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Drucker chapter 3

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The document discusses innovation and Peter Drucker's views on the topic. It asks discussion questions about how companies like Starbucks exemplify Drucker's ideas of innovation and paradigm change. It also covers Drucker's four questions about innovation, systematic abandonment, and his seven key sources of opportunities for innovation, providing examples for each.

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CHAPTER 3 DISCUSSION QUESTIONS 1) Why does Starbucks exemplify what Drucker considered to be true innovation? 2) What are Drucker's 4 basic questions about innovation? 3) Pick a company that you think is innovative (other than Apple). Why do you consider the company innovative? What are the company's strengths? 4) What is systematic abandonment? 5) What are Drucker's 7 key sources of opportunities? 6) How do the companies, Kimberly-Clark & Peapod, exemplify Drucker's concept of systematic abandonment? 7) For the 7 key sources of opportunities, give an example of how a company exemplifies each opportunity.
INNOVATION THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE IT. PETER DRUCKER -A CHANGE IN THE THOUGHT PROCESS FOR DOING SOMETHING, OR THE USEFUL APPLICATION OF NEW INVENTIONS OR DISCOVERIES.
INNOVATION IS ABOUT: 1) PARADIGM CHANGE: CHANGING PEOPLES MINDSET. -PARADIGM: A STANDARD SERVING AS A MODEL. 2) BREAKING FREE FROM YESTERDAY AND CREATING TOMORROW. 3) MAKING A PRODUCT/SERVICE BETTER. 4) INCREASING VALUE.
WHY DOES STARBUCKS EXEMPIFY WHAT DRUCKER CONSIDERS TO BE TRUE INNOVATION?
PARADIGM CHANGE STARBUCKS CHANGED THE WAY WE THINK ABOUT THE FAST FOOD COFFEE INDUSTRY. BEFORE STARBUCKS: -COFFEE WAS SOMETHING WE GOT BETWEEN PLACES (HOME TO WORK, WORK TO KIDS SPORTS GAMES, ETC.) AFTER STARBUCKS: -COFFEE BECAME A GO-BETWEEN DESTINATION. PEOPLE STOPPED IN STARBUCKS & STAYED.
JACK KEROUAC (ON THE ROAD) INTRODUCED THE PHRASE BEAT GENERATION IN 1948 TO CHARACTERIZE THE UNDERGROUND, ANTI-CONFORMIST YOUTH GATHERING IN NEW YORK AT THAT TIME. BEAT GENERATION WAS TRANSFORMED TO BEATNIK BY THE MEDIA IN THE LATE 1950S & EARLY 60S TO CHARACTERIZE THE ATTITUDE OF THE HIPPIE GENERATION.
油
STARBUCKS PROBLEMS
1) TOO MANY STORES 2) POOR EMPLOYEE TRAINING 3) HONEYMOON EFFECT 4) BETTER COFFEE COMPETITION 5) BRAND CONFUSION
TOO MANY STORES 11, 068 STORES IN U.S. 6,400 DUNKIN DONUTS IN U.S.
POOR EMPLOYEE TRAINING FEBRUARY 26, 2008 STARBUCKS NATIONWIDE EMPLOYEE TRAINING DAY I NEED MY STARBUCKS. THEY DONT SHUT DOWN MCDONALDS FOR TRAINING, OR EVEN, DUNKIN DONUTS. TRAINING IS DONE WHEN YOU FIRST START & THEN CONTINUOUSLY ONWARD.
HONEYMOON EFFECT
INCREASED COMPETITION
WWW.DUNKINBEATSTARBUCKS.COM -A&G RESEARCH, INC. CONDUCTED 2008 TASTE TEST. -54.2% PREFERRED DUNKIN DONUTS -39.3% PREFERRED STARBUCKS -6.3% EXPRESSED NO INTEREST
BRAND CONFUSION
MYSTARBUCKSIDEA.COM
WHY IS IT IMPORTANT FOR COMPANIES TO INNOVATE? OTHER INNOVATIVE COMPANIES?
4 BASIC INNOVATION QUESTIONS WHAT DO YOU HAVE TO ABANDON TO CREATE ROOM FOR INNOVATION? DO YOU SYSTEMATICALLY SEEK OPPORTUNITIES? DO YOU USE A DISCIPLINED PROCESS FOR CONVERTING IDEAS INTO PRACTICAL SOLUTIONS? DOES YOUR INNOVATION STRATEGY WORK WELL WITH YOUR BUSINESS STRATEGY?
