C7ce6e79 9653-42fb-9ee7-ac0cd1f8c1b5-150827185257-lva1-app6891
0 likes509 views
Jeneanne Rae, CEO of Motiv Strategies, is recognized for her expertise in service innovation, leveraging her Harvard MBA and experience at IDEO to help companies enhance consumer experiences. She co-founded Peer Insight, a consortium that facilitates innovation among its members by conducting audits and sharing insights on service innovation, with notable clients including HP and Mastercard. Rae's work emphasizes the importance of interaction with customers to drive innovation in services, a field she argues is often neglected compared to tech companies.
C7ce6e79 9653-42fb-9ee7-ac0cd1f8c1b5-150827185257-lva1-app6891
- 1. What is the Value of Jeneanne Rae CEO, Motiv Strategies McDonough School of Business February 11, 2015 ?
- 2. Confidential report provided courtesy of Peer Insight. Please do not copy or distribute. SPECIALREPORT GET CREATIVE! MEET THE INNOVATION GURUSEpiphanies for hire: When it comes to out-of-the-box thinking, these are the Magnificent Seven BUSINESSWEEK SPECIAL REPORT THE COACH Jeneanne Rae Peer Insight, Alexandria, Va. J ENEANNE RAE IS the doyenne of service innovation. With her Harvard University MBA and seven years at IDEO, the Palo Alto (Calif.) design-strategy powerhouse, Rae is carving out a niche in showing service companies how to innovate. She co-founded Peer Insight LLC, a service innovation con- sortium, in which members pay a fee for Rae to run innovation audits. Using Peer Insight as a confidential intermediary (it alone knows the origin of specific information), members then share in the successes and failures of the group and benchmark their progress. With Rae acting as an innovation coach, the goal is to help service companies understand how to shape their con- sumers’ experiences. She uses design principles to rethink company strategies. Peer Insight so far has signed up seven companies as charter members – Diebold, Hewlett-Packard, MasterCard International, Siebel Systems, Siemens, Starwood Hotels & Resorts, and York International. Peer Insight has also done innova- tion research for 37 other companies, from FedEx to T-Mobile. According to Rae, there is little innovation in services. Service companies have good brand and marketing people, she says, but there’s no one in charge of innovation. “They’re like tech companies,” adds Rae. “They come up with new things and just launch them at consumers. They don’t get that it’s all about interacting with customers first and then giving them great experiences.” One exception is Starwood, which has a Chief Creative Officer. Rae also serves as an adviser to Procter & Gamble Co.’s Claudia Kotchka and other inno- vation leaders. And her course, Developing New Products and Services, at Georgetown University’s McDonough School of Business, is hugely popular. Rae, along with most of these gurus, will be a columnist for BusinessWeek’s online Innovation & Design portal. There she will discuss the 17 disciplines that can be used as an innovation scorecard for service companies. August 1, 2005 | BusinessWeek | 79
- 3. Design
- 4. Design is difficult to define
- 5. Design is" tricky to measure
- 6. Design is difficult to isolate as a function.
- 7. ENVIRONMENTAL DESIGN SOFTWARE DESIGN FASHION DESIGN USER EXPERIENCE DESIGN STRATEGIC DESIGN GRAPHIC DESIGN INTERIOR DESIGN SOUND DESIGN CUSTOMER EXPERIENCE DESIGN INFORMATION DESIGN INDUSTRIAL DESIGN INTERFACE DESIGN TYPOGRAPHIC DESIGN COMMUNICATION DESIGN PRODUCT DESIGN Design is multifaceted SERVICE DESIGN
- 8. But for those companies that get it…
- 9. Design pays off © DMI/Motiv Strategies 2014 dmi.org/value | motivstrategies.com 228% $0 $10,000 $20,000 $30,000 $40,000 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 Design Value Index S&P 500 Design Value Index vs. S&P 500 Apple Ÿ Coca-Cola Ÿ Ford Ÿ Herman-Miller Ÿ IBM Ÿ Intuit Ÿ Newell Rubbermaid Ÿ Nike Ÿ P&G Ÿ Starbucks Ÿ Starwood Ÿ Steelcase Ÿ Target Ÿ Walt Disney Ÿ Whirlpool
- 10. 10+ years publicly traded Scale of design Investment Org. Structure Design Leadership Senior-level commitment Design Value Index Criteria
- 11. What does all this mean? Design is recognized" as a key strategic enabler
- 12. Great design needs power & influence #1
- 13. #2 Great design requires great resourcing
- 15. Design is a function like any other …But also not. #4
- 16. To make design a key strategic enabler: Power and influence Great resourcing Strong brand Managed as a unique business function
- 17. Questions?
- 18. Thank you Jeneanne Rae Founder, Motiv Strategies jeneanne@motivstrategies.com