Innovation Accounting

It’s common sense that established companies should judge internal innovation programs by different criteria than normal business operations. But new initiatives frequently default to existing measurements simply because product managers don’t have an alternative approach. The resulting mismatch between what the new program should be doing (learning) and what it’s judged by (execution) almost always ends in frustration and rarely generates profitable new products. But it doesn’t have to be that way.

This workshop is designed to give product managers at established companies the tools you need to create an effective Innovation Accounting framework that sets up your program for success.

This is a hands-on session, where we’ll cover:

*How to seek, set, and socialize success metrics
*Effective change-management techniques for innovation acceptance
*Avoiding common pitfalls (such as falling back to execution-based KPIs)
*Positioning within the organization for maximum impact (particularly against R&D labs)
*Estimating the enterprise value of Innovation projects

This workshop is for any organization that has or is seeking to start an innovation program within a larger enterprise.

Create a Culture of Experimentation

What happens when your team uses Lean Startup methods, but other people in your organization don’t? Manuel Rosso, VP of Commerce at Scripps Networks Interactive, explains how his team taught coworkers to value experimentation over expertise.

Balance Compliance and Experimentation

In heavily regulated industries, compliance is non-negotiable, and for many product teams, governance can be a deterrent for launching experiments. Is it possible to balance innovation with compliance? Joanne Molesky, principal consultant at ThoughtWorks, answers this question with key lessons learned from her experience in the IT industry.

Turn Lawyers into Allies

As an entrepreneur, you’ve probably found lawyers to be more a barrier to innovation than a boon. But by actively reframing their role, you can transform the legal function into an asset rather than a liability. Sean Butler, Senior Corporate Counsel at Cisco, explains how.

The Diesel Engine MVP

When you have long product cycles or you’re building big physical things–or both–you typically face significant risk, as a lot can go wrong between drawing board and customers. In theory, Lean Startup methods help you reduce that risk. But it’s not always obvious how you can apply them. Cory Nelson, Sr. Executive Product Manager at GE Distributed Power, talks with Eric Ries about how GE has used Lean Startup methods to develop a new diesel engine more quickly and with less risk than it had for similar products in the past.