Data, Disruption & Digital Leadership: How to Win the Innovation Game

Preface
Contents
About the Authors
List of Figures
List of Table
1: Innovation Strategy 2030: One Step Ahead of Its Time
	1.1 Our Digital Innovation Universe
	1.2 Introduction
	1.3 Building Blocks for Successful Disruptive Innovation Strategies
	1.4 Quick Start Guides
		1.4.1 Quick Start Guide #1: The Lifespan of a Strategy (Chap. 2)
		1.4.2 Quick Start Guide #2: The H&F Strategy Process (Chap. 3)
		1.4.3 Quick Start Guide #3: Practical Examples (Chap. 4)
		1.4.4 Quick Start Guide #4: Deep Dive Expert Mode (Chap. 5)
		1.4.5 Quick Start Guide #5: Technological Catalysts (Chap. 6)
2: Why Long-Term Innovation Strategies Will No Longer Be Effective in the Future
	2.1 Increasing Network Density
		2.1.1 Connected Systems and Their Dynamics
			Example.
		2.1.2 Dealing with Complexity
		2.1.3 The Effect of Decisions
		2.1.4 Success Through the Reduction of Complexity in Innovation Strategy Work
			Example
		2.1.5 Experimenting with Complexity
		2.1.6 Future Actions
		2.1.7 Emergence of the Basis for Future Innovation Strategies
			2.1.7.1 Combining Individual Building Blocks into an Overall Innovation Strategy
			2.1.7.2 Knowledge Centers Instead of Planning Units
			2.1.7.3 Future Pattern Recognition Will Only Be Possible Collectively
			2.1.7.4 Organization Within the Company
				Summary
	2.2 Leadership Power Shifts
		2.2.1 Changing from the `Sender Principle´ to the Democratization of Companies
		2.2.2 The Resonance Capacity of Networks
		2.2.3 Competitors Lose Importance
		2.2.4 The Role of Project Stakeholders in Innovation Strategy Processes
		2.2.5 Success Through the Intelligence of the Collective
			Summary
	2.3 Implementer Mindset
		2.3.1 A New Generation of Digital Leaders
		2.3.2 Significant Clusters
			2.3.2.1 Defense of the Status Quo
			2.3.2.2 Satisfaction in the Present
			2.3.2.3 Desire for Permanent Change
		2.3.3 Significant Issues for the Strategic Work of the Future
			Summary
3: The H&F Strategy Process
	3.1 Confusion Instead of Clout
		3.1.1 The 10 Obstacles that Prevent Companies from Becoming High Performers in the Implementation of Management and Innovation...
			3.1.1.1 Incorrect Assessment of Future Market Power
				Example
			3.1.1.2 Target Chaos Across All Hierarchical Levels
			3.1.1.3 Clear Strategic Results Can Only Be Achieved by Analyzing Complicated and Complex Processes
				How Do I Approach a Complex Task in Order to Obtain a Simple Solution?
			3.1.1.4 ``You and I´´ Instead of ``We´´
			3.1.1.5 The Industrial Age Has Given Up Its Throne
			3.1.1.6 We Are No Longer Wandering Through Our Imaginary Universe-We Have Arrived in the Midst of Global Competition
				Increase in the Speed of Technology Transfer
				Rapid Emergence of New Markets
				Abrupt Disappearance of Existing Markets
				Working Against an Invisible Corporate Environment
				Shorter Half-Lives Due to the New Throwaway Society
			3.1.1.7 Generation Y and Individual Biorhythms
			3.1.1.8 Silicon Valley Working Practices Are Leaving Us behind
			3.1.1.9 China´s Secret Weapon Is Still under the Radar
			3.1.1.10 Gains in Efficiency Are Cancelled Out by Disproportionate Consumption
				Summary
	3.2 Concentrating on the Goal: Full Speed Ahead
		3.2.1 Does a Strategy Project Have to Be a Nightmare? Why Complex Projects Will Always Fail in Terms of Planning and Timing
			3.2.1.1 Focusing on the Goal: The Basic Problem Has Not Been Clarified!
				Important
			3.2.1.2 Commitment: Do You Have Everyone on Board?
				Important
			3.2.1.3 Differentiating Between Complicated and Complex Systems
				Important
			3.2.1.4 Emotions and Shared Values
				The Effect of Emotions
					Important
				Decision Makers and Fear
				Consistency
					Example
				Discipline
			3.2.1.5 Risk and Fear
				Important
				Defining ``Hope´´
			3.2.1.6 Practical Example for Self-Reflection
				Example
				Questions
		3.2.2 The Mechanics of Management: Why Traditional Methods Will No Longer Be Effective in the Future
			3.2.2.1 Direction of Thinking vs. Direction of Working (Goal  Start vs. Start  Goal)
				Experience: Based on the Past But in the Here and Now (Start  Finish)
				Optimization: Based on Experience
				Back to the Future: Vision-Led (Goal  Start)
				Revolution/Innovation: Based on the Future!
