Playing at Strategy

Top Left: January 2010 edition of Harvard Business Review, Top right: Michael G. Jacobides

by Kevin Roberts

"The play's the thing" may be from Hamlet but the subject is from Michael Jacobides, an associate professor of strategic and international management at the London Business School who appears in the new issue of Harvard Business Review with an article Strategy Tools for a Shifting Landscape.

His starting point is the breathtaking speed at which customers and competitors transform - and the turbulence this creates. Traditional strategy frameworks aren't working, he says - they simplify rather than taking account of complexity and changing boundaries; they produce "still pictures of the future." Jacobides puts forward the playscript - a narrative in which "words are more powerful and flexible than value curves." Playscripts "consider how a company could succeed by reinventing its role as reality changes." His method involves characters and their roles, storylines and connections, links and rules, plots and subplots. More fun than the usual approach to strategy planning!

Jacobides' HBR article applies the playscript method to the challenges of the pharmaceutical industry; looks at how Ikea future proofed itself, how IBM reinvented itself, how Marvel Entertainment turned itself around - and this is the part I especially like - how Saatchi & Saatchi changed the very basis of its competition via Lovemarks.

The article cites the company's revival after its near collapse in the mid 1990s. Noting that "companies can change strategies by changing their roles," Jacobides writes that "Saatchi & Saatchi didn't just change its value proposition. It transformed itself into a strategic link between clients and their customers." By "writing a new playscript" Lovemarks shifted Saatchi & Saatchi from being suppliers to strategic partners; created an industry wide concept; cemented connections to clients; and increased the number of pitchless wins.

For me, it really was a case of "to be or not to be."


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Kevin Roberts is the CEO worldwide of The Lovemarks Company, Saatchi & Saatchi. For more information on Kevin, please go to www.saatchikevin.com. To see this blog at its original source, please go to www.krconnect.blogspot.com.

Never Miss an Idea - The LiveScribe Pulse Smart Pen

by Drew Boyd

Innovating is mental, visual, and vocal. Here is a new product to help capture...and coordinate...all three. It is called the Pulse^TM by Livescribe. The Pulse^TM is a smart pen that records and links audio to what your write, so you never miss a word...or an idea.



The Pulse^TM will become a great tool for conducting innovation workshops. One of the more challenging issues in workshops is capturing ideas. No matter how diligent the team is in collecting ideas, many subtle insights and concepts are missed. Even if an innovation workshop is recorded on audio or video tape, it is nearly impossible to connect the spoken word to the drawings and notes taken by the participants. The Pulse^TM SmartPen solves that.

Here is how I will use the Pulse^TM in my workshops:

• Recording component lists


• Recording Virtual Products


• Recording "Function Follows Form" ideas


• Drawing new product embodiments


• Recording potential benefits of new ideas


• Recording potential challenges and drawbacks of ideas


• Scoring ideas


• Creating Attribute Dependency matrices


• Recording initial business cases to support new ideas


• Recording names of participants and facilitators

I envision using the pen with teams of two or three people as they use a structured innovation method. One team member will use the pen to keep track of ideas and draw physical representations while recording the actual discussion as it happens. Each team member will sign the page while verbalizing their name. Idea sessions upload automatically to a computer when the pen is attached to its charging cradle. This approach captures the moment of innovation in audio and written form...forever. It creates a permanent record of who innovated, how they innovated, and what they innovated. We'll never miss an idea again.

Potential benefits of this approach include:

• Better records and annotations for filing patents and protecting intellectual property


• Better archiving for future workshops to refine and improve ideas


• Better metrics of ideation programs


• Easier sharing of ideas with R&D teams, consultants, and agencies


• Better marketing strategy development

Congratulations to the team at Livescribe for the development and launch of this useful product. For innovation practitioners, this is a must-have.

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Drew Boyd is Director of Marketing Mastery for Johnson & Johnson (Ethicon Endo-Surgery division). He is also Visiting Assistant Professor of Marketing and Innovation at the University of Cincinnati and Executive Director of the MS-Marketing program. Follow him at www.innovationinpractice.com and at http://twitter.com/drewboyd

Unrealistic Expectations for Innovation

by Jeffrey Phillips

I grew up as one of those kids who was sort of good at a lot of sports but not really a master of any one sport. As I've gotten older, I've put considerably more time into biking, tennis and running, which leaves little time for the sport of business titans: golf. Now, I "play" golf at least four times a year, in a fund raising game or with friends and neighbors. I never practice and it shows. I cannot break 100 to save my life. I'm not familiar with any of the local courses and not familiar with my clubs (tools). I don't expect to be successful when I play and I don't take it too seriously. I uncork a nice drive every once in a while, or a good putt, but I don't expect it to happen regularly. Mostly I am a very poor golfer who occasionally gets in a good shot, and that's all I expect.

If you are still with me, then you must be thinking this is leading somewhere. If you've drawn that assumption, you are right. The comparison I want to make to my very part-time golf game is to the part-time efforts most firms put into innovation. If you want to be good at golf, you'll get instruction, play frequently and learn the nuances. Similarly, if you want to be good at innovation, you'll get instruction, work with a pro, learn the tools and use them repeatedly and constantly. Innovating occasionally is like golfing periodically. You may get in a few good shots, but you won't be consistently successful.

As an innovation consultant we get calls several times a week from firms that want to conduct a brainstorming session or a scenario plan. These firms are interested in quick generation of ideas or insights and have no longer term plan, or want to "stick a toe in the water" and see how the initial engagement pans out. I understand that - no one wants to commit to a big investment if the initial effort won't pan out.

However, almost all of these engagements are likely to be less than fully successful, since there is:

1. No longer term commitment to the effort


2. No real momentum for change


3. no consistency of intent or knowledge of tools

I always ask our clients - "OK, assuming we do the (brainstorm, scenario plan, training) - what's next?" Usually there are vague assurances of more focus on innovation, but in many cases I have the sense that the effort is merely a "ticket punching" exercise, with no longer term commitment. It's as if I showed up at St. Andrews, shanked the opening tee shot and decided, well, that's it for me and golf.

If I want to be a good golfer, I need to take lessons and play regularly to gain insights and improve as a player. If I want to be innovative as a firm, I have to do things on a regular basis that grow my skills and demonstrate my intent. An occasional innovative project or task does not change the baseline capability, and often detracts from a larger intent or goal, since "everyone" knows that nothing will be done with the ideas anyway.

It is completely unrealistic for me to think I can play three or four times a year and then compete at the Masters. Likewise, it is completely unrealistic to expect that I will innovate only occasionally and then create the "next iPod" or whatever your baseline construct for disruptive innovation is. Interestingly, most CEOs or executives who tell their teams to be innovative have an outcome more like the Masters and less like putt-putt in mind. Do you think your CEO or executive sponsor has asked you to innovate to create tiny incremental solutions? No! They want the really exciting, interesting, captivating innovation that gains market awareness and attention, but they certainly aren't likely to get it.

So, we have these crazy, mismatched expectations and capabilities. People who should be playing a par three course and getting instruction have been turned loose on Pinehurst #2 with no instruction and are expected to bring home the cup. No wonder CEOs are constantly disappointed in their companyies' innovation efforts, and no wonder many innovation teams live in fear of meeting their executives' expectations. Periodic, half-hearted attempts at innovation are almost worse than no efforts at all.

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Jeffrey Phillips is a senior leader at OVO Innovation. OVO works with large distributed organizations to build innovation teams, processes and capabilities. Jeffrey is the author of "Make us more Innovative", and innovateonpurpose.blogspot.com.