TIM STOCK SUMMER 2014 3
why do companies struggle with innovation?
past present future
let’s just do the same thing we did last time
TIM STOCK SUMMER 2014
stories
4
patterns
finding the “future of” our business
where do we invest?
signals
it comes down to what we choose to see and how we process that as action for the business
TIM STOCK SUMMER 2014 5
innovation and cognitive deficitsdepression is the inability to imagine a future
past present future
TIM STOCK SUMMER 2014 8
innovation is about risk
an idea that is not dangerous is unworthy of being called an idea at all. [Oscar Wilde]
TIM STOCK SUMMER 2014 9
The more original a discovery, the more obvious it seems afterwards. [Arthur Koestler]
innovation is about being predictive
TIM STOCK SUMMER 2014 10
Cinema is a matter of what’s in the frame and what’s out. [Martin Scorsese]
innovation is about choices
TIM STOCK SUMMER 2014
developing the “what if”building cognitive frameworks over just making more product
11
TIM STOCK SUMMER 2014
the difference between invention & innovation
12
innovation requires context to flourish
TIM STOCK SUMMER 2014
the difference between invention & innovationinnovation requires context to flourish
13
TIM STOCK SUMMER 2014
always see the human frameworkinnovation can’t be sustained if it is not in sync with people
14
@bryankramer
TIM STOCK SUMMER 2014
innovation requires imaginationas we mature our own cognitive bias gets in the way
15
TIM STOCK SUMMER 2014
innovation requires intelligencebuilding that imagination into the way you do business
16
people will use it it can be built
it can make money
DESIRABLE FEASIBLE
VIABLE
technology
revenue models
people
partners
systemstrends
TIM STOCK SUMMER 2014 17
finding where we fit into the story is critical understanding the narrative dynamics
past present future
TIM STOCK SUMMER 2014 18
whatthe structure of intelligent innovation
past present
changing context
emerging signals
$ :economics technology
societydata
patterns
evidence
what is changing?
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
19
whatthe structure of intelligent innovation
past present future
changing context
emerging signals
translate codes into actionable
insights
$ :economics technology
societydata
patterns
evidence
insights
platforms
TIM STOCK SUMMER 2014 20
what changes are impacting how things are made and consumedstep one: establish the dynamics for innovation
$
:
economy
tech
society
TIM STOCK SUMMER 2014 21
what in market and conceptual examples support these shiftsstep two: source and code signals
The Myth collection
TIM STOCK SUMMER 2014 22
define actions that make sense for the business step three: translate insights into an action framework
TIM STOCK SUMMER 2014
transformative intelligence to drive new storiesinnovation is about delivering in a way that makes all other choices dissolve
23
TIM STOCK SUMMER 2014 25
google search rewires our expectation on how the internet should work
2000s
TIM STOCK SUMMER 2014 25
google search rewires our expectation on how the internet should work
portalutility
2000s
TIM STOCK SUMMER 2014
premium economy redefines expectation in category
every other airline
27
1990s
TIM STOCK SUMMER 2014
premium economy redefines expectation in category
every other airline
27
economicalaspirational
1990s
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
28
the future of air travel
past present future
changing context
emerging signals
insightsdata
platforms
evidence
today
how can we expect consumers to evolve?
TIM STOCK SUMMER 2014 30
access to the internet rewires how interest and interaction works in buying beauty products
TIM STOCK SUMMER 2014 30
access to the internet rewires how interest and interaction works in buying beauty products
packagedexperiential
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
31
the future of beauty retailing
past present future
changing context
emerging signals
insightsdata
platforms
evidence
consumer knowledge
urbanism
educated consumer
return of physical retail
design in everything
how can we expect consumers to evolve?
TIM STOCK SUMMER 2014
trading up redefines expectation in category
33
standardizationpersonalization
1990s
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
34
the future of hotels
past present future
changing context
emerging signals
insightsdata
platforms
evidence
today
how can we expect consumers to evolve?
TIM STOCK SUMMER 2014 36
desire for customization rewires our expectation on how things work
commoditizationcustomization
2000s
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
37
the future of fashion retail
past present future
changing context
emerging signals
insightsdata
platforms
evidence
3D printing
consumer knowledge
urbanism
educated consumer
return of physical retail
design in everything
mobile
today
how can we expect consumers to evolve?
TIM STOCK SUMMER 2014 39
transparency rewires our expectation on what food should be
fast & cheaptransparent
2000s
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
40
the future of fast food
past present future
changing context
emerging signals
insightsdata
platforms
evidence
consumer knowledge
urbanism
educated consumer
how can we expect consumers to evolve?
today
TIM STOCK SUMMER 2014 42
always on rewires how we watch and share media
time basedinterest based
2000s
TIM STOCK SUMMER 2014
near term
what can I do to leverage this?
long term
what can I do to leverage this?
43
how can we expect consumers to evolve?the future of television
past present future
changing context
emerging signals
insightsdata
platforms
evidence
TIM STOCK SUMMER 2014
stories
44
patterns
finding the “future of” our business
where do we invest?
signals
it comes down to what we choose to see and how we process that as action for the business
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