DESIGN THINKING. CROSS INDUSTRY INNOVATION. Your Guide to Innovation and Design Methods. By Jeremiah Owyang, with co-contributor Ryan Brinks Corporations are approaching innovation processes and methods in different manners, we’ve seen catalogs of over 70 examples. Here’s a sample of the most common methods that we’ve commonly heard in our interviews from our recent report on the Corporate Innovation Imperative (download).
Feel free to leave comments below with a design process or method that you feel if valuable, and explain why. In summary, here’s the most commonly discussed and adopted versions, both in a high-level table below, then summaries below with a diagram Guide to Innovation and Design Methods Known for a traditional method, it’s best suited to products for which the customer’s needs and expectations are well defined, the waterfall design methodology flows sequentially through six stages of development, completing one milestone before reaching the next.
Summary: Choose a design method that suits your need. Photo credit: pexels. 4 Reasons Youth Innovation Challenges Should Be Part of Your Sustainability Rebrand. Despite – and/or because of – the recent seismic shift in U.S. political leadership on sustainability, companies are looking for ways to continue embracing corporate action that makes both economic and environmental sense. Youth - more specifically, Generation Z, born between 1995 and 2005 – have been largely untapped by large brands. Digging into the data, we find that over half (53 percent) of Gen Z relates favorably to “brands that do good for the environment.” This is true across demographic segments, as well. A youth-targeted sustainability challenge is a brilliant model to discover fresh ideas and build trust with future consumers. Consider The Paradigm Challenge, an annual competition from Project Paradigm – a non-profit private foundation – that inspires youth to address important social issues. Through the Challenge, Project Paradigm has engaged over 50,000 young innovators, and makes a great case study on the potential of crowdsourced social innovation.
+200 Thought-provoking Predictions for brainstorm sessions. +200 Thought-provoking future predictions Sign up to our newsletter for a free download Doing business in the coming decades? What will be the new normal for our children? What new product or services will be used. What are the jobs of the future? We explored different scenarios what the world could be. Finance, banking (fintech)Health & medicalTourism & HospitalityEnergy & UtilitiesLogistics & TransportMedia & Entertainment… During the first steps of our intrapreneurship program we help corporate teams to leave their comfort zone. Let us know how you used this poster in your brainstorm session.
Most of you could suggest one more, but not many. While searching for some structure that could facilitate learning the process, I came across a book by G. Here is my summary and interpretation of the ten steps that he outlines for driving the disruptive innovations that entrepreneurs and startups all dream about: Establish the engine of leadership (trust). Innovation: Force Fields for Change | Intrapreneurship Conference. The eight essentials of innovation. It’s no secret: innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses. Video Innovation and creativity In this engaging presentation, McKinsey principal Nathan Marston explains why innovation is increasingly important to driving corporate growth and brings to life the eight essentials of innovation performance.
Play video Yet hard as it is for such organizations to innovate, large ones as diverse as Alcoa, the Discovery Group, and NASA’s Ames Research Center are actually doing so. Since innovation is a complex, company-wide endeavor, it requires a set of crosscutting practices and processes to structure, organize, and encourage it. To be sure, there’s no proven formula for success, particularly when it comes to innovation.
Aspire President John F. Establishing a quantitative innovation aspiration is not enough, however. Choose Discover. Tongal, eLance, and Topcoder Will Change How You Compete. Who will be your next competitive threat? Will it be an established firm that ups their game, a young upstart company that bursts onto to scene, or a competitor from a different industry all together? What if your challenger isn’t a traditional organization at all, but instead a “talent platform” that doesn’t actually have employees? Talent platforms—such as Mechanical Turk, eLance, Topcoder, and Tongal—organize free agents and offer new ways to get work done.
They’ve come on to the scene by stealth, often as seemingly innocuous job boards for temporary workers, but they’re turning into much more than that. They can now pose a real threat to established organizations. Look at what Tongal is doing to advertising. Unlike ad agencies, Tongal doesn’t employ any of the creative talent they use to make ads. But the cost savings from using free agents without the employment overhead is only part of the story. Big companies have taken notice. The 7 Laws of Regenerative Enterprises. Managing baffles us with its complexity. Leaders looking to improve managing do not know where to start, much less where to finish. So even though the gales of creative destruction continually threaten their enterprises, they do not necessarily see radically revising their managing as the obvious solution. But that’s exactly what their enterprises need. In his recent HBR article, Gary Hamel described traditional-enterprise ailments as being inertial, incremental, and insipid.
He goes on to point out, “Until we challenge our foundational beliefs, we won’t be able to build organizations that are substantially more capable than the ones we have today.” How true! But it’s hard to challenge current beliefs when managing itself remains a bit of a mystery. The host of stories researchers continue to crank out for business leaders will never tell them what they need to know in order to break out of their management malaise.
Leaders today need a better approach. Humanity: Activities: IEEE Predicts Top Technologies of 2022. Curious about what the technology landscape will look like in 2022? The Institute of Electrical and Electronics Engineers (IEEE), which represents more than 400,000 engineers, has come up with a report that looks to the future and predicts what the hot technologies of 2022 will be. Indeed, nine technologists led by IEEE Computer Society President Dejan Milojicic spent a large part of this year pondering this question. The results can be found in the IEEE CS 2022 Report, which looks at 23 future technologies that could change the world by 2022. The report can be found here. "These technologies, tied into what we call seamless intelligence, present a view of the future," said IEEE’s Milojicic, in a statement.
To Encourage Innovation, Make It a Competition. The competition format has fueled major successes in business. Fortune 500 companies like AT&T and American Express often sponsor online creativity contests to inspire innovation among their customers, while Kickstarter and other crowdfund platforms have ideas compete to win funding.
