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The ADOPTS process and innovation methods „Mind of the
Customer‟ and „Persona Modeling‟

INDUSTRIALIZATION OF
INNOVATION

...
The Need for Process
   To be successful innovation must be more than
    just an individual endeavor
   Innovation is a...
The Front End Determines Success

    Discovery                           Development                                  Com...
Key Principles
       Start with      • Hold off on defining solutions
       Opportunities   • Seek evidence of unmet nee...
A Front-end Process




                                                                                           New Bus...
New Business Offerings
       Business Strategy


                           Strategic                                    ...
An “American Idol” Model of Discovery
          2 Rigorous, Iterative Discovery Process
1 All are                         ...
Case – Opportunities in a new domain
New Exploration
   Domain

                                                          ...
Opportunity Hypothesis (OH)
   What is                         Who cares?
   the need
   or desire?
                      ...
Case - Exploring Mobility




                          Community
                                 Drivers
             ...
Key Principles for Discovery



                   Wisdom of Crowds                                               Iteratio...
New Business Offerings
       Business Strategy

                           Strategic                                     ...
The Mind of the Customer™
Getting Beyond “Voice of the Customer”
                                                         ...
Adoption Dynamics
                    Persona Model                         How and why are perceptions
                  ...
Case - How do Drivers Feel Safe?
                                                  Technology
                           ...
Key Principles for Customer Insight



                    Robust and selected                                          In...
New Business Offerings
       Business Strategy
                           Strategic                                      ...
Insight into Demand Creation

      Customer insight
                            Personas

                               ...
Predictive Testing of Solutions
•   200+ Community members                   Personas        Ideas
•   100+ Engagements   ...
Case - Operating Room Experience
                                                  Technology
                           ...
Key Principles for Solutions



            Solution concepts based                                          Anchoring wit...
Questions?




                                                                                           New Business Off...
MAKING IT HAPPEN


        Copyright © 2008 Inovo Technologies Inc.
Becoming an Innovative Enterprise


         Pro-Innovation
           leadership


                  Process to
         ...
The Innovation Space
                               Expansion




                                                    Corp...
Innovation Dynamics

                                                                                  Increase
          ...
Effect of an Innovation Process
Assumptions                                              Baseline       Factor     Acceler...
Are You
   Distinguishing between opportunities and
    solutions?
       Because understanding needs and desires inform...
Are You
   Predicatively testing new concepts with your
    future customers?
       Because early insight into adoption...
The next steps
   How are you, as an individual, going to
    increase your innovation knowledge and
    skills?
   How ...
Copyright © 2008 Inovo Technologies Inc.
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Industrialization Of Innovation

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Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’

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Transcript of "Industrialization Of Innovation"

