Tagged: Lean NFV Ops

Gearing up for Informa’s Back End of Innovation (BEI) 2016

“A great idea is only the beginning. The Back End of Innovation provides a strategic road map to successful commercialization. Learn how to bring new products to market and commercialize them for maximum impact on the bottom line.  Uncover new ways to solve problems we all encounter in today’s dynamic business world.” 

Back End of Innovation #BEICONF



I am working on the talk that I will deliver at Back End of Innovation 2016 and just came across BEI’s banner on prominent sites, such as CNN’s Innovation section (left screenshot).

The organizers have made available a discount code, which I can share if you were interested in attending. If so, feel free to send me a message on LinkedIn.

The conference’s agenda features speakers from 3M, Cisco, Coca-Cola, Fidelity, Johnson & Johnson, Keurig, Pepsi, Vodafone and Xerox among others and I will be there proudly representing Nokia.

My talk’s title is “Lean Ops Innovation: Dynamic Service Delivery,” which is scheduled on November 17 at 11:30. Here is the abstract:

M2184_Back_banner_300x250_8-29-16_v1“Network Operators in the telecommunications industry operate complex sets of technologies and environments. This sector’s future relies on furthering software defined systems supporting the next wave of pervasive digital services, which all of us come to rely on in our day-to-day lives.

Nokia’s Applications & Analytics (A&A) team has evolved and redefined Lean principles to intertwine advanced analytics, automation, programmability and human factors engineering, the four pillars of a new LeanOps’ framework. The outcome is effective service delivery enabled by highly efficient systems that remain nimble and agile at any scale and at any point in the life-cycle. 

Join Jose for this session to learn:

  • A new Lean Ops framework intertwining analytics, automation, programmability and human factors.
  • How to effectively interweave Design Thinking, Lean, DevOps and Agile to deliver breakthrough innovation.
  • Unlocking the value of Human Factors Engineering in the cloud age and, therefore, expanding the human possibilities of technology.”

imageEarlier in the year I gave a talk at IEEE Communications Quality & Reliability – CQR 2016 also on Nokia’s Lean Ops.

Back then, my focus was HCI, Human-Computer-Interaction and operational efficiencies. As an example, immersive user interfaces taking advantage of 3D data visualization coupled with autonomation and assisted automation, as well as continuous optimization lead to effective decision support systems (DSS) that mitigate human error and elevate value based tasks.

That was discussed in the context of the kind of complex operational environments experienced in the telecommunications industry by network operators. As shared above, my presentation at BEI will focus on the underlying construct instead.

This is my “75 word” bio for this event: “Jose is a Design Director at Nokia’s Applications & Analytics Group. His 15+ years of experience feature leadership responsibilities in strategy, product management, R&D, and marketing. Jose worked with Bell Labs and holds three patents. He is a Member of the Advisory Board at MIT IDSS and is the recipient of an MBA from Chicago’s DePaul University as a Honeywell Europe’s Be Brilliant Scholar. Jose holds a postgraduate degree in Human Factors Engineering from BarcelonaTech.”

This is the second time that I’m featured as part of BEI’s Speaker Faculty and I would like to take this chance to thank the team at Informa for their kind invitation.

I will be happy to meet at BEI and hope to see you there : )

Lean Ops Videos

Here is a selection of five Lean Ops video clips. There are a few other out there, which range from 60 to 90 minutes.

VIDEO #1  3 min intro
Mobile World Congress 
Barcelona, March 2016

VIDEO #2   17 min live session
Mobile World Congress
Barcelona, March 2016


VIDEO #3  12 min intro 
Mobile World Congress
Barcelona, March 2015


VIDEO #4   19 min live session 
Intel Developers Forum
San Francisco, August 2015


5 min interview 
this link is no longer active
Nokia Cloud Innovation Center
Naperville, October 2011


Please go to Nokia’s Network Functions Virtualization and Lean Ops pages for more information.

Innovation Management Essentials (1)

“See inner relationships and make connections that others usually don’t see; we learn to think the unthinkable. On the other hand we may be uncomfortable with the insights that arise from from seeing the world differently. However, we need innovation and creativity that steams from seeing things differently […] I recommend that you start to manage your own dilemmas.” – Get There Early: Sensing the Future to Compete in the Present by Bob Johansen. 2007 Edition published by Berrett-Koehler.

“They preferred to think they worked not in a laboratory but in what Kelly once called ‘an institute of creative technology.’ This description aimed to inform the world that the line between the art and science of what Bell Labs scientists did wasn’t always distinct […] many of Kelly’s colleagues might have been eccentrics […] working within a culture, and within an institution, where the very point of new ideas was to make them into new things.” – The Idea Factory by John Gertner. 2012 edition published by The Penguin Press.

“He kept asking Kay and others for an assessment of trends that foretold what the future might hold for the company. During one maddening session, Kay, whose thoughts often seemed tailored to go directly from his tongue to wikiquotes, shot back a line that was to become PARC’s creed: the best way to predict the future is to invent it.”The Innovators by Walter Isaacson. 2014 edition published by Simon & Shuster.