SYSTEMATIC ABANDONMENT -THE DELIBERATE PROCESS OF LETTING GO OF FAMILIAR PRODUCTS IN FAVOR OF THE NEW OR UNKNOWN.
ABANDONMENT IS NOT JUST ABOUT ABANDONING A BUSINESS UNIT OR PRODUCT..ITS ABOUT ABANDONING ASSUMPTIONS AND MAKING ROOM FOR NEW IDEAS
SEEKING OPPORTUNITIES -ORGANIZATIONS NEED TO BE CONTINUALLY ON THE OFFENSIVE (SEARCHING FOR NEW PRODUCTS/IDEAS). INNOVATION TIME OFF: GOOGLE ENCOURAGES ITS ENGINEERS TO SEPND 20% OF THEIR WORK TIME BRAINSTORMING NEW IDEAS.
7 KEY SOURCES OF OPPORTUNITIES THE UNEXPECTED INDUSTRY & MARKET DISPARITIES PROCESS VULNERABILITIES INCONGRUITIES DEMOGRAPHIC SHIFTS CHANGES IN PERCEPTION NEW KNOWLEDGE
THE UNEXPECTED -UNEXPECTED OCCURRENCES (SUCCESSES & FAILURES) SIGNAL THAT BUSINESS EXPECTATIONS ARE OUT OF SYNC WITH REALITY. -RECOGNIZING & UNDERSTANDING THE REASON FOR THIS MISMATCH IS A POWERFUL TOOL FOR INNOVATION.
2 ) INDUSTRY & MARKET DISPARITIES -OCCURS WHEN THERE IS A MISMATCH BETWEEN SUPPLY & DEMAND. -THE COMPANY HAS STAYED CONSTANT WHILE ITS INDUSTRY OR MARKET HAS CHANGED.
3) INCONGRUITIES -A CUSTOMER VALUE INCONGRUITY IS A DISCREPANCY BETWEEN WHAT THE CUSTOMER WANTS & WHAT THE COMPANY THINKS THE CUSTOMER WANTS.
4) PROCESS VULNERABILITIES -REFERS TO SOME PIECE OF THE WORKFLOW OR OPERATION THAT IS MISSING, DIFFICULT, OR NOT WORKING THAT PREVENTS USERS FROM EMBRACING THE PRODUCT.
5) DEMOGRAPHIC CHANGES -CHANGES IN AGE POPULATIONS & THEIR DISPOSABLE INCOME CREATE DEMAND & MISMATCHES WITH HISTORICAL SUPPLIES OF SERVICES.
6) PERCEPTION & PRIORITY CHANGES THAT SHIFT BUYING HABITS -CHANGES IN PERCEPTION DONT CHANGE THE FACTS, THEY JUST CHANGE THE CUSTOMERS INTERPRETATION OF THE FACTS. -PERCEPTION IS REPRESENTED BY BOTH VULNERABILITY & CUSTOMER RECEPTIVITY.
7) NEW KNOWLEDGE -SCIENTIFIC BREAKTHROUGHS TEND TO HAVE LONG LEAD TIMES & ARE BOTH HIGH RISK & HIGH IMPACT
THE ONLY WAY TO PREDICT THE FUTURE IS TO CREATE IT -INNOVATION IS A TOOL THAT GIVES AN ORGANIZATION A DEGREE OF CONTROL OVER THE FUTURE. CATEGORIES OF SPACE OWNERSHIP FIRST OWNER OF THE SPACE SPACE DEFINER NICHE PLAYERS LAST BUGGY WHIP MANUFACTURERS
FIRST OWNER OF THE SPACE -THE COMPANY THAT POPULATES THE NEW MARKET FIRST WITH THE MOST INTEGRATED SOLUTION. -TEMPORARY BECAUSE IMITATORS WILL FOLLOW.
SPACE DEFINER -CREATES SOMETHING (PRODUCT OR IDEA) THAT DEFINES THE NEW SPACE IN SOME FASHION.
