Innovation Tools & Processes | 2016
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Transcript of Innovation Tools & Processes | 2016
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TOOLS & PROCESSESGTP INNOVATION WORKSHOP
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THE TOOLS HOW TOTHE THEORY TELLS US WHAT TO DO
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TO PREVENT THISNOT GOING THROUGH TOOLS IN DEPTH
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BUT YOU PROBABLY STILL HAVE TO CALL THE EXPERTS
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DESIGN THINKING ROADWE ARE GOING DOWN THE
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it covers the other theories…
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Ethnographic research & job mapping
Weak signals, sensemaking & opportunity mapping
Ideation & rapid prototyping
Business modelling
} Process
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ETHNOGRAPHIC RESEARCHSURFACING UNMET NEEDS
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BLINKEREDRESTRICTED BY 4 BRAND QUESTIONS
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ETHNOGRAPHIC RESEARCH IS THE ART AND SCIENCE OF TELLING STORIES ABOUT PEOPLES’ STORIES.
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IT’S A GREAT WAY TO DEVELOP BIG INSIGHTS, DECODE BEHAVIOURS, UNDERSTAND CONTEXT AND LOCATE UNMET, UNARTICULATED HUMAN NEED
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THREE TYPES OF
ETHNOGRAPHIC RESEARCH
▸ HUMAN FACTORS - Observing how people interact with their worlds to discover unmet needs.
▸ IMMERSION JOURNEYS - Semi-structured tours that takes the client into the environment of their market.
▸ CO-CREATION - The antidote to focus groups, they give consumers an active voice in the innovation process.
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JOB MAPPINGKEY TO SUCCESSFUL INNOVATION IS
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THE JOB MAP
▸ Often customers use different products or services to get a single job done.
▸ Companies often just focus on the product or service that they are already offering, rather than other products or services required to complete the offering.
▸ Lance Bettencourt and Anthony Ulwick developed job mapping which breaks the job down into eight discreet process steps.
▸ By creating the job map, companies can possibly discover new complementary products and services to offer.
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JOB MAPPING STAGES #1
▸ DEFINE - Determining the objectives of the job, planning approach, assessing what resources are required, selecting the resources.
▸ LOCATE - Focus on the inputs, tangible or intangible, that the consumer must locate.
▸ PREPARE - Consumer prepares the input and the environment to do the job.
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JOB MAPPING STAGES #2
▸ CONFIRM - Need to confirm that everything is in place.
▸ EXECUTE - Consumers want the execution to proceed efficiently to produce optimal output.
▸ MONITOR - Follows immediately after execution to track output of the execution.
▸ MODIFY - Assess whether anything in the execution can be modified.
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JOB MAPPING STAGES #3
▸ CONCLUDE - More complex jobs tend to require concluding steps, such as time sheets, which many customers find to be a burden.
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LOOK FOR WEAK SIGNALSTO ANTICIPATE THE FUTURE
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THE SHIP HAS SAILEDTHE PROBLEM WITH TRENDS IS THAT
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WEAK SIGNALS ARE SNIPPETS - NOT STREAMS - OF INFORMATION THAT CAN HELP COMPANIES FIGURE OUT WHAT CUSTOMERS WANT AND SPOT LOOMING INDUSTRY AND MARKET DISRUPTIONS
McKinsey & Co
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WEAK SIGNAL GUIDELINES
▸ Involve knowledgable staff - weak signals require experience and expertise to spot.
▸ A network is better than an individual.
▸ Don’t look in the usual places.
▸ Look elsewhere - don’t just stick to your home industry.
▸ Expect failure - many weak signals won’t pan out.
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SENSEMAKINGTACKLING THE UNKNOWN THROUGH
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SENSEMAKING INVOLVES - AND INDEED REQUIRES - AN ARTICULATION OF THE UNKNOWN, BECAUSE, SOMETIMES TRYING TO EXPLAIN THE UNKNOWN IS THE ONLY WAY TO KNOW HOW MUCH YOU UNDERSTAND IT
Deborah Ancona, Director MIT Leadership Centre
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Sensemaking often involves moving from the simple to the complex and
back again.
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SENSEMAKING’S CORE ELEMENTS AND STEPS
EXPLORING THE WIDER SYSTEM
▸ Seek out numerous sources of different type of quantitative and qualitative data.