  1. 1. The ADOPTS process and innovation methods „Mind of the Customer‟ and „Persona Modeling‟ INDUSTRIALIZATION OF INNOVATION Copyright © 2008 Inovo Technologies Inc.
  2. 2. The Need for Process  To be successful innovation must be more than just an individual endeavor  Innovation is a set of knowledge and skills that can be learned and practiced The Technology of Innovation “Systematic innovation therefore consists in the purposeful and organized search for changes and in the systematic analysis of the Ad-hoc  Organized opportunities such changes Gut-feel  Disciplined might offer for economic Haphazard  Structured or social innovation” Opportunistic  Directed Peter Drucker Serendipitous  Purposeful Copyright © 2008 Inovo Technologies Inc.
  3. 3. The Front End Determines Success Discovery Development Commercialization Understand Design compelling Connect with customers. demand creation new offerings Create market pull Blockbuster „batting average‟ Increase the „home runs‟ Get more So-So Failure What you Determines do here success here Copyright © 2008 Inovo Technologies Inc.
  4. 4. Key Principles Start with • Hold off on defining solutions Opportunities • Seek evidence of unmet needs & desires Understand the minds of • Gain insight into motivation and behavior future • Capture insights using persona models customers Model to test solutions • Create compelling solution concepts before • Test using persona models development • Develop a portfolio of options Copyright © 2008 Inovo Technologies Inc. dd/mm/yy – RG/vs
  5. 5. A Front-end Process New Business Offerings Business Strategy Strategic Business Domains Hypothesis 5 Copyright © 2008 Inovo Technologies Inc.
  6. 6. New Business Offerings Business Strategy Strategic Business Domains Hypothesis Discovering unmet needs and desires ACTIVE DISCOVERY OF OPPORTUNITIES Copyright © 2008 Inovo Technologies Inc.
  7. 7. An “American Idol” Model of Discovery 2 Rigorous, Iterative Discovery Process 1 All are Insight using Welcome 4 “Wisdom of Crowds” Valuable 10,000 Asset Regional 164 Holly- 24 14 Televised Auditions wood Contests 5 Real Investment Begins Here Critical Feedback 6 3 Throughout the Process Copyright © 2008 Inovo Technologies Inc.
  8. 8. Case – Opportunities in a new domain New Exploration Domain 4 on to PTS Hypothesis Statement Profile Cycle Cycle Cycle 192 51 8 Starting Opportunity Opportunity Opportunity Sub-Domains Hypotheses Statements Profiles Copyright © 2008 Inovo Technologies Inc. 8
  9. 9. Opportunity Hypothesis (OH) What is Who cares? the need or desire? Why do they care? How much What are the do they care? alternatives? Copyright © 2008 Inovo Technologies Inc.
  10. 10. Case - Exploring Mobility  Community  Drivers  Municipalities  Researchers  Solutions  10 application areas  > 20 end-use products  3 new business models Copyright © 2008 Inovo Technologies Inc.
  11. 11. Key Principles for Discovery Wisdom of Crowds Iteration to focus and decision support shape opportunities Volume of opportunities discovered based on evidence of need or desire Copyright © 2008 Inovo Technologies Inc. dd/mm/yy – RG/vs
  12. 12. New Business Offerings Business Strategy Strategic Business Domains Hypothesis Finding what customers really want. Getting at the tacit, subconscious knowledge THE MIND OF THE CUSTOMER Copyright © 2008 Inovo Technologies Inc.
  13. 13. The Mind of the Customer™ Getting Beyond “Voice of the Customer” Mind of the Customer Depth of Motivation Insight Persona Modeling Increasing need to interpret the unmet Ethnography needs of customers Community Engagement Technology Roadmapping Trends Analysis Contextual Interviewing Needs Gap Surveys Immersion Programs Retail Exit Decreasing ability of Interviews Habits & Practices Surveys customer to articulate their unmet needs Voice of the Focus Groups Customer Incremental Distinctive Breakthrough Target Level of Innovation Copyright © 2008 Inovo Technologies Inc.
  14. 14. Adoption Dynamics Persona Model How and why are perceptions formed and changed? What can a Needs & Desires company do to affect perceptions Perception and influence acquisition behavior? How do Influence Adoption perceptions affect propensity to purchase at a specific time and place? Copyright © 2008 Inovo Technologies Inc.
  15. 15. Case - How do Drivers Feel Safe?  Technology  Drivers form perceptions of safety using much more than a vehicle‟s safety features  The most important effects are those that are directly experienced – 15 relevant effects dimensions  Community  20 Internal, 40 external individuals  Focus on knowledge-experience diversity  Solutions  More than 25 specific safety influence recommendations  10 existing vehicle features and programs assessed for effectiveness  Assessment of competitive offerings Copyright © 2008 Inovo Technologies Inc.
  16. 16. Key Principles for Customer Insight Robust and selected In-depth engagements to knowledge community uncover tacit knowledge and experience Synthesis of knowledge using Persona Models Copyright © 2008 Inovo Technologies Inc. dd/mm/yy – RG/vs