					The Space-X Example
			3.2.2.2 Push vs. Pull Management
				Push Management: Focusing on `How´
					Example
				Pull Management: Focusing on the `What´ and the `What for´ (Planning vs. Results)
			3.2.2.3 Planning vs. Outcome
				Planning and Control
				Outcome Status and Progress
			3.2.2.4 Security vs. Speed
				Speed and Content Are Equally Important
				Projects That Take Too Long Lose Value
				The Pareto Principle
				(Fake) Security
				Speed/Agility
			3.2.2.5 Emotions: Fear vs. Passion and Trust
				When the Primary Emotion Is Fear of Implementation
				The Pulling Power of Passion and Trust
			3.2.2.6 Implementation Technocracy vs. Implementation Momentum
				Implementation Technocracy: Guilt, Shame, and Justification Culture
				Implementation Momentum: Pride and Motivation through Permanent Progress and Success
			3.2.2.7 Transparency
			3.2.2.8 Knowledge Transfer and Wording
				Summary
	3.3 Can You Manage Change on Your Own?
		3.3.1 Change
			3.3.1.1 Thinking in the Future, Not the Past
			3.3.1.2 Direction of Thought Is Not the Same as Direction of Work
				The Goal (Impact)
					Example
				Result (Outcome/Key Result)
					Example
				Output
					Example
				Input
					Example
			3.3.1.3 Your Most Important Project Participants Are Always Humans
				Example
		3.3.2 Soft Factors That Can Kill an Innovation Strategy Project
			3.3.2.1 Use Expert Transparency Capabilities to Read Between the Lines
				Example
			3.3.2.2 Raising Awareness Through a Lack of Perspective
			3.3.2.3 There Is More Philosophy Involved in Strategy Topics Than You Think: Efficient Implementation Is Impossible Without th...
			3.3.2.4 The Cost-Benefit Factor in External Resources
			3.3.2.5 Our Goal Is your Goal
				Summary
	3.4 Preparing to Implement the H&F High Speed and Efficiency Concept
		3.4.1 Shared Values in Companies
			Example
		3.4.2 Implementation Strength and Speed
		3.4.3 No Project Can Succeed Without Auto-Suggestion
		3.4.4 Added Value: The Benefits
		3.4.5 Orientation Within the Diffuse Strategy Cloud
			Summary
	3.5 The H&F High Speed and Efficiency Concept
		3.5.1 The H&F Strategy Approach from a `Helicopter´ Viewpoint
			3.5.1.1 Vision/Objective and Mission Statement
			3.5.1.2 Strategy Modules
			3.5.1.3 Focus and Implementation
				Derivation of the Strategy Modules for OKR
				Team Meeting OKR
				Evaluation of OKR Objective Achievement
				OKR Optimization
				OKR Owner or Strategy Module Owner
		3.5.2 Clarification of Company Purpose (Every 5-10 Years)
		3.5.3 The Emotional Approach (3-5 Year Timeline)
		3.5.4 Strategy Modules (1-2 Year Timeline)
			3.5.4.1 The Strategy Building: Goal Pillars and their Strategy Components
			3.5.4.2 The Structure of the Individual Strategy Pillars
			3.5.4.3 Creating Workstreams
			3.5.4.4 Developing Detailed Goal Stories
				Example
			3.5.4.5 Presentation of Workstream Issues in Relation to their Operational and Strategic Components, Based on Impact Assessment
