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Key Services

Matthew E. May has a singular yet simple purpose: to inspire and accelerate growth through innovation in organizations all over the world. Matt counsels senior executives and helps teams develop fresh strategies and innovative approaches to their most pressing competitive business challenges through his firm, EDIT Innovation, a unique strategy and and innovation consultancy he founded after a nearly decade-long engagement as a fully-retained advisor to Toyota.

In addition to his popular speaking engagements, Matt offers his services in three main ways: 1. guidance | advice; 2. coaching | facilitation; and 3. teachingtraining.

  • Guidance | Advice
  • Coaching | Facilitation
  • Teaching | Training

guidanceadvice

M atthew's consultative approach synthesizes various thinking methods to develop winning strategies for growth and innovation. He brings three decades of advisory experience to the table, along with the deep research into winning practices contained in his many books, articles, and speeches.

The goal of an advisory engagement is simple: explore innovative possibilities and develop elegant strategies that address a specific set of challenges, move the business forward, and increase the odds of company success.

The key deliverables of a guidance/advisory engagement include:

  1. a creative roadmap containing both alternative strategies and guidance on implementation;
  2. an internal team capable, inspired and equipped to field-test the new strategies and approaches generated; and
  3. a strong foundation for the company to conduct similar strategic endeavors on its own when faced with new challenges in the future.
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coachingfacilitation

M atthew works closely with senior managers, groups and teams as a session facilitator, strategic coach, and innovation catalyst. Armed with a robust repertoire of coaching and facilitation techniques from his experience as a master kaizen (continuous improvement) facilitator and executive coach, he works to bring the highest level of creative potential to light.

The goal of a coaching/facilitation engagement is to pull out and harness the best thinking of the individual or team, and point it toward the challenge at hand by involving people in an effective process focused on producing actionable strategies and solutions.

The key deliverables of a coaching or facilitation engagement include:

  1. a custom agenda designed to deliver a strategic conversation in a meaningful way;
  2. a highly interactive session that avoids "the 5 D's: dull, dated, derivative, dense, distracting; and
  3. a strong directional pull based on the intellectual and emotional investment of participants, now eager to act on the possibilities they've produced.
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teachingtraining

M atthew designs custom training while also offering a number of popular executive briefings, seminars, workshops, and bootcamps on strategy, culture, and innovation.

The goal of a teaching/training is singular: expand capability through education. Based on his experience as an instructional designer for University of Toyota and adjunct professor for Pepperdine University's Graziadio Graduate School of Management, Matthew's workshops revolve around his core philosophy of learning by doing.

The key deliverables of a teaching/training engagement include:

  1. a baseline awareness level of a chosen skillset or method (see Specialties);
  2. introductory preparation through advanced application (as appropriate) of a skillset or method; and
  3. when requested, extensive preparation for internal trainers responsible for spreading, scaling, and embedding the adopted skills and methods in the company culture.

Here is the list of our most popular signature workshops.

Winning Strategy

Play-To-Win Summit

T he Play-to-Win Summit begins with gaining clarity on the winning aspiration—the value you wish to create, and the problem you want to solve—and surfacing the central ìif-thenî logic behind that aim.

It then moves to choosing a playing field that allows you to achieve that aim and brings the required focus, and then defining the choices for winning on that field.

To determine how to win, you must decide what will enable you to create and sustainably deliver unique value to customers in a way that is distinct from competitors. To enable that win to be real, you must determine what capabilities and management systems are required.

Once two mutually exclusive choices have been defined, each choice is reverse engineered to determine what must be true in order that a given choice is executable.

The outcome is a powerful portfolio of testable hypotheses which, when explored, yield the final winning strategy for high-performance innovation.

 The Play-to-Win Canvas

Play-to-Win Summit activity centers on completing a takeaway deliverable: the Play-to-Win Canvas, a large wall map that guides the team through the (at times difficult) thinking required to produce two competing strategic choices.

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Developed in collaboration with Roger Martin himself, the canvas provides a visual aid and tactile guide for teams to use in wrestling to the ground high-altitude discussion. It employs a simple rule: no writing on the canvas.

P2W-Canvas-Webinar 100Instead, different colored Post-It Notes are used to distinguish between choices. Strategic thinking is never linear, and the moveability of Post-Its facilitates a flexible and iterative approach to crafting a winning strategy in a single view.

To view a free 1-hour YouTube webinar on the Play-to-Win Canvas, click the image or HERE.