NICHE PLAYERS PURPOSEFULLY LET THEIR COMPETITORS DEFINE THE OVERALL SPACE & THEN BECOME PROVIDERS TO THESE LEADERS WITH PRODUCTS, COMPONENTS, OR SOLUTIONS
-THERE IS A RISK TO JUST STICKING TO WHAT YOU ARE GOOD AT. -IF YOU DONT INNOVATE/DIVERSIFY THE PRODUCT MAY DISAPPEAR & SO MAY YOUR COMPANY. LAST BUGGY WHIP MANUFACTURERS

More Related Content

Drucker chapter 3

  • 1. CHAPTER 3 DISCUSSION QUESTIONS 1) Why does Starbucks exemplify what Drucker considered to be true innovation? 2) What are Drucker's 4 basic questions about innovation? 3) Pick a company that you think is innovative (other than Apple). Why do you consider the company innovative? What are the company's strengths? 4) What is systematic abandonment? 5) What are Drucker's 7 key sources of opportunities? 6) How do the companies, Kimberly-Clark & Peapod, exemplify Drucker's concept of systematic abandonment? 7) For the 7 key sources of opportunities, give an example of how a company exemplifies each opportunity.
  • 2. INNOVATION THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE IT. PETER DRUCKER -A CHANGE IN THE THOUGHT PROCESS FOR DOING SOMETHING, OR THE USEFUL APPLICATION OF NEW INVENTIONS OR DISCOVERIES.
  • 3. INNOVATION IS ABOUT: 1) PARADIGM CHANGE: CHANGING PEOPLES MINDSET. -PARADIGM: A STANDARD SERVING AS A MODEL. 2) BREAKING FREE FROM YESTERDAY AND CREATING TOMORROW. 3) MAKING A PRODUCT/SERVICE BETTER. 4) INCREASING VALUE.
  • 4. WHY DOES STARBUCKS EXEMPIFY WHAT DRUCKER CONSIDERS TO BE TRUE INNOVATION?
  • 5. PARADIGM CHANGE STARBUCKS CHANGED THE WAY WE THINK ABOUT THE FAST FOOD COFFEE INDUSTRY. BEFORE STARBUCKS: -COFFEE WAS SOMETHING WE GOT BETWEEN PLACES (HOME TO WORK, WORK TO KIDS SPORTS GAMES, ETC.) AFTER STARBUCKS: -COFFEE BECAME A GO-BETWEEN DESTINATION. PEOPLE STOPPED IN STARBUCKS & STAYED.
  • 6. JACK KEROUAC (ON THE ROAD) INTRODUCED THE PHRASE BEAT GENERATION IN 1948 TO CHARACTERIZE THE UNDERGROUND, ANTI-CONFORMIST YOUTH GATHERING IN NEW YORK AT THAT TIME. BEAT GENERATION WAS TRANSFORMED TO BEATNIK BY THE MEDIA IN THE LATE 1950S & EARLY 60S TO CHARACTERIZE THE ATTITUDE OF THE HIPPIE GENERATION.
  • 7. 油
  • 9. 1) TOO MANY STORES 2) POOR EMPLOYEE TRAINING 3) HONEYMOON EFFECT 4) BETTER COFFEE COMPETITION 5) BRAND CONFUSION
  • 10. TOO MANY STORES 11, 068 STORES IN U.S. 6,400 DUNKIN DONUTS IN U.S.
  • 11. POOR EMPLOYEE TRAINING FEBRUARY 26, 2008 STARBUCKS NATIONWIDE EMPLOYEE TRAINING DAY I NEED MY STARBUCKS. THEY DONT SHUT DOWN MCDONALDS FOR TRAINING, OR EVEN, DUNKIN DONUTS. TRAINING IS DONE WHEN YOU FIRST START & THEN CONTINUOUSLY ONWARD.
  • 14. WWW.DUNKINBEATSTARBUCKS.COM -A&G RESEARCH, INC. CONDUCTED 2008 TASTE TEST. -54.2% PREFERRED DUNKIN DONUTS -39.3% PREFERRED STARBUCKS -6.3% EXPRESSED NO INTEREST
  • 17. WHY IS IT IMPORTANT FOR COMPANIES TO INNOVATE? OTHER INNOVATIVE COMPANIES?
  • 18. 4 BASIC INNOVATION QUESTIONS WHAT DO YOU HAVE TO ABANDON TO CREATE ROOM FOR INNOVATION? DO YOU SYSTEMATICALLY SEEK OPPORTUNITIES? DO YOU USE A DISCIPLINED PROCESS FOR CONVERTING IDEAS INTO PRACTICAL SOLUTIONS? DOES YOUR INNOVATION STRATEGY WORK WELL WITH YOUR BUSINESS STRATEGY?
  • 19. SYSTEMATIC ABANDONMENT -THE DELIBERATE PROCESS OF LETTING GO OF FAMILIAR PRODUCTS IN FAVOR OF THE NEW OR UNKNOWN.
  • 20. ABANDONMENT IS NOT JUST ABOUT ABANDONING A BUSINESS UNIT OR PRODUCT..ITS ABOUT ABANDONING ASSUMPTIONS AND MAKING ROOM FOR NEW IDEAS
  • 21. SEEKING OPPORTUNITIES -ORGANIZATIONS NEED TO BE CONTINUALLY ON THE OFFENSIVE (SEARCHING FOR NEW PRODUCTS/IDEAS). INNOVATION TIME OFF: GOOGLE ENCOURAGES ITS ENGINEERS TO SEPND 20% OF THEIR WORK TIME BRAINSTORMING NEW IDEAS.
  • 22. 7 KEY SOURCES OF OPPORTUNITIES THE UNEXPECTED INDUSTRY & MARKET DISPARITIES PROCESS VULNERABILITIES INCONGRUITIES DEMOGRAPHIC SHIFTS CHANGES IN PERCEPTION NEW KNOWLEDGE
  • 23. THE UNEXPECTED -UNEXPECTED OCCURRENCES (SUCCESSES & FAILURES) SIGNAL THAT BUSINESS EXPECTATIONS ARE OUT OF SYNC WITH REALITY. -RECOGNIZING & UNDERSTANDING THE REASON FOR THIS MISMATCH IS A POWERFUL TOOL FOR INNOVATION.
  • 24. 2 ) INDUSTRY & MARKET DISPARITIES -OCCURS WHEN THERE IS A MISMATCH BETWEEN SUPPLY & DEMAND. -THE COMPANY HAS STAYED CONSTANT WHILE ITS INDUSTRY OR MARKET HAS CHANGED.
  • 25. 3) INCONGRUITIES -A CUSTOMER VALUE INCONGRUITY IS A DISCREPANCY BETWEEN WHAT THE CUSTOMER WANTS & WHAT THE COMPANY THINKS THE CUSTOMER WANTS.
  • 26. 4) PROCESS VULNERABILITIES -REFERS TO SOME PIECE OF THE WORKFLOW OR OPERATION THAT IS MISSING, DIFFICULT, OR NOT WORKING THAT PREVENTS USERS FROM EMBRACING THE PRODUCT.
  • 27. 5) DEMOGRAPHIC CHANGES -CHANGES IN AGE POPULATIONS & THEIR DISPOSABLE INCOME CREATE DEMAND & MISMATCHES WITH HISTORICAL SUPPLIES OF SERVICES.
  • 28. 6) PERCEPTION & PRIORITY CHANGES THAT SHIFT BUYING HABITS -CHANGES IN PERCEPTION DONT CHANGE THE FACTS, THEY JUST CHANGE THE CUSTOMERS INTERPRETATION OF THE FACTS. -PERCEPTION IS REPRESENTED BY BOTH VULNERABILITY & CUSTOMER RECEPTIVITY.
  • 29. 7) NEW KNOWLEDGE -SCIENTIFIC BREAKTHROUGHS TEND TO HAVE LONG LEAD TIMES & ARE BOTH HIGH RISK & HIGH IMPACT
  • 30. THE ONLY WAY TO PREDICT THE FUTURE IS TO CREATE IT -INNOVATION IS A TOOL THAT GIVES AN ORGANIZATION A DEGREE OF CONTROL OVER THE FUTURE. CATEGORIES OF SPACE OWNERSHIP FIRST OWNER OF THE SPACE SPACE DEFINER NICHE PLAYERS LAST BUGGY WHIP MANUFACTURERS
  • 31. FIRST OWNER OF THE SPACE -THE COMPANY THAT POPULATES THE NEW MARKET FIRST WITH THE MOST INTEGRATED SOLUTION. -TEMPORARY BECAUSE IMITATORS WILL FOLLOW.
  • 32. SPACE DEFINER -CREATES SOMETHING (PRODUCT OR IDEA) THAT DEFINES THE NEW SPACE IN SOME FASHION.
  • 33. NICHE PLAYERS PURPOSEFULLY LET THEIR COMPETITORS DEFINE THE OVERALL SPACE & THEN BECOME PROVIDERS TO THESE LEADERS WITH PRODUCTS, COMPONENTS, OR SOLUTIONS
  • 34. -THERE IS A RISK TO JUST STICKING TO WHAT YOU ARE GOOD AT. -IF YOU DONT INNOVATE/DIVERSIFY THE PRODUCT MAY DISAPPEAR & SO MAY YOUR COMPANY. LAST BUGGY WHIP MANUFACTURERS