Inventions involve the creation of a novelty which is, therefore, something new and different. Note that innovations take matters further since they entail realization, introduction and adoption processes. I am fortunate enough to have experienced both. My research work is credited as either inventor or co-inventor in patents and awards. But that alone does not necessarily imply actual development. Getting into innovating as such came to fruition when undertaking product management responsibilities.

Those of us thinking of the commercialization of inventions and the so-called diffusion of innovations are attracted to qualitative and quantitative metrics. These are valuable insights and data speaking to the correlation between inventing and innovating, which leads to articulating best practices, processes, budget and resource allocations. However, it is also true that success can, often times, be powered by outliers.

As the “black swan theory” states: there can be easily dismissed and hard to predict impactful events that end up changing everything. Long story short, the art of serial innovation is a dynamic endeavor: just relying on what you think that you knew well can cloud and betray one’s otherwise better judgment. This is when “objects in the mirror are closer than they appear,” metaphorically speaking, and things just happen at unprecedented speed.

Most would agree that good ideation can come to the surface anytime and anywhere from subject experts, users themselves as well as unusual suspects. Inventing takes a higher commitment level to address how things should work… and there can be alternative and competing solutions to a given problem. Serial innovation becomes a greater challenge since is it measured by repeated success.

I created the above framework in the context of the high tech sector. It conveys a need for striking an equilibrium point between unmanageable complexity (right) and either self-defeating oversimplification or undifferentiated simplicity for that matter (left.)

Semantics matter: anyone can argue the merits and faults of simplicity and complexity. Though, delivering elegant sophistication displays consensus thanks to a clear level of quality and refinement, functional depth and differentiation, effortless operations and ease of use. One other thought: I would also like to claim that purposely engineering effortless ops and ease of use drives everyone’s energy to focus on value based activities. We democratize innovation in the process. 


The first chart became a vehicle to discuss the difference between invention and serial innovation. Let’s now look at the difference between incremental and disruptive innovation.

Innovating drives changes. Nonetheless, legacy systems can continue to benefit from incremental innovation. This means bettering and further optimizing current technologies and operations. Existing footprint and know-how combined with economies of scale, as well as risk aversion, expensive switching costs when considering emerging tech and possible resistance to change… all favor that phenomenon. So, it pays to understand Daniel C. Snow’s teaching on “old technologies’ last gasp” when outlining transition and/or transformation plans.

The lower right quadrant is where new paradigms are set to deliver disruptive innovation. B2 is is clearly set beyond the reach of legacy systems: diseconomies of scale and diminishing competitiveness with declining returns being key reasons. B2 means that legacy tech is clearly outdated and superseded.

Disruptive innovation is the game changer. That’s the kind of paradigm shift that new entrants and green field players will take advantage of. The so-called industry establishment can continue to skim incremental innovation, though only up to a point at which they are rendered “old guard” and obsolete. That is the essence behind Clayton Christensen’s Innovator Dilemma.

The upper row shows quadrants A and B1, and an obvious intersection zone in between. Established players can operate hybrid environments to cross G.A. Moore’s chasm. They can gradually transform or fully re-invent themselves at that intersection. The above chart is designed to help leaders and management consultants plot portfolios in each quadrant as well as their evolution (e.g. course and speed.) based on KPI (Key Performance Indicators) or set phased discontinuity.

Quick recap. Incremental innovation delivers better (technical, operational, financial) performance, which is usually presented in the form of A/B (before and after) comparison tests. Disruptive innovation brings about unique capabilities that legacy systems cannot match. We are talking about emerging technologies, so capability and maturity models come into play. I will discuss that in one of my next posts on Lean Ops Redefined.


We have discussed insights around invention and serial innovation, incremental and disruptive innovation. My next tool is design to map out where value exists, new value is created and value migration across the two.

No doubt, disruptive innovation alters the landscape: value migrates (or circles back) to any of the above quadrants. Some markets are placing a premium in the upper right quadrant already. That’s where end-to-end solutions and services create new value and dominate, which commands higher margins. Service focus seeks understanding and developing customers’ experiences instead of a product push or pull approach. Solution focus forces a more holistic systems engineering approach encompassing the value (supply) chain and relevant ecosystems.

That combination delivers significant competitive advantages with the advent of virtualization and cloud computing technologies. Early draft versions of that chart showed a different breakdown, namely: hardware, platforms, applications and services. When testing and putting this kind of charts to work, I could plot everything by applying color coding, then size of the addressable market, revenue and growth would determine each circle’s size.  In any case, that basic template can be customized as needed.


“Inventing the future” can certainly take unique instincts, skills, workstyles and eccentric behaviors. When acknowledging that  talent is a critical success factor, we then need to get serious about quipping individuals to make a difference while understanding that it takes a cross-functional team to make things happen. Serial innovation takes foresight, situational awareness, leadership and organizational agility. I hope that the above tools helped with mapping and discussing concepts such as (c) defining value, (b) transformation, and (a) moving the needle with elegant sophistication as the defining delivery.

Wondering about the last chart on Lean Ops? That one is just a sneak preview in advance to an incoming post also centered on “Innovation Management Essentials.”

As usual, looking forward to comments and emails, as well as meeting at any of these venues: