{"id":7930,"date":"2020-03-23T13:53:09","date_gmt":"2020-03-23T13:53:09","guid":{"rendered":"https:\/\/www.pdsxchange.com\/?p=7930"},"modified":"2020-03-23T13:53:09","modified_gmt":"2020-03-23T13:53:09","slug":"building-an-innovation-incubator","status":"publish","type":"post","link":"https:\/\/www.frost.com\/events\/innovation\/building-an-innovation-incubator\/","title":{"rendered":"Building an Innovation Incubator"},"content":{"rendered":"<p><strong>By Ralph Morales III<\/strong><br \/>\nHead of Innovation Practice<br \/>\nSmartOrg, Inc.<\/p>\n<p>A case study describes how a new business formed by a merger of established brands created a culture of disruptive innovation.<\/p>\n<p><strong>Structuring to Handle Disruption<\/strong><\/p>\n<p>The agriculture industry is facing disruption on two main frontiers:<\/p>\n<ul>\n<li>Technology \u2013 genome editing, drone-applied pesticides, biologicals, digital transformation<\/li>\n<li>Market \u2013 changing consumer preferences (like meat alternatives), new business models (like e-commerce)<\/li>\n<\/ul>\n<p>Formed by the merger of the AgTech businesses of DuPont and Dow Chemical, Corteva has three core businesses: Seeds, Crop Protection, and Digital.\u00a0 Corteva\u2019s Global Innovation Investment Forum (GIIF) allocates investment to its core businesses.<\/p>\n<p>Corteva has a \u201cdisruptive innovation\u201d portfolio that cuts across all its businesses. The Disruptive Portfolio gives Corteva a vehicle to anticipate disruptions and compete in new markets and technologies.\u00a0 Corteva\u2019s Innovation Incubator manages the Disruptive Portfolio.<\/p>\n<p><strong>Challenges to Building an Innovation Incubator<\/strong><\/p>\n<p>Corteva faced four main challenges in building its Innovation Incubator.\u00a0 In Politics and Culture, the challenge was <strong>building trust and credibility<\/strong>.\u00a0 At the Project Level, the two challenges were <strong>focusing on critical assumptions<\/strong> and <strong>developing reliable information<\/strong>.\u00a0 In Decision-Making, the challenge was <strong>building the right portfolio<\/strong>.<\/p>\n<p><strong>Challenge: Building Trust and Credibility<\/strong><\/p>\n<p>Core businesses operate proven profit models.\u00a0 The disruptive portfolio, by contrast, is dominated by the creative types in R&amp;D.\u00a0 This puts the two groups in a state of tension.<\/p>\n<p>Core looks at the disruptive portfolio as a protected sandbox for R&amp;D to play with technology of unproven value.\u00a0 Sometimes R&amp;D can fixate on ideas without a practical application within a reasonable planning horizon.\u00a0 Corporate managers must build trust and credibility early on to buy the time and space to allow some of the impractical ideas to become practical.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7931\" src=\"https:\/\/www.pdsxchange.com\/wp-content\/uploads\/2020\/03\/img1-1024x378.jpg\" alt=\"\" width=\"1024\" height=\"378\" \/><\/p>\n<p>Corteva\u2019s solution is <strong>full transparency with separate decision-making<\/strong>.\u00a0 Corteva facilitates interactions between the core businesses (the \u201cArmy\u201d implementing current strategy) and the disruptive project teams (the \u201cArtists\u201d creating new visions) to strengthen each side\u2019s engagement with the other.<\/p>\n<p>At the same time, Corteva allows each side to maintain its separate decision rights.\u00a0 This balances the strengths and weaknesses of both sides and minimizes the mutual tension.<\/p>\n<p><strong>Challenge: Focusing on Critical Assumptions<\/strong><\/p>\n<p>The Innovation Incubator needs a mechanism to de-risk critical elements of each business case.\u00a0 This prevents wasting extensive technical work on an idea before evaluating its actual business potential.\u00a0 Corteva\u2019s mechanism is the Lean Startup Method, a learning-based approach with metered funding.<\/p>\n<p>Assessing an innovation starts with gaining clarity about what stage the idea is in:<\/p>\n<ul>\n<li>Explore \u2013 paper exercise \u2013 generating ideas<\/li>\n<li>Incubation \u2013 Metered funding to test hypotheses<\/li>\n<li>Develop \u2013 Committed funding to complete product development<\/li>\n<\/ul>\n<p>This assessment is illustrated in\u201d Mapping the Route to Awesome Innovation: The Role of Scouts.\u201d<\/p>\n<p>Next, Corteva rigorously measures the depth of understanding across all elements of the business case to build a Maturity Matrix.\u00a0 Over the innovation project\u2019s life, the team measures the current depth of understanding of the most critical assumptions and the progress of the project team.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7932\" src=\"https:\/\/www.pdsxchange.com\/wp-content\/uploads\/2020\/03\/img2-1024x430.jpg\" alt=\"\" width=\"1024\" height=\"430\" \/><\/p>\n<p><strong>Challenge: Developing Reliable Information<\/strong><\/p>\n<p>Along with evaluation tools and frameworks, the Innovation Incubator needs reliable and consistent information across all the portfolio\u2019s diverse projects.\u00a0 For this, Corteva uses visualization tools.\u00a0 A simple hierarchical tree building tool breaks down assumptions about the project into the parameters that drive project value.