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Total Innovation Matrix

E ntrepreneurs know it. Venture capital firms know it. The C-suite knows it: the long-range viability of your company depends on your ability to continually innovate in order to stand out and stay relevant.

The pressure to innovate in a fiercely competitive market demands a strong and balanced portfolio of innovation initiatives. All too often those initiatives are haphazard, dispersed, and episodic. The investment in innovation isnít managed as effectively as other investments: with a clear portfolio strategy optimized for the highest overall return over time.

Enter the EDIT Total Innovation Matrix (T.I.M.).

The T.I.M. operationalizes the Play-To-Win framework (see Play-To-Win Summit description), and helps teams develop a holistic view of how to get ahead by organizing initiatives, resources and goals based on three innovation levels:

  • existing
  • emerging
  • entrepreneurial

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The lower lefthand corner of the matrix identifies core innovation initiatives focused on enhancing, optimizing and exploiting changes to existing products and  making incremental inroads into new markets.

The upper righthand corner of the matrix identifies entrepreneurial initiatives designed to experiment with altogether new, radical and potentially disruptive innovations.

In the middle lie emerging innovations, which leverage a core strength in a new space, share the traits of existing and entrepreneurial innovations, and represent the next generation of high-growth opportunities in the innovation pipeline.

WORKSHOP FLOW

The EDIT Total Innovation Matrix workshop is a 1/2-day facilitated general session suitable for larger innovation management audiences. The workshop moves from a discussion on the current innovation portfolio mix, to one focused on what it should be.

The session is timeblocked to enable proper focus on each of the three innovation horizons. Larger groups work in smaller breakout teams to allow diverse input and rich discussion, utilizing a large tabletop version of the T.I.M. All input is synthesized into a single coherent deliverable.

The final outcome of a T.I.M. session is a compelling visual roadmap of current, emerging and future developments comprising a cohesive innovation portfolio, showing how to link initiatives, align effort, and allocate resources according to a solid innovation strategy.

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Startup Culture

Open Space Hackathons

H ackathons, to the uninitiated, have moved well beyond the technology-only focus that "hack" conjures up, to become a valid method of bringing a diverse and passionate group of people together over a short time to solve real world problems.

New-school hackathons are no longer reserved for techies, programmers and coders--they draw designers, storytellers, marketers and entrepreneurs. Creativity is a contact sport, and having dozens of talented individuals rub shoulders and put their heads together is bound to produce something profound.

The only requirement: a passion for changing the world, if only in some small way.

Hackathons are close cousins to the Toyota jishuken--where a small team of masters work to solve a particular problem in a compressed timeframe...working straight through, often without sleep, until the problem is solved. Jishukens often last 48 hours or more.

A hackathon is a scaled up version of jishuken, set in an open environment, rather than closed. It's a mashup of jishuken intensity with the loose structure of Open Space Technology, whereby participants come together to work collectively on the things they are most passionate about.

Over the course of two days, participants first huddle around predetermined problem spaces, detailing as many issues and pain points as the strict time limit permits. From these many hundreds of issues, facilitators prepare affinity maps to pull patterns from the myriad, and constructing discreet problem statements. Teams self-organize, and the innovation effort begins. Teams present their solutions on the second, a panel of judges evaluate them against a set of well-defined criteria, and winners are declared.

High energy, high enthusiasm, high engagement abound…a perfect recipe for a well-stocked innovation pipeline.

OpenHackathons

Hackathons are generally private events, but public hackathons have become a popular means of solving high-altitude solutions to high-visibility challenges.

Either way, Matthew can help you organize and facilitate a successful hackathon for your company. For a detailed behind-the-scenes look at a recent hackathon, read our blog here and here, peruse our Portfolio here and here, and watch a a CBS special featuring a recent public hackathon we were involved in.

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Lean Learning Loops

B usiness is a dogfight. There’s no shortage of good ideas, and the half-life of an idea is shrinking rapidly. If you can’t get your idea into the hands of potential customers quickly, someone else will.

Enter the Lean Learning Loop: Guess |  Test | Learn.

Lean Learning Loops combine the scientific problem-solving methodology used by Toyota with the tactical cycles employed by military fighter pilots and the entrepreneurlal focus of the "Lean Startup" movement.

Exploiting the lean mindset of banishing waste and applied in efforts to develop and launch innovative new ideas, Lean Loops can wreak a devastating and disruptive effect on markets and competitors.

