Professional Documents
Culture Documents
Innovation
Management
Session 3
Intrapreneurship
Innovation Strategy
Innovation Engine
Innovation Enablers
Special Cases
Innovation Engine
Intrapreneurship Ideation
Innovation Strategy Portfolio Management
Innovation Engine Go-To-Market
Innovation Enablers Project Management
Special Cases
Project Management
Product/
Vision Hypotheses Tests
Market Fit
Pivot
Perish
Source: Ries, Eric (2017). “The startup way”. Currency, New York.
Source: Ries, Eric (2017). “The startup way”. Currency, New York.
On-demand ordering
increases customers’ ✓ ✓ ✓
lemonade consumption
Customers are willing to pay
a premium for drone-delivery ✓ ✓
Customers are in drone
accessible locations ✓
Source: Ries, Eric (2017). “The startup way”. Currency, New York.
Waterfall Agile
Customer
Heavy at the beginning and end Constant collaboration
involvement
Predict and design all features up front with Modularise and prioritise design features;
Design
exhaustive documentation welcome changes to undeveloped modules
Development Build all features at once to exact specification Iterative; build only what is proving valuable
Main ideas
• Empathy with users
• Discipline of prototyping
• Tolerance for failure
Sources:
(1) Kolko, Jon (2015). “Design thinking comes of age”. Harvard Business Review (Sep).
(2) http://www.experiencepoint.com/
Step Output
Inspire Insights
Problem or opportunity that motivates the search for • Authentic (supported by the data)
solutions • Non-obvious (you would not immediately think of)
• Revealing (describes how users think/feel)
Ideate Ideas
Process of generating ideas • Inspirational (novel and exciting)
• Connected (solves a real problem)
• Relevant (related to the original design challenge)
Implement Experiments
Path from project room to market • Low risk (safe audience and low cost)
• Quick & easy (easy to build and run)
• Generative (will grow the idea)
Source: http://www.experiencepoint.com/
Source: http://www.experiencepoint.com/
Observe people
• Extreme customers
• Analogous situations
Form insights
• Parents’ age does not define their financial behaviour, the life stage of their children does
• Many people round up their bill payments for speed, convenience and peace of mind
• Many parents had difficulty saving what money they had, whether due to a lack of resources or willpower
Source: http://www.experiencepoint.com/
Frame Opportunities
• Refine the challenge
• How might we integrate savings into people’s everyday lives to help them save effortlessly?
Brainstorm ideas
• Work as both individuals and groups; feasibility is not important at first
• “Keep the Change” allowed customers to save while they spent - the product rounds up purchases made
with a Bank of America Visa Check card to the nearest dollar, transferring the difference from the individual’s
checking account into their savings account automatically
Try Experiments
• Several small pilots before launching “Keep the Change”
• Program has helped more than 12 million customers save more than $3.1 billion
Source: http://www.experiencepoint.com/
Weak Strong
Vision
Source: Eisenmann, Thomas et al. (2013). “Hypothesis-Driven Entrepreneurship: The Lean Startup”. Harvard (9-812-095).
New Products
Customer Experience
Advertising
Market Entry
Complex Complicated
probe/sense/respond sense/analyse/respond
act/sense/respond sense/categorise/respond
Source: Snowden, David and Mary Boone (2007). “A Leader’s Framework for Decision Making”. Harvard Business Review (Nov).
Source: Ries, Eric (2017). “The startup way”. Currency, New York.
Source: Furr, Nathan, and Jeff Dyer (2014). “The Innovator’s Method”. HBR Press.
Innovation
Management
Case Study:
Intuit PersonalPro
Intuit – background
Company
• Intuit; technology/finance (primarily solutions for tax/accounting)
• $4.5B sales; 8K employees (2014)
Customers
• Consumers
• Professional accountants
• Small businesses
Competitors
• Tax preparation: 140 million returns annually
• Intuit is the leader in market share: 56% DIY; 33% DIFM
• Followed by other solutions (e.g. TaxAct) and tax stores (e.g. H&R Block)
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Situation
• Intuit has developed a high-performing innovation management system
• PersonalPro is a high-potential innovation concept that cuts across BUs
• Optimal positioning for PersonalPro is still unclear
Key question
How should Intuit proceed with PersonalPro?
Framework elements
• What we aspire to
• Where we play
• How we win
• What we need
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Intuit’s mission
Our Mission is powering prosperity around the world
Whatever prosperity means to you, we’re committed to working on your behalf and making it happen
Whether you’re a consumer, self-employed, or a small business owner, we’re in your corner to help make your
dreams of prosperity come true
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Intuit
• Personal financial management (Quicken)
• Investments (Mint)
• Accounting (Quickbooks)
• Tax preparation
Tax preparation
• DIFM: ProConnect for professional accountants
• DIY: TurboTax for consumers
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Organisational principles
• Innovation catalysts: middle managers trained in design thinking with time away from day-to-day jobs to
work with a coach new BD teams
• Executive sponsors: single-point of contact, remove barriers in the organisation
• Separate funding: strategic bucketing
• Focused teams: marketing, engineering, design
• Recognition and visibility: innovation award, time to work on the project
Decisions based on data from well-structured experiments rather than the insight of senior managers
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Intuit – PersonalPro
What is PersonalPro?
• Two-sided platform to connect consumers with professional accountants
• Bridges the gap between DIY and DIFM (DIWH)
• Convenient and cost effective for the consumer and efficient for the accountant
• Leverage ProTax relationship with accountants and TurboTax brand with consumers
• Potential sales $250M
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Intuit – PersonalPro
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Intuit – PersonalPro
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Iterative experimentation
Optimising each part of the experience: messaging, pricing, how to present the network of accountants, how
to share documents
Conversion funnel
• Shopping funnel: search DIFM solution, select, and signup
• Product funnel: document sharing, price estimate, purchasing, and paying
Indicators
• Net Promoter Score (NPS): 70+ and growing
• Conversion rate: 25%+ product funnel, 1-3% E2E
• Customer Acquisition Cost (CAC): declining from $900
• # of customer served: 5,000 and growing
• # of accountants enrolled: 40, then 200, growing significantly
• Sales revenue: $2M
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
For accountants
• Incremental business
• Convenient and efficient (customer acquisition and payment processing)
• Keep 75-80% of revenue
Validated
For consumers
• Two possible targets: tax-stores vs DIY rejecters and TurboTax defectors
• TurboTax brand important for confidence
• But is PersonalPro consistent with “it’s amazing what you’re capable of”?
To be defined
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Source: Ghosh, Shikhar et al . (2016). “Intuit: TurboTax Personal Pro”. Harvard (9-816-048).
Sources:
(1) https://investors.intuit.com/default.aspx?SectionId=ee17ba43-03f9-469a-b271-64d417afc76e&LanguageId=1&PressReleaseId=ea1dea33-3b02-4e6c-8b67-d4887f524128
(2) https://turbotax.intuit.com/
Source: https://turbotax.intuit.com/
Innovation
Management