\u00a0 Assumptions mapping helps project teams refine their thinking.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7938\" src=\"https:\/\/www.pdsxchange.com\/wp-content\/uploads\/2020\/03\/img6-1024x318.jpg\" alt=\"\" width=\"1024\" height=\"318\" \/><\/p>\n<p>Corteva builds those assumptions into a model along with ranges of parameter values based on the current knowledge about the project.\u00a0 A Tornado diagram shows which assumptions have the most impact on project value. \u00a0By testing these high-impact assumptions, the Innovation Incubator teams can \u201cbuy down\u201d project uncertainty and risk.<\/p>\n<p>Corteva expects project teams to build business cases and assess project valuations, but team members have highly variable skill levels.\u00a0 To help level up these skills, Corteva created a new initiative to implement innovation services provided by domain experts.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7933\" src=\"https:\/\/www.pdsxchange.com\/wp-content\/uploads\/2020\/03\/img3-1024x413.jpg\" alt=\"\" width=\"1024\" height=\"413\" \/><\/p>\n<p>These experts train project teams and provide access to information.\u00a0 The services providers ensure consistency in measuring depth of understanding.<\/p>\n<p>The investment model is:<\/p>\n<ul>\n<li>A project team generates an idea, identifies critical assumptions and (with help from innovation services) builds the maturity matrix<\/li>\n<li>The team presents the plan to the investment board, which evaluates it and commits a metered amount of funding<\/li>\n<li>After each round of critical hypothesis testing, the project team (with innovation services\u2019 input) and presents progress to the investment board. The investment board decides whether to continue the project, pivot to a different higher-value approach, or kill the project outright.<\/li>\n<\/ul>\n<p><strong>Challenge: Building the Right Portfolio<\/strong><\/p>\n<p>A key function of the Innovation Incubator is deciding what belongs in that portfolio, that is, where to invest.\u00a0 One principle is deciding not to include things that are core projects.\u00a0 Furthermore, a disruptive innovation project doesn\u2019t qualify just because it\u2019s an area in which Corteva is comfortable operating: it must have significant impact.\u00a0 It also must fill Corteva\u2019s strategic vulnerabilities in the battlegrounds of the Ag industry.<\/p>\n<p>Each strategic area of the Ag industry has multiple available projects.\u00a0 How does Corteva decide which ones to invest in?<\/p>\n<p>For this, they apply the Adjacency Matrix and Portfolio Analysis.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-large wp-image-7934\" src=\"https:\/\/www.pdsxchange.com\/wp-content\/uploads\/2020\/03\/img4-1024x431.jpg\" alt=\"\" width=\"1024\" height=\"431\" \/><\/p>\n<p>The adjacency matrix places each innovation project based on two dimensions:<\/p>\n<ul>\n<li>How new is its market?<\/li>\n<li>How new are the technologies needed?<\/li>\n<\/ul>\n<p>By definition, the Disruptive Portfolio\u2019s purpose is adjacent or transformational innovation.<\/p>\n<p>Corteva analyzes uncertainty and potential project value at two levels.\u00a0 Corteva rolls up the valuation ranges (the horizontal bars) for all the projects in the portfolio to show which have the highest upside potential.\u00a0 It also plots the projects by probability of success and potential value if successful.\u00a0 Corteva chooses projects with high upside potential value so that the successes pay for the many projects that fail.<\/p>\n<p><strong>Conclusion<\/strong><\/p>\n<p>Corteva\u2019s Innovation Incubator manages its Disruptive Portfolio using rigorous analytical tools to assess innovation projects, select the ones to invest in, and manage the ongoing learning and de-risking of those projects.\u00a0 The Innovation Incubator ensures Corteva will be prepared for whatever the future holds for the Ag industry.<\/p>\n<p><strong>Tags: #innovationincubator #business #strategy #decisionmaking<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>By Ralph Morales III Head of Innovation Practice SmartOrg, Inc. A case study describes how a new business formed by a merger of established brands created a culture of disruptive innovation. Structuring to Handle Disruption The agriculture industry is facing disruption on two main frontiers: Technology \u2013 genome editing, drone-applied pesticides, biologicals, digital transformation Market [&hellip;]<\/p>\n","protected":false},"author":60,"featured_media":7935,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[27],"tags":[],"coauthors":[],"class_list":["post-7930","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pdslog"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v18.4 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Building an Innovation Incubator - Innovation Workshop &amp; Tour Quarterly Series<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.frost.com\/events\/innovation\/building-an-innovation-incubator\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Building an Innovation Incubator\" \/>\n<meta property=\"og:description\" content=\"By Ralph Morales III Head of Innovation Practice SmartOrg, Inc. 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