Digital Disruption: From Zero to Sixty
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The document discusses a strategic briefing on digital disruption featuring Neel Banerjee and Gene Ehrbar, focusing on its definition, significance in customer-focused innovation, and methods for fostering collaborative teams. Key themes include the emergence of digital disruption due to affordable tools, rapid market engagement by startups, and the necessity for enterprises to adopt innovative practices to remain competitive. The briefing also presents actionable steps organizations can take to harness digital disruption effectively.
Digital Disruption: From Zero to Sixty
- 1. A STRATEGIC BRIEFING Digital Disruption from Zero to Sixty With Neel Banerjee of Urban Airship And Gene Ehrbar of ISITE Design WENDESDAY, MARCH 19th AT 2PM EST.
- 2. In this briefing, you will learn: 1. What is Digital Disruption? 2. Why are customer-focused ideation techniques critical for driving new product development? 3. How can enterprise organizations foster collaborative innovation teams across the company? Hello and Welcome!
- 3. Our flight plan for today: • A Brief History of Innovation • Digital Disruption: Phenomenon, Practice, Mission • Q&A Agenda
- 4. What is Digital Disruption? A Brief History of Innovation
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- 8. (per Clayton Christensen, 1995) Innovation that creates a new market or value network, disrupting an existing market, and displacing an earlier technology. Disruptive Innovation
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- 10. (per James McQuivey, 2013) Innovation in an existing market that uses digital tools, methods, and infrastructure to fundamentally alter the delivery of a product or service, undercutting incumbent companies in the process. Digital Disruption
- 11. Why has Digital Disruption emerged? • Free/cheap digital tools • Radically reduced infrastructure costs • Overall reduced cost to engage customer Net result: small, new upstarts can compete with established market leaders quickly. Digital Disruption: As a Phenomenon
- 12. Image: James McQuivey, “Digital Disruption” Return on Innovation Digital Disruption leverages efficiencies to magnify the impact of innovation efforts.
- 13. Then vs. Now Disruptive Innovation Digital Disruption Product-Centric Customer-Centric Expensive, risky, slow-to-market Cheap, low-risk, fast-to-market/fail Take hold in niche markets first Can impact mainstream quickly Long product-development cycles Rapid ideation, iteration, delivery, and optimization Fax machine Mobile phone Email iOS app market Sharing economy (Uber, AirBnB) Crowdfunding
- 14. How can you achieve digital disruption and harness its power? Digital Disruption: As a Practice • “Build stuff customers actually want.” • “Innovate the Adjacent Possible.” • “Build. Test. Learn.” • “Avoid holding innovation efforts to executional standards.”
- 15. Process: • Start with market problem / user problem • Use real customers — don’t make them up • Create personas from real customers, and determine their motivations, passions, needs, wants • Get out of the office Start with the Customer
- 16. • For engineers and product designers, it can be difficult to separate the problem from the solution. • By following the Customer->Benefit path, we avoid settling on solutions prematurely Determine Benefit
- 17. • No need to know the outcome or even how to get there, just explore — get to the “stable next stage” • Not necessarily linear, or obvious • Expand step by step through adjacent possibilities • Best outcome, shortest time, lowest cost • Customer->Benefit->Strategy->Product The “Adjacent Possible”
- 18. • No need to know the outcome or even how to get there, just explore — get to the “stable next stage” • Not necessarily linear, or obvious • Expand step by step through adjacent possibilities • Best outcome, shortest time, lowest cost • Customer->Benefit->Strategy->Product The “Adjacent Possible”
- 19. Synthesis: The Product Vision Statement
- 20. “Fitbit for cars” • Commodity OBD-reader hardware • Commodity smartphones • Disruptive synthesis Example: Dash
- 21. Revolutionizing Transit Payments • First system-wide mobile pay-and-use • Leveraging commodity smartphones • Collaborative design/build process Example: Globesherpa
- 22. How can you convince your organization to try this? • Larger organizations naturally more risk-averse, wary of premature sharing of results with customers. • On the contrary, iteration & rapid prototyping can be seen as risk mitigation techniques — lowered initial cost, faster results, shorter path to validation. • Keep teams small • Cross organizational boundaries • Resist holding innovation efforts to executional standards. • Disrupt or be disrupted Digital Disruption: As a Mission
- 23. • Digital Disruption is happening right now, in every industry • The competitive landscape has been completely reshaped by the emergence of Digital Disruption • Companies of all types can use disruptive techniques to improve their customer experience • Lean Startup and Design Thinking methodologies can help inform disruptive efforts • Becoming a disruptive company requires a deliberate effort, that is likely outside of the usual scope of operations for enterprise companies Summing up…
- 24. Q&A Time!
- 25. Download a free ideation template at http://isitedesign.com/disrupt Thank you! Gene Ehrbar @pdxgene Neel Banerjee @nbanerje http://urbanairship.com