LEARNING + LEADING INNOVATIONisistudio.com/InnovationPrimer.pdf1) Mitigates risk 2) Allows you to...

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INNOVATION PRIMER

L EA R N I N G + L EA D I N G

INNOVATION

M ARRIOT T INTERN ATION AL

WHAT DOES INNOVATIONMEAN TO ME?

LEARNINGINNOVATION

LEADINGINNOVATION

METHODS + TOOLS

CONTENTS

Culture of Innovation ................................ 8

An Innovation Mindset .......................... 10

Spectrum of Innovation ........................ 12

Design Thinking ...................................... 16

5 Innovation Skills .................................. 18

ISI Innovation Process + Tools ............ 20

Your Role in Innovation ......................... 54

Resources ................................................ 57

[ self-directed ]

MARRIOTT INTERNATIONAL. PROPRIETARY AND CONFIDENTIAL. FOR INTERNAL USE ONLY. / 2 MARRIOTT INTERNATIONAL. PROPRIETARY AND CONFIDENTIAL. FOR INTERNAL USE ONLY. / 3

CULTURE OF INNOVATION

AN INNOVATION MINDSET

SPECTRUM OF INNOVATION

LEARNINGINNOVATION

WHAT ISINNOVATION?

“the introduction of something new”Merriam-Webster Dictionary

“the profitable implementation

of strategic creativity”Elaine Dundon, The Seeds of Innovation

INNOVATION HAS TO BE OWNED BY ALL OF US.”

— ARNE SORENSON


WHAT IS A CULTURE OF INNOVATION?

WHYA culture of innovation is open to new thinking and

experimentation with new ideas that generate exceptional guest experiences and business value.

Innovative organizations cultivate the talent, processes, and systems necessary to expand and evolve

their business forward.

OBJECTIVEActivate a strategy and approach for building a culture

of innovation, in order to:

1) Differentiate our Brands2) Deliver New Products, Services and Business Models

3) Gain Competitive Advantage

A culture of innovation is

OPEN TO NEW THINKING and experimentation.


More than a buzzword,

INNOVATION IS A

MINDSET, PRACTICE + OUTCOME

critical to consumer relevance and sustained competitive advantage.

ADOPTING AN INNOVATION MINDSET

CUSTOMER-FOCUSED CREATIVE

PROTOTYPE-DRIVEN ENTREPRENEURIAL

COLLABORATIVE QUESTIONING

suggests the following behaviors:


SPECTRUM OF INNOVATION

The spectrum of innovation allows us to understand the correlation between innovation tier, investment risk,

product and service offerings, and potential outcomes in terms of loyalty and competitive advantage.

This enables us organizationally to better align, design and calibrate our innovation efforts.


DESIGN THINKING

5 INNOVATION SKILLS

ISI INNOVATION PROCESS + TOOLS

METHODS + TOOLS

Design thinking is a proven approach that puts a focus on the consumer. As a result, the solutions that result better meet a customer need, as well as operational

and financial expectations.

CONSUMER

CON S UM E R F I N A N C I A L

O P E R A T I O N A L

THE DESIGN THINKING APPROACH

OPERATIONAL

FINANCIAL

DESIGN THINKING TO INNOVATE

HOW CAN A HOTEL BECOME A SPACE OF POSSIBILITY?[ self-directed ]


CHALLENGING common wisdom with the power of

provocative questions.

Carefully WATCHING the world in order to scrutinize common

phenomena.

CONNECTING seemingly unrelated questions, problems,

or ideas.

TRYING new experiences and piloting new ideas, continuously testing, learning and iterating.

SEEKING feedback from individuals who vary wildly in their backgrounds and

perspectives.

These five ‘discovery skills’ are core to Design Thinking and enable entrepreneurs to uncover,

develop and monetize big ideas.

5 INNOVATION SKILLS


1 2

IMMERSION INSIGHTS STRATEGY

3 4 5

DESIGN DELIVERY

*THE FRONT-END OF THE MARRIOTT INTERNATIONAL I2M/INNOVATION TO MARKET PROCESS.

Leading design and innovation firms and corporate groups are employing these approaches to uncover options for growth and innovation.

INNOVATION HAPPENS BY DOING, OBSERVING + ITERATING.

ISI INNOVATION PROCESS*


ISI INNOVATION PROCESS* TOOLS

1 2

IMMERSION INSIGHTS STRATEGY

3 4 5

DESIGN DELIVERY

analogous research

fieldwork

business opportunity

briefs

narrative

storytelling

brainstorming

synthesis

concepting

prototyping

partnerships

experimentation

hand-offdecision-making

*THE FRONT-END OF THE MARRIOTT INTERNATIONAL I2M/INNOVATION TO MARKET PROCESS.

Intuitive and simple to use, these tools support every step of our ISI innovation process,

accelerating and enriching outcomes.


Structured immersion aligns us on objectives, grounds us in what’s important, and inspires us to generate new options.

