - May
PDM Workshops
(CEO + Innovation Director)
Verhaert – Cases in Innovation Management
© 2010 Deloitte Belgium
Innovation Week ‘The Belgian Post’
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© 2011 Deloitte Belgium
Innovation Week with the Belgian Post
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Approach to generating insightful and actionable ideas
Focused on a few strategic challenges of the client
Leveraging a large number of Deloitte local and international professionals
Using virtual and face-2-face ideation techniques
• Mobilize
• Learn
• Advance relationship with an O-CEO client
• Establish Innovation credential
• Mobilize
• Learn
• Get fresh ideas
• Advance relationship with Deloitte
Benefits
Concept
Verhaert – Cases in Innovation Management
© 2011 Deloitte Belgium
Create momentum
Communication roadmap (1/2)
18
8 March
(Intranet
banners, posters
in buildings)
4 March
Official launch
(Web cast)
Create momentum
• 90% people opened
• 59% people visited
the website
• 861 people viewed
one or more videos
Verhaert – Cases in Innovation Management
© 2011 Deloitte Belgium
Create momentum
Communication roadmap (2/2)
19
11 March
Belgian Post CEO
letter & leaflet
15 March
Registration reminder
to all Deloitte
employees (SMS)
19 March
Mailing to families and
friends
Create momentum
Verhaert – Cases in Innovation Management
© 2011 Deloitte Belgium
Bpost Video
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© 2009 Deloitte Belgium
Focus on Valorisation
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© 2011 Deloitte Belgium
From Business Case to Business Plan
Fast Track September 2010 - Program
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08.30 Arrival
Introduction
09.00 Presentation
Initial Project
11.00 Vlerick program
Divergent & Convergent
thinking / Value Creation
16.00 Breakout
session / Coaching
20/09
11.00 Breakout
session / Coaching
08.30 Vlerick program
Value Capture
21/09
16.30 Plenary
project presentation
08.30 Vlerick program
Value Delivery
11.00 Breakout
session / Coaching
15.00 Final
project presentation
22/09
© 2011 Deloitte Belgium
From Business Case to Business Plan
Fast Track September 2010 - Communication
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Day 1
Prepare Track 1
Fast Track webpage & blog
Day 2
Launch Track 1
Communicate webpage & blog
(e.g. banner & posters)
Day 3
Prepare Track 2
Video interviews &
photographs
Create visibility & build eminence
Mid October
Launch Track 2
YouTube & CEO
Webcast
© 2011 Deloitte Belgium
i-Zone
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© 2010 Deloitte Belgium
Deloitte Innovation Services
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© 2011 Deloitte Belgium
Scoping of the Deloitte Innovation Services
Innovation services
Policy
Assessment
Implemen-tation
Support
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© 2011 Deloitte Belgium
2 Basic Innovation Service categories
Supporting & improving the Innovation Value Chain
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Business Environment
Innovation Process
Innovation Eco-system
Business
Plan Selection
Business
Case
Go-to-
Market Ideation
Funnelling
Mission Vision
Innovation Strategy
Strategy
Translate corporate strategy into innovation Leadership Sense of
Urgency
Talent Internal
Connectivity
Client & Market
Connectivity
Innovation
Processes
What do you
expect from
innovation?
How do you
make
innovation
work?
How do you
manage
Innovation?
© 2011 Deloitte Belgium
2 Basic Innovation Service categories
Building Open Innovation partnerships
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Market Challenge & Insight
Strategy (of the
partners)
Partner & existing assets
Value proposition
Business &
Operating Model
Open
Innovation
© 2010 Deloitte Belgium
Lessons Learned & Conclusions
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© 2011 Deloitte Belgium
Innovation getting embedded
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Innovation:
• Innovation is not just counting on the enthusiasm of people to bring up good ideas and to
transform them in products & services
• Innovation is a company wide process, that can be managed, measured and improved and
should be followed up
• Innovation only works within the right culture, with the right expectations and the right
benefits and rewards
So the Innovative organization should:
• Support innovation from the top
• Ensure sharing of ideas is easy (...lower the barrier)
• Assist innovators to transform ideas into products & services
• Support innovators in bringing new products & Services to market
• Promote risk taking, but balance it with accountability
• Look beyond the current boundaries of the company – external ideas might be an important
benefit
© 2011 Deloitte Belgium
Innovation getting embedded at Deloitte
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The Innovation campaigns created positive momentum at Deloitte and – along
with other actions on our innovation roadmap – will help us embed innovation in
our DNA:
• Superb participation rates in Innovation Cafés (locally and internationally) and
positive feedback from participants
• People getting onto our Innovation Portal to contribute and collaborate
• High number of ideas
The fast track off sites deliver on the promise to assist innovators in becoming
better business people
Going into the next phase of the program, we are convinced the ideas will be
transformed into winning services
Verhaert – Cases in Innovation Management
© 2011 Deloitte Belgium
Questions & Answers?
© 2009 Deloitte Belgium
Deloitte Innovation Services
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© 2011 Deloitte Belgium
Growth Innovation Services
An overview of our different methodologies
34 Slovenska Sporitelna - Innovation Services - 22/08/2011
© 2011 Deloitte Belgium
Our thought leadership on Innovation
Our thought leadership initiatives connect our clients to the
latest information on local and global industry developments,
providing insights into current trends, benchmarks, tools and
knowledge.
We leverage our global network and tailor the insights,
methods and industry strategic risks to our client’s
environment.
We also demonstrate our leadership through thought
pieces, research reports and benchmarking studies.
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© 2011 Deloitte Belgium
Our Partnerships & close collaborations
Our partnerships and / or informal but close collaborations with these important
innovation enablers allow us to efficiently help our clients on one hand and enable
us to refer them to others where required. Many of these close relationships go
back several years. Furthermore, in a number of cases Deloitte supports these
organizations in a formal way.
Deloitte Innovation Services 36
Center for Open &
Collaborative Innovation
© 2011 Deloitte Belgium Verhaert – Cases in Innovation Management 37
Sam
Sluismans Director
Deloitte Enterprise Risk Services
Berkenlaan 8b
1831 Diegem
Belgium
Tel.: + 32 2 800 24 51