InnoFuture Presentation 2008

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This is the presentation I gave at the 2008 InnoFuture conference in Melbourne.

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InnoFuture Presentation 2008

  1. 1. Design Thinking: A Better Path to Innovation InnoFuture, Melbourne, Australia 2008 nathan.com/thoughts/InnoFuture.pdf
  2. 2. Why innovate?
  3. 3. Why innovate?
  4. 4. Why innovate? Paths to Growth: • Increase operational efficiencies • Sell-off assets • Mergers and acquisitions • Initial Public Offerings •“Rebranding” • Innovation
  5. 5. Why innovate? Paths to Organic, Lasting Growth: • Increase operational efficiencies • Sell-off assets • Mergers and acquisitions • Initial Public Offerings •“Rebranding” • Innovation
  6. 6. What is innovation?
  7. 7. What is innovation? Forms of innovation: • Better offerings and experiences • Better processes • Better organizations
  8. 8. What is innovation? Forms of innovation: • Better offerings and experiences • Better processes • Better organizations
  9. 9. What is innovation? Forms of innovation: • Better offerings and experiences • Better processes • Better organizations • A better world
  10. 10. Why can’t most organizations innovated effectively?
  11. 11. What’s the right context for innovation?
  12. 12. What’s the right context for innovation? Marketing = inhale Sales, PR, Advertising, etc. = exhale
  13. 13. What’s the right context for innovation? Qualitative + Quantitative
  14. 14. What’s the right culture for innovation?
  15. 15. What’s the right culture for innovation? Structured Innovators (18%): Dynamic Innovators (39%): • Formal process • Strategy guides process • Led from the middle • Led from top • Low collaboration • Cross functional teams • Analytic evaluations • Collaborative • Iterative • Creative environment • Risks minimized • Rational inspiration • Risk-taking is accepted Creative Innovators (26%): • “Big Ideas” inspire Ad Hoc Innovators (10%): • Led from the top • Accidental innovation • Often haphazard process • Innovation not valued • Focus on creativity • Creativity not valued • Risk-taking is accepted • Haphazard process Innovation Outsourcers (8%): • Relies on consultants • Acquires innovation Cheskin, 2005 • Focus on marketing/PR
  16. 16. Why aren’t organizations creative enough?
  17. 17. Why aren’t organizations courageous enough?
  18. 18. Why should innovation be sustainable?
  19. 19. Why should innovation be sustainable?
  20. 20. Why should innovation be meaningful?
  21. 21. Function (Performance): Does this do what I need?
  22. 22. Price (Value): Does this do what I need at a price that’s worth it?
  23. 23. Emotions (Lifestyle): Does this make me feel good?
  24. 24. Status/Identity (Values): Is this me?
  25. 25. Meaning (Reality): Does this fit into my reality?
  26. 26. Core Meanings: Accomplishment Harmony Beauty Justice Creation Oneness Community Redemption Duty Security Enlightenment Truth Freedom Validation Wonder
  27. 27. Meaning:
  28. 28. Experiences: Duration Initiation Immersion Intensity Conclusion Reflex Triggers Continuation Habit Senses: Engagement Sight Sound Smell Taste Touch Cognitive: Breadth Concepts Product Symbols Service Brand Name(s) Channel/Environment (Space) Promotion Price Interaction Significance Passive Meaning Active Status/Identity Interactive Emotion/Lifestyle Price Function
  29. 29. What’s the “right” process for innovation?
  30. 30. What’s the “right” process for innovation? design-led innovation: user-centered research, prototyping, critique, iteration, embracing constraints
  31. 31. What’s the “right” process for innovation?
  32. 32. What’s the “right” process for innovation?
  33. 33. What’s the “right” process for innovation?
  34. 34. What’s the “right” process for innovation?
  35. 35. What’s meaningful innovation? Corporate Meaning The Focus! Priorities Team Customer Meaning Meaning Priorities Priorities Competitors’ Meaning Priorities

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