FIELDWORK ANALOGOUSRESEARCH

EXAMPLES:Future TrendsConsumer InterviewsCompetitive Research EXAMPLES:

Business GoalsHotel Processes

Brand Objectives

EXAMPLES:Financial Performance

Profit Margins

1

OPERATIONAL

FINANCIAL

IMMERSETHROUGH THESE FINDINGS


CONSUMER

Is a method used to gather information from consumers by capturing stated needs and

observing unstated needs.

It helps us build our fact base, and our observations can then be translated into insights.

Fieldwork captures both consumer needs (what they want)

and behaviors (what they do).

HOW DO YOU OBSERVE CUSTOMERS TODAY?[ self-directed ]

FIELDWORK


4 TIPS forOBSERVATION

1) Be open to new ways / places

2) It’s about what you see, not what you think

3) Observe the people and the environment

4) Take notes, pictures, and sketch to remember

FIELDWORK

1) Identify who

2) Build rapport

3) Listen 90%, talk 10%

4) Evoke stories and ask open-ended questions

5) Ask why

6) Ask for sketches for better visualization

7) Take notes

7 TIPS forINTERVIEWING


ANALOGOUS RESEARCH

Analogous Research takes us outside our usual observations to look at trends and get inspiration to look at things in

a new way.

2 WAYS Analogous Research is helpful:

1) Provides inspiration early on

2) A change in perspective is good when you have a hunch

Analogous Research is about finding the place, then using Fieldwork to

capture observations. TESLAVIRGIN GALACTIC

MUSEUMSRETAIL

LIBRARIESCUSTOM CLOSETS

FURNITURE MANUFACTURERSHIGH-END KITCHEN DESIGNERS

OTHER HOTELS,AIRBNB

RESIDENTIAL CONDOS& APTS.

[ EXAMPLE ]

WHAT PLACES COULD YOU VISIT TO CONDUCT ANALOGOUS

RESEARCH FOR GUEST ROOM DESIGN?


2With internal and external collaborators,

we take findings from immersion and translate them into opportunities.

SYNTHESIS BRAINSTORMING

1) Framed with a customer voice

2) From a mix of hard and soft data

3) “Springy” so lots of ideas come to mind quickly

INSIGHTSSHOULD BE:


WHAT IS SYNTHESIS? Synthesis is the process of taking lots of

seemingly unconnected stories and insights and grouping them into themes and patterns.

It’s a messy and long process - aggregating, editing, condensing data and thoughts to create

a clear direction for ideation.

Great synthesis helps us translate insights into opportunities.

IMMERSION DATA

SYNTHESIS

INSIGHTS OPPORTUNITY

SYNTHESIS

1) Use diverse inputs. Mix the hard (facts / figures)

with the soft (stories, observations, quotes).

2) Dig deeper. Always ask ‘why?’ to reveal deeper

meanings and hidden solutions.

3) Edit & filter. Be prepared and willing to let go of ideas.

4) Tidy up your space. Keep important notes front and center.

WHEN TO USESYNTHESIS

SYNTHESIS

4 TIPS forSYNTHESIS


The best way to have a good idea is to have lots of ideas. This is something we already do, but there are ways

to make it more fruitful. Conducting a really good brainstorm involves lots of discipline and takes a fair

amount of preparation.

Make sure to use brainstorming on a regular basis—not just to search for

the next “big idea.”

BRAINSTORMING

6 STEPS toSUCCESSFUL

BRAINSTORMING1) The warm up

2) Frame up the challenge

3) Generate ideas individually

4) Post and group like ideas; team collaboration

5) Prioritize and rank

6) Report out and vote


3Bring back your original business objectives, now with a fresh lens on consumer insights and ideas. This should be the intersection of what could be /

what should be and our strategic objectives.

During prioritization, consider how your concepts meet the original business goals.

Do the ideas address a consumer need?

Do the ideas provide a differentiated experience?

PRIORITIZATION

A decision matrix is a simple framework to help figure out focus areas to suit a business need.

OPPORTUNITY

BUSINESS OBJECTIVESDoes it align with the mission, vision, project goals,

financial, PR, etc...

Does it align with our insights?

PRIORITIZATION(METHOD USED IN STRATEGY)

CREATING ADECISION MATRIX


Selected concepts go through detailed design and more refined or involved prototyping such as

full-scale mock-ups and renderings.

CONCEPTING EXPERIMENTATIONPROTOTYPING

IMMERSION INSIGHTS

FIELDWORK ANALOGOUS RESEARCH SYNTHESIS BRAINSTORMING

1 2

4

USING DESIGN toBUILD OUT AN IDEA

CONCEPTING

EXPERIMENTATION

PROTOTYPING

BRAINSTORMING


A concept is a key idea from the insights chosen to be built out. This helps us clarify the value

to the customer and the brand.

With additional details, we can better update or involve other stakeholders, identify the unknowns, and determine how to proceed.

1) NAME: Simple, memorable, and conveys feeling

2) VISUAL: A clear, visual representation that sticks with the viewer

3) RESEARCH AND INSIGHTS: What insights does the idea ladder up to? What need does it serve?

4) CONSUMER EXPERIENCE: How does this work from a consumer lens? Why is it compelling?

5) ATTRIBUTES: What are the major features?

6) OPERATIONAL CONSIDERATIONS: How will this work? What other things need to be considered to make it happen?