  17. 17. New Business Offerings Business Strategy Strategic Business Domains Hypothesis Creating solutions using knowledge of the customer and predicting their adoption dynamics PREDICTIVE TESTING OF SOLUTIONS Copyright © 2008 Inovo Technologies Inc.
  18. 18. Insight into Demand Creation Customer insight Personas Business potential Capture the Mind of the Customer™ New Solution Software Adoption Concepts Persona Model Dynamics $ Predict Adoption & Demand Creation Time A portfolio of Existing new options Reference Alternatives Examples of adoption Copyright © 2008 Inovo Technologies Inc.
  19. 19. Predictive Testing of Solutions • 200+ Community members Personas Ideas • 100+ Engagements Types of Satisfying Adopters Needs • 30 distinct personas Modeled • 4 Ideation sessions Concepts • 350+ ideas created Adoption Dynamics Solution • 24 concepts modeled Concepts • 11 identified as best Top Few Community Modeling Engagement Auction Building Community Members Source of knowledge & experience Copyright © 2008 Inovo Technologies Inc.
  20. 20. Case - Operating Room Experience  Technology  Process technology – the surgical procedure from admittance to recuperation  Service technology – the effects of the actions of all the various participants, nurses, doctors, administrators, equipment  Product technology – the effects of all the various machines, devices, equipment etc. Auctioned Value  Community $2,500  The entire surgical ecosystem from $2,000 the patient and the surgeon all the $1,500 way to the administrator and regulator $000 $1,000  Solution $500  New patient experiences resulting $0 from a combination of new process, SurgiStar UR Here ZipFix Iron Duh! Pampered 2000 Curtain Patient service and product concepts Copyright © 2008 Inovo Technologies Inc.
  21. 21. Key Principles for Solutions Solution concepts based Anchoring with reference on customer insight solutions to get plausible approximations Predictive modeling of adoption Copyright © 2008 Inovo Technologies Inc. dd/mm/yy – RG/vs
  22. 22. Questions? New Business Offerings Business Strategy Strategic Business Domains Hypothesis 22 Copyright © 2008 Inovo Technologies Inc.
  23. 23. MAKING IT HAPPEN Copyright © 2008 Inovo Technologies Inc.
  24. 24. Becoming an Innovative Enterprise Pro-Innovation leadership Process to Manage Innovation Copyright © 2008 Inovo Technologies Inc.
  25. 25. The Innovation Space Expansion Corporate Focus Growth Product New Business Creation and Reinvention Transformation Scope of Change Incremental Transformational Product and Best Practices Operational Operational Excellence Reinvention Operation Copyright © 2008 Inovo Technologies Inc.
  26. 26. Innovation Dynamics Increase Adoption Increase Compress Yield Speed Time Adoption Blockbuster ROI Fail Discovery Development Commercialization 26 Copyright © 2008 Inovo Technologies Inc.
  27. 27. Effect of an Innovation Process Assumptions Baseline Factor Accelerated Rate of idea generation (# per month) 0.75 10% 0.825 % of ideas that make it to NPD 10% 10% 11.0% % of NPD projects that make it through pipeline 90% 0% 90.0% % of commercial products that Fail to meet ROI goals 75% 10% 67.5% Meet ROI Goals 15% 10% 21.5% Greatly exceed ROI goals 10% 10% 11.0% Time in NPD (months) 12 10% 10.8 Time to midpoint on adoption curve (months) 24 10% 21.6 Cost to develop ($M) 1 0% 1 ROI Goal - Revenue at adoption midpoint ($M) 5 10% 5.5 200.0 180.0 Total Revenue - With Process 160.0 Total Revenue - No Process 140.0 120.0 100.0 80.0 60.0 40.0 20.0 0.0 Y1 Y2 Y3 Y4 Y5 Copyright © 2008 Inovo Technologies Inc.
  28. 28. Are You  Distinguishing between opportunities and solutions?  Because understanding needs and desires informs how to meet them.  Creating literally hundreds of new opportunity ideas in 2-3 months?  Because volume counts. It lets you cover the domain to find the best.  Using Personas to understand future customers?  Because understanding motivation reveals deeper insights than behavior. Copyright © 2008 Inovo Technologies Inc.
  29. 29. Are You  Predicatively testing new concepts with your future customers?  Because early insight into adoption leads to better decision making.  Using the „wisdom of crowds‟ to help with decision making?  Because having multiple perspectives improves the quality of the decision.  Actively building a knowledge community to learn about the future?  Because it‟s what‟s inside the minds of people that counts the most. Copyright © 2008 Inovo Technologies Inc.
  30. 30. The next steps  How are you, as an individual, going to increase your innovation knowledge and skills?  How are you, as a leader, going to create a culture and a climate of innovation?  How are you, as an implementer, going to take the next steps in improving your organization‟s innovation results? Be bold, Be specific, Be committed Copyright © 2008 Inovo Technologies Inc.
  31. 31. Copyright © 2008 Inovo Technologies Inc.
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