And organizations can also use competitions to drive innovation within their own workforces. For example, Thompson Reuters created a “catalyst fund” to encourage and support new ideas. To access it, teams of employees compete by presenting and defending their most compelling ideas to an innovation investment committee. However, while internal competitions may sound easy enough to deploy, there are key design and management principles to consider if you want them to yield good ROI. Frame the competition around a specific need. According to my colleague Michael Timmons, who helped drive promotion of contests at XPRIZE, this specificity was very important to the competition’s success.
The Context of the Innovator: Process. The Ten Faces of Innovation » The Ten Faces. The Learning Personas Individuals and organizations need to constantly gather new sources of information in order to expand their knowledge and grow, so the first three personas are learning roles. These personas are driven by the idea that no matter how successful a company currently is, no one can afford to be complacent. The world is changing at an accelerated pace, and today's great idea may be tomorrow's anachronism. The learning roles help keep your team from becoming too internally focused, and remind the organization not to be so smug about what you “know”.
People who adopt the learning roles are humble enough to question their own worldview, and in doing so they remain open to new insights every day. The Anthropologist is rarely stationary. The Experimenter celebrates the process, not the tool, testing and retesting potential scenarios to make ideas tangible. The Organizing Personas The Collaborator is the rare person who truly values the team over the individual. Xilab for MedTech Entrepreneurs and Innovators - Ximedica. 4 clefs pour faire de vous un dirigeant 3.0, Directions générales. Ils sont partis d’un triple constat. La nature du travail a changé : nous sommes passés d’un travail industriel à des missions de services. La finalité des entreprises a muté elle aussi : il ne s’agit plus d’être « the best of the world » (le meilleur du monde) mais « the best for the world » (le meilleur pour le monde).
Enfin, et il s’agit là d’un constat plus négatif, le désengagement des collaborateurs a gagné l’entreprise. « La crise des subprimes a constitué une crise des comportements. La gouvernance et le management d’hier ne sont plus adaptés : il faut changer de version », souligne Frédéric Rey-Millet, co-fondateur d’EthiKonsulting, cabinet de conseil en innovation managériale, et co-auteur de « Management Game »*. Piliers de la « nouvelle version », du dirigeant 3.0, selon les auteurs : la bienveillance, l’assertivité et l’agilité. « Pour faire face à ces évolutions, il convient de privilégier l’entraide, le collaboratif, une meilleure communication... *« Management Game.
Sometimes the Best Ideas Come from Outside Your Industry. It’s a strange thought, but the solution to your business’s innovation problem may be walking around in the head of someone who applies theatrical makeup for a living. Or plays robot soccer. Or installs heavy machinery in mines. Or does something else that’s apparently unrelated to the problem you’ve been struggling with. Over the course of years of studying innovation, we’ve found that there’s great power in bringing together people who work in fields that are different from one another yet that are analogous on a deep structural level.
Such as makeup and surgical infections, surprisingly. Bringing in ideas from analogous fields turns out to be a potential source of radical innovation. This is a finding that applies across a variety of contexts, and we’ve found that it has wide applicability in businesses. Each group was significantly better at thinking of novel solutions for the other fields than for its own. Let’s say you’re seeking novel traffic-engineering solutions for a given city. The Innovation Report. A Chief Innovation Officer’s Actual Responsibilities. Corporate innovation efforts at large companies often lack a clear mission and framework.
At one European energy company we looked at, no less than four different groups were supposed to be working on innovation, yet none were supporting what was actually going at the business unit level. To make matters worse, the groups involved were competing internally for space and resources while duplicating each other’s work. It’s not just a problem at companies known for poor management. Even businesses that are well versed in the best management practices can, without realizing it, generate an environment hostile to innovation. It’s a particular problem for a company’s frontline business units, whose business processes and performance metrics are optimized to relatively short-term goals that are anchored in what they are currently doing or selling rather than in what they could be doing differently. Supporting best practices.
Often a CIO will be investing time and effort in all the functions. Get More Actionable Ideas from Your Employees. Why do so many people have their ideas rejected by their own companies? The problem, in our experience, is that most leaders fail to set clear goals for innovation. Seduced by the notion that creativity is all about giving people freedom, leaders fail to specify what kind of ideas the business is likely to invest in. As a result, they receive a lot of ideas that may be “good” in a general sense, but that nonetheless have to be rejected because they are not aligned with the current objectives of the business.
That, predictably, tends to frustrate the employees, making them less likely to submit ideas in the future. If you are trying to foster innovation, there is another way to go. Through the research we did for our book Innovation as Usual we found that leaders often got better results – and fewer disgruntled employees – when they have proactively directed and limited the search for ideas. For that reason, we want to suggest a simple experiment you can try. 1. 2. 3. 4. Build an Innovation Engine in 90 Days. Practically every company innovates. But few do so in an orderly, reliable way. In far too many organizations, the big breakthroughs happen despite the company. Successful innovations typically follow invisible development paths and require acts of individual heroism or a heavy dose of serendipity.
Successive efforts to jump-start innovation through, say, hack-a-thons, cash prizes for inventive concepts, and on-again, off-again task forces frequently prove fruitless. Great ideas remain captive in the heads of employees, innovation initiatives take way too long, and the ideas that are developed are not necessarily the best efforts or the best fit with strategic priorities. Most executives will freely admit that their innovation engine doesn’t hum the way they would like it to. We borrow the language for this term from the world of lean start-ups, where “minimum viable product” denotes a stripped-down functional prototype used as a starting point for developing a new offering. The Discipline of Business Experimentation. 4 CEOs Who Are Making Frugal Innovation Work.