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? 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.
While searching for some structure that could facilitate learning the process, I came across a book by G. Shawn Hunter, “Out Think,” which offers a step-by-step outline for executives to achieve this stage of creativity. It suggests that they need to shed outmoded management and organizational biases, to foster an atmosphere where disruptive innovation becomes the norm. 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. But the cost savings from using free agents without the employment overhead is only part of the story. Big companies have taken notice. Of course, advertising agencies have their advantages. Compared to traditional employment, platforms like Tongal can learn fast. 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! 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. Until now managing’s design, innovation, and transformation has not been effectively carried out because no framework made sense of it. Humanity: Activities: 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. The Department of Health and Human Services also recently launched a “Shark Tank”-style competition where multiple employee teams compete to pitch their best ideas to senior officials. 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. 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.
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. This is precisely why large companies need a Chief Innovation Officer (CIO), a powerful executive who can counterbalance the natural killing instinct of a company’s business units and design a more innovation-friendly organizational environment. 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. For that reason, we want to suggest a simple experiment you can try. 1. Take Go Travel, a British producer of travel accessories that used to focus mostly on developing new products. 2. 3. 4. It’s not that freedom is bad, exactly; rather, there is a trade-off between freedom and focus. 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. Soon after Ron Johnson left Apple to become the CEO of J.C. Penney, in 2011, his team implemented a bold plan that eliminated coupons and clearance racks, filled stores with branded boutiques, and used technology to eliminate cashiers, cash registers, and checkout counters.
Yet just 17 months after Johnson joined Penney, sales had plunged, losses had soared, and Johnson had lost his job. The retailer then did an about-face. How could Penney have gone so wrong? Didn’t it have tons of transaction data revealing customers’ tastes and preferences? Presumably it did, but the problem is that big data can provide clues only about the past behavior of customers—not about how they will react to bold changes. When it comes to innovation, then, most managers must operate in a world where they lack sufficient data to inform their decisions. Managers can, however, discover whether a new product or business program will succeed by subjecting it to a rigorous test. Is the Experiment Doable? Blind tests. 4 CEOs Who Are Making Frugal Innovation Work. In 2004, the French car maker Renault launched Logan, a no-frills sedan priced at €5,000 euros ($6,000).
Initially destined for emerging markets, the low-cost car became a huge hit in Western Europe where, due to the recession, budget-conscious consumers had begun seeking affordable products that deliver greater value for money. Sensing an opportunity, Carlos Ghosn, CEO of the Renault-Nissan Alliance (a strategic partnership between Renault and Nissan), launched the development of a whole new product line of entry-level vehicles under the Dacia brand. Dacia is now the fastest-growing car brand in Western Europe (including in the demanding German market). Renault’s entry-level products, mostly sold under the Dacia brand, have become the carmaker’s cash cow, representing over 40% of the auto company’s global sales in 2013, compared with 20% in 2008.
These products also yield greater than average margins for Renault due to a strict no-discounts retail policy.