▸ Involve a diverse range of people in trying to make sense of the data.
▸ Move beyond the obvious and the stereotypes. Try to understand nuances and develop empathy
▸ Get information from the front lines. Look for weak signals.
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SENSEMKING’S CORE ELEMENTS AND STEPS
CREATE A MAP OF THE SITUATION
▸ Do not simply apply your existing framework of thinking / assumptions. Let the framework develop from your understanding of the new situation.
▸ Use images, stories and metaphors to capture the key elements of the situation. Don’t be scared to show multiple sides to issues.
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SENSEMAKING’S CORE ELEMENTS AND STEPS
ACT TO CHANGE AND TO LEARN
▸ Learn from small experiments to see if something is working. Learn from mistakes and improve on the previous experiment (think rapid prototyping).
▸ People are constrained by the environment that they create for themselves. Be aware of the environment and its constraints.
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OPPORTUNITY MAPSNEW LOOK AT COMPETITIVE LANDSCAPE
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CRAFTING THE OPPORTUNITY MAP
▸ Often combined with sensemaking.
▸ Opportunity mapping is a convergent exercise that focuses on distilling and synthesizing all previously gathered knowledge and insights so that key patterns, themes and opportunity spaces can be defined, refined and explored.
▸ Creates a visual picture for an organization’s potential future projects and/or offerings.
▸ Think of it as the innovation equivalent of brand extension and/or expansion.
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BEFORE THERE ARE OPPORTUNITY MAPS…
CREATION OF OPPORTUNITY SPACES
▸ Unmet consumer needs
▸ Newly discovered consumer needs
▸ Unarticulated consumer needs
▸ Broad consumer aspirations
▸ Key gaps in the market
▸ Value drivers
▸ Market / industry intersections
▸ Enabling technologies
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CREATING OPPORTUNITY MAPS #1
▸ VALIDATION OF THEMES - Opportunity spaces are assessed against research and organisational appropriateness.
▸ FORMING COMBINATIONS - Loosely articulating opportunities through a combination and refinement of the information at hand. Making sense of it.
▸ DESCRIBING THE SPACES
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CREATING OPPORTUNITY MAPS #2
▸ TESTING - Opportunity spaces are tested against a common points scale to maintain consistency. Also must inspire a minimum number of product ideas.
▸ META MAPPING AND DESIGN - Once the spaces have been validated they are placed in collaborative proximity to one another creating the map.
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Ethnographic research & job mapping
Weak signals, sensemaking & opportunity mapping
Ideation & rapid prototyping
Business modelling
} Process
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IDEATIONNOT AS EASY OR EXCLUSIVE AS IT LOOKS
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CREATIVITY IS JUST CONNECTING THINGS. WHEN YOU ASK CREATIVE PEOPLE HOW THEY DID SOMETHING, THEY FEEL A LITTLE GUILTY BECAUSE THEY DIDN’T REALLY DO IT, THEY JUST SAW SOMETHING. IT SEEMED OBVIOUS TO THEM AFTER A WHILE.
Steve Jobs
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MANY OPTIONSWHEN IT COMES TO IDEATION, THERE ARE
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CORE IDEATION ACTIVITIES
▸ Group sharing of initial ideas developed during the previous phases.
▸ Ideation and concept refinement through critical and rational lens.
▸ Written descriptions of the idea emerging from ideation sessions.
▸ Idea / concept review and selection against clear objectives and criteria.
▸ Concept sketching to communicate the idea.
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RAPID PROTOTYPINGREFINING INNOVATION THROUGH IMPERFECTION
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PROTOTYPES EXPLORE THE SOLUTION SPACE. THEY MAY BE DIGITAL, PHYSICAL, OR DIAGRAMMATIC, BUT IN ALL CASES THEY ARE A WAY TO COMMUNICATE IDEAS.
Harvard Business Review
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THREE BROAD CATEGORIES OF PROTOTYPING
LOW-FIDELITY RAPID PROTOTYPE
▸ Representation of an idea that goes beyond a sketch, but clearly unfinished and rough.
▸ Brings people onto the same conceptual page.
▸ Used to inspire questions, further discussions and ideation.