			3.5.4.6 Prioritizing the Puzzle Pieces
			3.5.4.7 The Finished Strategy Building
		3.5.5 Focus and Implementation: Definition of Detailed Objectives and Key Results (3-12 Month Timeline)
			3.5.5.1 Goal Definition per Strategy Module (i.e., per Puzzle Piece)
			3.5.5.2 Key Results for the Predefined Strategy Modules
				Sample Goal Definition and Key Results
				Measurability, Achievability, and Incentives
		3.5.6 Speed and Progress: Agile Methods (2-4 Week Timeline)
			3.5.6.1 Tactics: How Do We Achieve the Desired Result?
				Example
			3.5.6.2 A Board Makes Perfection and Planning Redundant
			3.5.6.3 Implementation
		3.5.7 Role Allocation: The Project Organization
			3.5.7.1 Overview: The Organizational Pyramid
				Project Owner
				Core Team
				Workstreams
				Strategy Pillars/Workstream Sponsors
				The Project Office Is the Key to Success
			3.5.7.2 Rapid Decisions Are the Basis of all Progress
				Example
			3.5.7.3 Key Results Implementation Team
			3.5.7.4 Organizational Units in a Company
		3.5.8 Rules and Understanding
			3.5.8.1 The Most Important Rule: Permanent Progress!
			3.5.8.2 Fast, Proactive Communication
				Use Mentors and Experts
			3.5.8.3 Stabilize the Project Framework and Arrange Mandatory Core Team Meetings
				Summary
4: Practical Examples for the Prevention of Known Stumbling Blocks in OKR Innovation Strategy Projects
	4.1 We´ve Started, So We´re Going to See It Through
		4.1.1 Sensitivity to Change
		4.1.2 Cohesion at Crucial Moments
			4.1.2.1 Team Hardliner
			4.1.2.2 The `German Oak´
			4.1.2.3 On the Run
			4.1.2.4 The Vigilant Ones
	4.2 Do Not Follow Blindly!
		4.2.1 The Aura Effect
		4.2.2 The Glue Effect
		4.2.3 The Pygmalion Effect
			Example
		4.2.4 The Similar-to-Me Effect
		4.2.5 The Halo Effect
		4.2.6 The Benjamin Effect
		4.2.7 The Hierarchy Effect
		4.2.8 The Dunning-Kruger Effect
	4.3 We Want to Be Like Amazon
	4.4 The Deep Rift Between the Beneficiary and the Implementer
	4.5 External Aid = Internal Dilemma
	4.6 Starting Too Fast or Waiting Too Long
	4.7 A Lack of Application at the Beginning of the Project
	4.8 Dealing with Skeptics
		4.8.1 Don´t Give Way to Skeptics Who Generalize
	4.9 Copying Too Much from Others
		4.9.1 Copying Makes Sense
		4.9.2 Benchmarking
		4.9.3 Best Practices
		4.9.4 Company Characteristics
		4.9.5 If You Are Going to Copy, Do It Properly
	4.10 Ignoring New Market Factors
		4.10.1 The Hockey Stick Curve
	4.11 If It Hurts, I´ll Turn Back
	4.12 Missing the Upward Spiral Due to Failed Adaptation
		4.12.1 Adaptation into a Downward Spiral
		4.12.2 Adaptation into an Upward Spiral
			Summary
5: Deep Diving into Innovation Strategy Development
	5.1 Strategy Project Input Factors: Best Practices, Innovation, and Methodology
		5.1.1 Best Practices
		5.1.2 Innovation
		5.1.3 Methodology
			Side Note
	5.2 Too Many Decision-Makers: Group Decisions Paralyze the Process
		Summary
	5.3 Optimizing Project Team Membership
		5.3.1 Better No Team Than the Wrong Team
			5.3.1.1 People´s Ability to Change
		5.3.2 Love What You Do
		5.3.3 Find People Who Are Prepared to Take a Plunge
		5.3.4 Mix Visionaries with Movers and Shakers
		5.3.5 Transforming Criticism into Progress
		5.3.6 Questions to Ask Project Stakeholders at the Start
			Questions
		5.3.7 Recognition
			Summary
	5.4 Finding Alternatives Instead of Persisting
	5.5 Characteristics and Behavior of Digital Leaders
		5.5.1 The Notebook
		5.5.2 Friction
		5.5.3 An Eye for Progress
			Example
		5.5.4 Learn to Observe
		5.5.5 Different Viewpoints
			5.5.5.1 Looking at Things from Your Opposite Number´s Viewpoint
