INNOVATION MANAGEMENT

PRINCIPLES THAT CAN HELP POLICY MAKERS

BY MOHAB ANIS, PHD, MBA

CEO

In Partnership with

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A Unique Heritage of Consulting &
Management Education

Management Consulting Innovation Management Management Education

Innovation Practice Leaders at Capability Building Innovation Department Heads
Arthur D. Little and Monitor Group of Graduate Business Schools

1985 1964

2002
2004
2009
2007
2005

Founded 2007 Founded 2009

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About INNOVETY

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About INNOVETY
Innovety has served a growing base of 150 Clients Aross MENA
Egypt, Jordan, Lebanon, Kuwait, Qatar, UAE & Saudi Arabia

QATAR

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Innovation within Organizations
INNOVATION INNOVATION DISCIPLINE INNOVATION
STRATEGY RESULTS
LEADERSHIP

WHERE WHEN WHY

INNOVATION CAPACITY

PEOPLE RESOURCES PROCESSES

INNOVATION DISCIPLINE
METRICS BEHAVIORS

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Innovation Management

Innovation Innovation Product IP and Tech

Assessment Strategy Innovation Transfer Strategy

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 Innovation Management

understand your current innovation strategy and make innovation

Innovation capabilities happen
1 2 3
Chief Knowledge Officer
Innovation Health Check Innovation Capacity Building
Certificate

Identify the gap between your Kick-start your innovation Develop a realization plan
current and desired state to program through generating, to guarantee the success of
make innovation happen at prioritizing, and launching ideas your new product or service
your company

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 Innovation Assessment
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Innovation Health Check

Org 3 Description
Org 2
1 Innovation Strategy
Org 1 Vision and strategic focus on innovation
Implementation of strategy
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5 Innovation 2 Organisation and Culture
Innovation Results Roles and responsibilities
Strategy Organisational structure
2
Innovations-
Organisational culture and climate
Organisation 3 Innovation Life Cycle Processes
and Culture
Idea management
3 Product/Process and Service Development
Innovation Lifecycle Processes
Launch and Continuous Improvement
Idea Product/Service/ Launch/ Continuous
management Process developmentImprovement 4 Enabling Factors
4 Project management
Enabling Factors Human Resources and Incentives
IT and Knowledge Management
A.T. Kearney House of Innovation 5
Innovation Results

Assess and benchmark your innovation capabilities and pin-point the root cause

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 Innovation Assessment
1
Innovation Health Check

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Innovation Assessment Index

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 Innovation Strategy & Realization
2 Identify your growth areas, to generate new
Innovation Capacity Building
ideas, develop new projects, launch new
services or choose the right program

Innovation Pipeline
Ideas Business Concepts Business Cases Artifacts, Experiments, and
Business Plans
PROTOTYPE

Generate Better New Build More Compelling Value Develop Actionable Plans for Faster
Business Concepts
Propositions and Business cases Launch and Scale-up
Eureka! Pursuit Realization
Workshop Teams Teams

New Field of Play

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Innovation Strategy & Realization
To define a clear innovation focus requires five steps, each with a set of activities
and outputs associated with it

Set Objectives and Organize + Connect Prioritize + Refine Set the Action
Generate Ideas
targets the Dots Concepts Plans

Strategic Business Business Prioritized

Innovation Opportunity Concepts / Concepts / Next Steps
OUTPUTS

Focus Map Initiatives Initiatives

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Innovation Strategy & Realization
You need more dots and a structure to look at the dots

Multisource To Get Lots of Dot Organized on a Business

Opportunity Map (BOM)

Your Company

Competitors &
Adjacencies

Up-and-Down
the Value Chain

Changing Needs

Future Trends

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Innovation Strategy & Realization
The BOM democratizes the dots for anyone to systematically connect the dots

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Innovation Strategy & Realization
Field of Play extending beyond the core but with significant overlap

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Breakthrough Results Program
The type of concept generated is based on which dots are used to form the
concepts

Incremental Concept Breakthrough Concept Radical Concept

1 2 3

Concepts where at least 2

Concepts where all dots Concepts where all dots
Definition

of the dots are within

are from within the core are from out of the core
core

Actionable concept
Internal Employees R&D team
because of dots within
Out-of-the-box, visionary
Who

the core
Internal Employees or imaginative people
External partners
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Example: Segmented Fridge