▸ Usually explore and expand on ideas rather than reduce and evaluate them.
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THREE BROAD CATEGORIES OF PROTOTYPING
MID-FIDELITY RAPID PROTOTYPE
▸ Represents a narrowing down of an idea by incorporating feedback and knowledge from previous prototyping phases.
▸ Whilst still incomplete, it demonstrates the intended scale, style, proportion, functionality and user experience of an idea.
▸ Used to help reveal mistakes early and cheaply enough to reduce risks.
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THREE BROAD CATEGORIES OF PROTOTYPING
HIGH-FIDELITY RAPID PROTOTYPE
▸ Typically 3D CAD based renderings that establish a very clear picture of an idea.
▸ Allows designers to visualize alternatives such as material finishings and branding.
▸ Allows for hands-on testing.
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BUSINESS MODEL INNOVATION
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BUSINESS MODEL REDESIGN IS USUALLY THE RESULT OF STRATEGIC INNOVATION.
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SOMETIMES MAJORSOMETIMES THE REQUIREMENT IS MINOR
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INTERNALISING INNOVATIONPUTTING INNOVATION AT THE CENTRE
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WHO YOU GOING TO CALL?
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INTERNALISING INNOVATION
FOUR DISTINCT STEPS
▸ CREATE - Everything starts with an idea. It is about seeing beyond the status quo to new possibilities.
▸ MOBILISE - Ideas need to be effectively championed.
▸ REFINE - Ideas need to be challenged and refined.
▸ EXECUTE - Concentrate on brining the innovation to market.
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INTERNALISING INNOVATION
SEVEN TYPES OF PEOPLE #1
▸ IDEA GENERATORS - The team members responsible for that first idea are the ones who spark the engine of innovation.
▸ IDEA ASSEMBLER - The master tactician, the person who can connect the dots and see the idea and its potential in the most holistic way.
▸ INNOVATION CHAMPION - Tirelessly pushes the process and the team forward.
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INTERNALISING INNOVATION
SEVEN TYPES OF PEOPLE #2
▸ SPONSOR - Usually a senior person who has the power, position and personality to translate an idea into reality.
▸ PLUMBER - These are technical thinkers who make sure the innovation idea becomes functioning reality.
▸ FACILITATOR - Makes sure that project members and stakeholders stay on the same page and guides them through the organizational maze.
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INTERNALISING INNOVATION
SEVEN TYPES OF PEOPLE #3
▸ PROBLEM SOLVER - As experts in the problem solving process they are the team members who are always searching for ideas that will solve a particular business problem.
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INNOVATION TEAMSORGANISATIONAL STRUCTURE
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WHEN IT COMES TO ORGANISING FOR INNOVATION, THERE ARE ALMOST AS MANY CONFIGURATIONS AS THERE ARE DEFINITIONS FOR INNOVATION.
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ORGANISING FOR INNOVATION #1
▸ VIRTUAL INNOVATION TEAMS - Multi-disciplinary team mandated to identify innovation opportunities not tied to a specific project. Structure often suffers from insufficient collaboration and member bias.
▸ DISTRIBUTED INNOVATION KNOWLEDGE NETWORK - Network of “go to” persons with extensive specific knowledge. Assembled for specific tasks for the innovation undertaking
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ORGANISING FOR INNOVATION #2
▸ JOINT VENTURE INNOVATION UNIT - Common when two or more organisations collaborate on a specific opportunity. Most effective when teams bring unique and complementary capabilities.
▸ CORPORATE LEVEL INNOVATION TEAM - Similar to other C-Suite support teams. Typically small group with specialized skills. Provide corporate view and support.
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ORGANISING FOR INNOVATION #3
▸ BUSINESS UNIT INNOVATION TEAMS - Brand focused team often found within FMCG / CPG firms. Limited influence beyond brand and innovation experience often lacking.
▸ CROSS UNIT INNOVATION TEAMS - Dedicated teams comprising individuals from different departments assembled to move the innovation agenda into new markets.
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ORGANISING FOR INNOVATION #4
▸ INNOVATION SKUNKWORKS - A skunkwork is a loosely-organized innovation team that is virtually given carte blanche to explore any innovation research. Skunkworks are encouraged to innovate and are not subject to short-term financial requirements .
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WRAPPING UP