Guess is focused on identifying the riskiest elements of the proposed business idea, revealing assumptions underlying the idea, and then generating hypotheses to test its viability.

Test is focused on constructing a minimally viable prototype and devising a rapid, low-cost experiment to capture measurable human response to the idea.The experiment is run, and behavioral data collected.

Learn is focused on comparing actual results to the expected outcome, then deciding whether to abandon the idea, reiterate, or pivot to take a new direction.

Lean Learning Loops are most effective when ideas generated previously are ready to be developed.

WORKSHOP FLOW

Lean Learning Loops are conducted as multi-day "sprints," intended to take an idea from concept to real-world prototype testing. Teams begin work by developing their idea into a hypothetical business model, using the crowd-sourced Business Model Canvas, a powerfully simple visual tool depicting how the nine core elements of any business model work and relate to each other.

BizModelCanvas650

At this stage, those elements are merely guesses. The remainder of the sprint is focused on acquiring the validated learning needed to decide whether the idea has merit. The large Lean Learning Loop wall map guides teams through identifying assumptions, crafting hypotheses, and testing minimally viable prototypes with real customers, requiring teams to, as Berkeley's Steve Blank says,"get out of the building."

LeanLearnLoop650

LeanLoop-Webinar 100To view a free YouTube webinar on Lean Learning Loops, click the image to the right, or HERE.

 

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Lean Innovation

EDIT Design Thinking

Design thinking has moved rapidly to the forefront of the current business zeitgeist as a fresh take not just on how to rethink key products and services, but also how to reframe everyday processes and projects. With the ultimate goal of creating a companywide culture of constant creativity and collaboration, design thinking embeds a consistent innovation process across the organization. Blending creativity and logic in order to solve real business problems, design thinking turns everyone, irrespective of function or title, into a designer of sorts.

EDITthinking

Based on the principles, tools and techniques developed and taught at Stanford University’s Hasso Plattner Institute, aka “the d. school,” the EDIT design thinking 1 half-day workshop gives participants hands-on exposure to the basic modes of design thinking:

  • Empathizing
  • Defining
  • Ideating
  • Testing

Participants first engage in a group innovation exercise which points out fatal flaws in conventional problem solving. With design thinking as the preferred approach, an everyday item or experience then gets redesigned by participants, culminating in a tested prototype of a minimally viable solution.

The EDIT design thinking 2 half-day workshop allows participants to dig deeper into some of the more powerful techniques and advanced tools associated with design thinking to build a stronger facility with seven key practices:

  • Observation
  • User personas
  • Customer journey maps
  • Problem statements
  • Ideation technique
  • Idea development
  • Idea pitching

Note: Taken back to back, EDIT design thinking 1 and EDIT design thinking 2 make an excellent full-day "crash course" immersion in design thinking.

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EDIT Lean Thinking

I nnovation today demands the ability not only to create value, but to deliver that value through streamlined processes and seamless experiences. Simply flooding the market with overblown and overbuilt new products is not the answer. New-school innovation requires speed, agility and flexibility, and a strong discipline around the daily pursuit of "better."

Enter the EDIT lean thinking workshop.

Based on Toyota’s lean principles of workflow design and coupled with a rigorous continuous improvement methodology (aka "kaizen'), lean thinking is applicable to everything from internal process redesign to new product development and entrepreneurial startup.

EditLeanThink

Participants are first introduced to lean thinking through the official Toyota Production System (TPS) simulation developed during Matthew E. May's tenure at the University of Toyota to enable learners to actually experience lean principles in action. Participants engage in lean thinking principles such as:

  • andon (problem detection)
  • jidoka (problem prevention)
  • kanban (capacity control)
  • genchi genbutsu (observation)
  • 5 Whys (cause analysis)
  • one-piece flow
  • just-in-time
  • takt time

The TPS simulation is followed by an exercise designed to identify problem and opportunity spaces based on real world issues facing the participants, in turning setting up a kaizen or kaikaku (radical innovation and change) session enabling participants to learn lean thinking tools and techniques by solving an actual problem.

Whether you're an entrepreneurial startup or mature company, whether you're designing a new product or rethinking a current process, the EDIT lean thinking course is invaluable.

Note: Designed to be a 1-day experience, the EDIT lean thinking workshop is easily customized to either a half-day (TPS simulation only), or a 2-day bootcamp for an intact teams in which the second day is a "Deep Dive" kaizen session aimed at solving a real problem facing the team.

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