Management Consultant in Process Innovation, Partner at FCB Partners, USA
Location: Othon Palace Hotel – Copacabana A
Time: Tuesday, 20 September 2016, 9:20 – 10:30
Session Chair: Marcello La Rosa
Process improvement (10% incremental improvement, operational excellence, continuous improvement, the Toyota Production System, Six Sigma, Lean, kaizen, local optimization) is a strategic competency needed by every organization, but it isn’t sufficient in today’s competitive world. As the business world shifts from competing with physical assets and people to data and software, organizations become more and more dependent on process innovation (10X innovation, radical change, design thinking, product and service disruption, incubation, end-to-end optimization). An example to show the evolution is GE’s shift from Six Sigma to Lean Six Sigma to Lean Startup to competing on software with Predix.
Historically, conventional wisdom said you could only be world class at one of three value propositions: operational excellence, customer intimacy and product leadership. Today, companies need all three to compete, particularly those that are being disrupted by software startups and big software-based companies such as Amazon, Facebook, and Google, which are in fact doing all three. How are they doing it?
This keynote will discuss the major roadblocks to transitioning legacy organizations from continuous process improvement to continuous process innovation, and shed light on how these roadblocks can be lifted.
Featured guest appearance: Gian Martinez, a startup leader using the Coca-Cola Founders Platform, will show how Coca-Cola is innovating through the example of Winnin – a social media site where young people submit recommendations that compete with each other.
Brad Power is a consultant and thought leader on process innovation, helping organizations that must make faster changes to their products, services, and systems to compete with startups and leading software companies. He participated in the development of business reengineering with Michael Hammer and CSC Index in the 1980s and 1990s, led a process management research center at Babson College with Tom Davenport in the 2000s, and worked with the Lean Enterprise Institute and Jim Womack on sustaining lean transformations. He is a partner at FCB Partners, an education and advisory firm that carries on the work of Michael Hammer; founding partner of CXcelerator, helping organizations increase continuous, personalized conversations with customers; and founding partner at ContinuousX, helping organizations increase the frequency of their product and service innovations. He blogs for the Harvard Business Review.