ANATOMY OF A CONCEPT SHEET

CONCEPTING


Prototypes need to be built enough to evoke the desired experience, but shortcuts can be taken to test out the idea.

RAW PERFECT

PROTOTYPE

5 TIPS forPROTOTYPING

1) STORYBOARD IT: Imagine how a customer would interact with the idea.

2) BE CREATIVE AND VISUAL:

Envision the scenario through drawings and mock-ups. 3) EXPERIMENT:

Use low-resolution materials to quickly assemble a prototype for people to react to.

4) ITERATE AGAIN AND AGAIN: Try, learn, and try again. The best prototypes change consistently and significantly over time.

5) BE PREPARED TO SHARE: Tell the story to help develop your thoughts and build on the idea.

PROTOTYPING(METHOD USED IN DESIGN)

PROTOTYPING

SHOULD BE:

1) Low cost

2) Quick

3) Visual

BENEFITS:

1) Mitigates risk

2) Allows you to refine

3) Expresses your idea

4) Allows room to iterate

5) Requires minimal investment

6) Can be done by anyone

PROTOTYPING


Introducing a new idea as an experiment allows us to test its viability and show others what’s possible.

It also makes us more agile and will get us to the best solution faster.

A Proof-of-Concept (POC) is an initial trial version of

a product or service.

POCs: Measure how an idea meets customer needs

Make us more agile to get to the best solution fasterAllow us to measure and learn in real environments

Help improve the customer experience or generate value

1) ENGAGE OTHERS:

Start by enlisting people who are already on board to participate. Once they have seen that their idea provides value, test the idea with people more skeptical.

2) START SMALL: Scale your experiment down to minimize the risk - start with an hour, a single customer, a single shift.

3) GO FOR QUANTITY: Introduce multiple variations on your idea simultaneously so people understand that some directions will fail, while others can evolve.

4) BE PREPARED TO SHARE: Use constructive feedback to improve an idea for the next round.

4 TIPS forEXPERIMENTATION

EXPERIMENTATION


Come up with simple measures to see if the idea is

working or not. Think about the business goals, as well as

the brand, consumer, operations, and financial impacts.

CATEGORY THOUGHT STARTERS

BRAND - differentiate the brand?

- generate buzz?

CONSUMER - new and relevant?

- enhance the customer experience?

- resolve pain points?

OPERATIONAL - executable by operations?

FINANCIAL - generate revenue?

- increase profit?

DEFINE A FEW METRICS YOU WOULD MEASURE DURING EXPERIMENTATION.

EXPERIMENTATION


[ self-directed ]

Proof-of-Concept learnings are incorporated into the plan

as we document how to deploy a new program.

Giving our collaborators the information they need to realize the initiative is

crucial to our success.

A crucial part of the process is when we hand off our work.

Hand-off should happen when there is a viable product

that needs to be scaled for pilot.

It’s vital that we know how and what to communicate

about our work, so that the core of the idea doesn’t

get lost in translation.

5

HAND-OFF

HAND-OFF (METHOD USED IN DELIVERY)

Things to COMMUNICATE AT HAND-OFF

1) CORE ELEMENTS: Key characteristics of the project

2) GUIDING INSIGHTS: Observations and key learnings

3) KEY PRINCIPLES: Core truths used throughout the design process

4) ROAD-MAP: Requirements for now, how to add later


YOUR ROLE IN INNOVATION

RESOURCES

LEADING INNOVATION

Innovation is a driver for personal, professional and organizational growth, ultimately unlocking shareholder value for our company.

Action innovation now by following these easy steps:

1) SHARE WHAT YOU’VE LEARNED with your teams; become an innovation advocate.

2) ACTIVATE YOUR NEW SKILLS and apply them to solving business challenges.

3) INSPIRE YOUR TEAMS and multiply the value of innovation across the organization.

4) DRIVE OUR BUSINESS FORWARD by continually,

learning, challenging and leading innovation.

LEARNING + LEADING INNOVATION

TAKES COURAGE AND HARD WORK

As innovators and advocates for innovation, we need

to encourage and amplify a culture of innovation across

our organization globally.

An innovation mindset promotes openness to new thinking,

experimentation and constant learning, allowing us to

understand and respond quickly to change. Applying the

spectrum of innovation allows us to calibrate our innovation

efforts relative to risk vs reward.

Design thinking intersects consumer, operational and

financial needs for more focused, impactful outcomes.

Our simplified innovation process and tools speed and

magnify new ideas and business value.

4 STEPS toLEADING INNOVATION

YOUR ROLEIN INNOVATION


WHAT I’VELEARNED

[ self-directed ]


An innovation discipline, internal to Marriott

International, focused on delivering new products,

services and experiences that differentiate our

brands and drive competitive advantage.

Information contained in this Innovation Primer

may be found on www.isistudio.com

(password: innovation), together with case

studies and other materials.

For additional questions, feel free to email

[email protected].

insight, strategy + innovation


NOTES

SUCCESS IN INNOVATION IS ULTIMATELY ABOUT HOW QUICKLY WE CAN LEARN.”

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