Innovation Tools & Processes | 2016
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The document outlines tools and processes for innovation, focusing on ethnographic research, job mapping, weak signal detection, sensemaking, and opportunity mapping. It emphasizes the importance of understanding customer needs, fostering creativity through ideation and rapid prototyping, and innovating business models to internalize innovation within organizations. Various team structures for facilitating innovation are also discussed, highlighting the roles of different team members and their contributions to the innovation process.
Innovation Tools & Processes | 2016
- 1. TOOLS & PROCESSES GTP INNOVATION WORKSHOP
- 2. THE TOOLS HOW TO THE THEORY TELLS US WHAT TO DO
- 3. TO PREVENT THIS NOT GOING THROUGH TOOLS IN DEPTH
- 5. BUT YOU PROBABLY STILL HAVE TO CALL THE EXPERTS
- 6. DESIGN THINKING ROAD WE ARE GOING DOWN THE
- 7. it covers the other theories…
- 8. Ethnographic research & job mapping Weak signals, sensemaking & opportunity mapping Ideation & rapid prototyping Business modelling } Process
- 11. BLINKERED RESTRICTED BY 4 BRAND QUESTIONS
- 12. ETHNOGRAPHIC RESEARCH IS THE ART AND SCIENCE OF TELLING STORIES ABOUT PEOPLES’ STORIES.
- 13. IT’S A GREAT WAY TO DEVELOP BIG INSIGHTS, DECODE BEHAVIOURS, UNDERSTAND CONTEXT AND LOCATE UNMET, UNARTICULATED HUMAN NEED
- 14. 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.
- 15. JOB MAPPING KEY TO SUCCESSFUL INNOVATION IS
- 16. 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.
- 17. 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.
- 18. 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.
- 19. 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.
- 20. LOOK FOR WEAK SIGNALS TO ANTICIPATE THE FUTURE
- 21. THE SHIP HAS SAILED THE PROBLEM WITH TRENDS IS THAT
- 22. 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
- 24. 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.
- 25. SENSEMAKING TACKLING THE UNKNOWN THROUGH
- 26. 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
- 27. Sensemaking often involves moving from the simple to the complex and back again.
- 29. 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.
- 30. 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.
- 31. 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.
- 32. OPPORTUNITY MAPS NEW LOOK AT COMPETITIVE LANDSCAPE
- 33. 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.
- 38. 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
- 39. 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
- 40. 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.
- 41. Ethnographic research & job mapping Weak signals, sensemaking & opportunity mapping Ideation & rapid prototyping Business modelling } Process
- 42. IDEATION NOT AS EASY OR EXCLUSIVE AS IT LOOKS
- 43. 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
- 44. MANY OPTIONS WHEN IT COMES TO IDEATION, THERE ARE
- 45. 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.
- 46. RAPID PROTOTYPING REFINING INNOVATION THROUGH IMPERFECTION
- 47. 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
- 48. 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.
- 49. 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.
- 50. 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.
- 52. BUSINESS MODEL REDESIGN IS USUALLY THE RESULT OF STRATEGIC INNOVATION.
- 53. SOMETIMES MAJOR SOMETIMES THE REQUIREMENT IS MINOR
- 54. INTERNALISING INNOVATION PUTTING INNOVATION AT THE CENTRE
- 55. WHO YOU GOING TO CALL?
- 56. 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.
- 57. 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.
- 58. 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.
- 59. 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.
- 61. WHEN IT COMES TO ORGANISING FOR INNOVATION, THERE ARE ALMOST AS MANY CONFIGURATIONS AS THERE ARE DEFINITIONS FOR INNOVATION.
- 62. 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
- 63. 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.
- 64. 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.
- 65. 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 .
- 66. WRAPPING UP