Idea Camp Idea Framework

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Its all about what an IDEA should Ideally be like.
#ideacamppune

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Idea Camp Idea Framework

  1. 1. Idea Framework from thoughts to things January 17, 2009
  2. 2. 4 Frameworks in 15 short minutes <ul><li>Idea Validation </li></ul><ul><li>Platform Rules </li></ul><ul><li>Wicked Problems </li></ul><ul><li>People Focus </li></ul>
  3. 3. Ideas should … <ul><li>Provide potential access to a wide variety of possibilities than only one </li></ul><ul><li>Make a significant contribution to the perceived customer benefits of the end product or service </li></ul><ul><li>Be difficult for competitors to imitate </li></ul>
  4. 4. Winning the future NEW UNEXPLOITED OPPORTUNITIES Source: Blue Ocean Strategy Needs Created Not Served The existing battleground for market share Needs Expressed Served
  5. 5. Eliminate / Reduce / Raise / Create Reduce Which factors should be reduced well below the industry’s standard? Eliminate Which of the factors that the industry takes for granted should be eliminated? Create Which factors should be created that the industry never offered? Raise Which factors should be raised well above the industry’s standard? Drop cost structure Lift buyer value A new value curve
  6. 6. Paanwala
  7. 7. Paanwala
  8. 8. What not to work on …
  9. 9. Why? <ul><li>Ketchup Packets are poorly conceived </li></ul><ul><li>Frustrating to use </li></ul><ul><li>Why not? </li></ul><ul><li>Makes no financial sense </li></ul>
  10. 10. Product Platform <ul><li>Set of subsystems and interfaces that form a common structure from which a stream of derivative products can be efficiently developed and produced. </li></ul>
  11. 11. Top innovations of all time —an arguable list <ul><li>Weapons </li></ul><ul><li>Mathematics and the number zero </li></ul><ul><li>Money </li></ul><ul><li>Printing </li></ul><ul><li>Free markets and capital markets </li></ul><ul><li>Domesticated animals and agriculture </li></ul><ul><li>Property ownership </li></ul><ul><li>Limited liability </li></ul><ul><li>Participative democracy </li></ul><ul><li>Anesthetics and surgery </li></ul><ul><li>Vaccines and antibiotics </li></ul><ul><li>Semiconductors </li></ul><ul><li>The Internet </li></ul><ul><li>Genetic sequencing </li></ul>Note: All of these are platforms… They transcend enterprises, industries, and political borders.
  12. 12. Business Model Innovation produit Gestion des relations-clients Gestion des infrastructures Aspects financiers Financial aspects HOW MUCH? What is the revenue model? the profit model? designed to last? WHO? How to manage relationships with customers, satisfy them and generate revenues to be on the winning side? Customer Relationship WHAT? What is the scope of products and services, its value (its benefits) for the customer, the capabilties to deliver them in an innovating way? Offering HOW? How to organize the infrastructure, its resources, the knowledge and the structure of resulting costs, manage the value chain and processes, build alliances to achieve performance? Infrastructure logistics Financial aspects HOW MUCH? What is the revenue model? the profit model? designed to last? Financial aspects HOW MUCH? What is the revenue model? the profit model? designed to last?
  13. 13. Wicked Problems <ul><li>Each attempt to create a solution changes the understanding of the problem </li></ul><ul><li>Always occur in a social context </li></ul><ul><li>Most projects in organizations -- and virtually all technology-related projects these days -- are about wicked problems </li></ul><ul><li>Indeed, it is the social complexity of these problems , not their technical complexity, that overwhelms most current problem solving and project management approaches </li></ul>
  14. 14. Solution <ul><li>Focus on People </li></ul>&quot;One most unfortunate product is the type of engineer who does not realize that in order to apply the fruits of science for the benefit of mankind, he must not only grasp the principles of science, but must also know the needs and aspirations, the possibilities and the frailties, of those whom he would serve.&quot; -- Vannevar Bush
  15. 15. Understand the People <ul><li>How do people work? </li></ul><ul><ul><li>task analysis, interviews, & observation </li></ul></ul><ul><li>How do people think? </li></ul><ul><ul><li>understand human cognition </li></ul></ul><ul><ul><li>observe users performing tasks </li></ul></ul><ul><li>What does people need? </li></ul><ul><ul><li>observe </li></ul></ul>
  16. 16. Who are the people? <ul><li>Not as obvious as you think: </li></ul><ul><li>those who interact directly with the product </li></ul><ul><li>those who manage direct users </li></ul><ul><li>those who receive output from the product </li></ul><ul><li>those who make the purchasing decision </li></ul><ul><li>those who use competitor’s products </li></ul><ul><li>Three categories of user (Eason, 1987): </li></ul><ul><li>primary: frequent hands-on </li></ul><ul><li>secondary: occasional or via someone else </li></ul><ul><li>tertiary: affected by its introduction, or will influence its purchase </li></ul>
  17. 17. Finally - Be T-Shaped <ul><li>Depth in one area; breadth in many </li></ul><ul><li>The vertical leg of “T” describes principle skill </li></ul><ul><li>The horizontal leg of “T” describes ancillary skills </li></ul><ul><li>“ I” shaped people only understand their own function </li></ul><ul><li>“ T” shaped people understand the process they are part of and also their functional strengths </li></ul>
  18. 18. Thank You !!! call +91 – 9921378687 or email – hrridaysh@elephantversity.com

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