			5.5.5.2 Paying Attention as a Change of Perspective
				Example
		5.5.6 Deception
		5.5.7 Analogies: Pattern Recognition
			5.5.7.1 Aptitude
			5.5.7.2 Experience
			5.5.7.3 Practice
				Analyzing Your Project Team
			5.5.7.4 Pattern Recognition Still Possible Despite Blur
		5.5.8 Instinct
			Summary
	5.6 Efficient Communication
		5.6.1 Space for Communication
		5.6.2 Using a Moderator
			Summary
6: Technological Catalysts in Innovation Strategy Implementation
	6.1 Management Level: Summary
		Example
	6.2 CIO Level: Summary
	6.3 Knowledge Production
		Example
		6.3.1 Speed and Forecasting Accuracy as an Outcome of Networking and Knowledge Production
			Summary
	6.4 Networking: Tomorrow´s Technical Vision
		6.4.1 Today´s Technical State of the Art
		6.4.2 The Requirements of the Future
			6.4.2.1 System Complexity
			6.4.2.2 System Individuality and the Individuality of Data Content
			6.4.2.3 Networking Hierarchies
			6.4.2.4 Competence/Expertise
			6.4.2.5 Transformation/Language Barriers
			6.4.2.6 Degree of Interconnectedness
			6.4.2.7 Technological Progress
		6.4.3 Looking Ahead at the Years Between Now and 2030
			Reality
			6.4.3.1 The State of the Art
		6.4.4 The Goal
			Example
			Summary
	6.5 Added Value to Be Generated by 2030 (Outcome/Result)
		6.5.1 Scalability
		6.5.2 New Markets and Customers
		6.5.3 Speed
		6.5.4 Automation Efficiency
		6.5.5 Competitive Advantages
		6.5.6 Knowledge Provider
			Example
			Summary
	6.6 Products and Solutions (Output)
		6.6.1 The Concept of Platforms
			6.6.1.1 Today´s Issues
			6.6.1.2 The Solution
			6.6.1.3 The Future: One-Click Networking and Implementation
			6.6.1.4 Software/Platform as a Service
			6.6.1.5 ``I Can Connect That Myself´´ Is a Fallacy
				Example
		6.6.2 Knowledge Though Data
			Example
		6.6.3 Community Spirit (Global, Not Individual)
		6.6.4 One Single Ecosystem
		6.6.5 Data Mining
			6.6.5.1 Static Data Processing
			6.6.5.2 Dynamic Data Processing
				Summary
	6.7 Community-Capable Software Architecture
		6.7.1 Networks
			6.7.1.1 Enterprise Networks (ERP2ERP, EDI-1:1)
			6.7.1.2 Platform Networks (B2B or B2C Portals)
			6.7.1.3 Portal Networks (API: Amazon, DHL, Etc.)
				Example
			6.7.1.4 The IoT Network (Devices, Industry 4.0)
			6.7.1.5 Cloud Networks (Azure, Amazon, Google, EU Cloud, and so on)
		6.7.2 Data Flows/Networking (Pipelines)
			6.7.2.1 The Input/Output Concept (Satellite Systems)
		6.7.3 Connection/Connectors (End Points)
			6.7.3.1 Technologies (REST API, File, On-Site Etc.)
		6.7.4 Transformation Models
			Example
			6.7.4.1 Technologies Used
			6.7.4.2 The Transformation Model (Components: Mapping, Splitting Etc.)
		6.7.5 Cloud and Connector Architecture
			6.7.5.1 The Feedback Model
			6.7.5.2 Functional Overview: Connectors and Cloud Connections
				Example
		6.7.6 Research Findings
			6.7.6.1 Why Robots for Process Automation (RPA) Already Work but Struggle to Gain Acceptance
				Example
		6.7.7 Manual vs. AI-supported Data Standardization
			Data Normalization Approach
			Transformation Approach
		6.7.8 Security and Data Protection
			6.7.8.1 Preface to Security and Data Protection
			6.7.8.2 Data Differentiation (Independent Customer Database)
			6.7.8.3 Strategies for Reducing Public Cloud Risks
		6.7.9 System Stability
			6.7.9.1 Preventative Mechanisms
			6.7.9.2 Technical Measures
		6.7.10 Quality Assurance Measures
			6.7.10.1 Error Tracking
			6.7.10.2 Continuous Integration (CI)
				Example
			6.7.10.3 Automated Tests
		6.7.11 Process Security
			The Most Important Points at a Glance
7: Outlook