Energy efficiency

Privacy

Dorm students, GCC labor

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Renewable Energy Mobility Cloud computing Internet of Things

Social Media Gamification Digital Sharing Economy

Smart Systems Sensors Tracking Co-Creation

E-Commerce Freemium & Lock-in Big data & analytics More time on road

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Trend 1: Shared Economy
600 000
OVER-
NIGHTS
STAYS

VS

800 000
OVER-
NIGHTS
STAYS

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Trend 1: Shared Economy

600 000
TICKETS
/month

VS

1
MILLION
TRIPS
/month

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Trend 2: Internet of Things

Population Devices Connected

2003
6.4 B 500 M

2020
7.5 B 50 B

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Trend 2: Internet of Things
In Sports ..

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Trend 2: Internet of Things
At home ..

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Trend 2: Internet of Things
PREVENTION OF EPILEPSY SEIZURES GLYCEMIA INDICATOR

IN MEDICINE

INTELLIGENT TOOTHBRUSH EYE TESTS WITH SMARTPHONE

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 Product and Packaging Innovation
2
Innovation Capacity Building

Using only 23 extensive design principles, you would be able to structurally design new
products and packages

New Field of Play

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Product and Packaging Innovation
Industrial Product Innovation: Client Case
Results: More than 180 new product concepts/innovations re-designed out of
Al-Araby's core manufacturing line.

1. Output example: Used 'Merging' Product

Innovation principle and re-created a water
cooler mister fan

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Principle 1: Other way around

Invert the process between human-object

ex: Moving sidewalk with standing people
ex: Electric juice squeezer

ex: Electric toothbrush

New Field of Play

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Principle 1: Other way around

Use the other way around principle to redesign the

watch.

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Principle 1: Other way around

One possible solution is to make the numbers showing time

move instead of being static.

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Principle 1: Other way around

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Principle 2: Universality

?
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Principle 2: Universality

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Principle 3: Nested Doll

Nested doll : place the object inside itself

ex: Camera lenses
ex: Extending radio antenna

ex: Telescope

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 Principle 3: Nested Doll

Use the Nested Doll principle to come

up with an innovative solution for the
bottles dripping problem.

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Principle 3: Nested Doll
One possible solution is to place two (merging) bottle tips
inside one another (inside another).

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Principle 4: Preliminary Action

Perform, before it is needed, the

required change of an object
ex: Pre-pasted wallpaper & Sticky notes
ex: Half-baked food

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Principle 4: Preliminary Action

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Principle 5: Segmentation

Divide an object into independent parts

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Principle 5: Segmentation

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 Develop IP Strategy: Manage
Intellectual Assets & Protect IP
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Develop IP Strategy

IA IP Due IP IP
Licensing
Assessment Diligence Strategy Protection

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Technology Transfer In

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Bibliotheca Alexandrina

What is the goal?

What IP is available?

What are the trends?

What are human needs?

Who can I partner with?

Whats the business model?

Whats my IP Strategy?
Bibliotheca Alexandrina

1 Open Source: Should BA put it on its Web for anyone to see,

contextualized as part of a fabulous online collection?

2 Full Exclusion: Should BA keep the scan close at hand?

3 Limited Exclusion: Should BA seek another publisher?

New IP Strategy !
Observations and Takeaways

1 Go beyond the Sword & Shield

2 Think differently! Think IP the Innovation Way

3 IP should be considered a key strategic asset class around

which a flexible IP strategy is developed

The most innovative companies are those who have to most innovative IP strategy

Full exclusion Limited exclusion Open access

4 Think about all your 3 IP Classes: Patent, Copyright, Trademark

Observations and Takeaways

Diverse and balanced IP portfolio and remain flexible

5 for changes and trends

6 IP deserves more attention from businesses and

nonprofits.

7 Brand is an important IP

8 Managers should not leave IP issues to legal

department or treat it as a line item in balance sheet
Egypt (IXL-Center Cairo Office) Boston United States
info@innovety.com
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Alcatel-Lucent Building, 3rdFloor Cambridge, MA, USA 02141
Building 7, Street 22, Smart Village Tel: +1 617 5007150
Giza, 12577, Egypt info@ixl-center.com
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