Ideation for product innovation: What are the best methods?

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It pays to spend time and resources prior to development to engage in Front-End of Innovation activities which can generate a steady stream of successful new products.

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Ideation for product innovation: What are the best methods?

  1. 1. The various practices of front-end innovation and theireffectiveness<br />Dave Caissy, eng. M.Eng., NPDP, PMPdcaissy@zba.ca<br />
  2. 2. Study on the performance of various FEI practices <br />Dr. Robert Cooper and Dr. Scott Edgett, March 2008<br />
  3. 3. « benchmark » Methodology<br /><ul><li>Done in 2007
  4. 4. 160 companiesparticipated in thissurvey</li></li></ul><li>Practicaladvice<br /><ul><li>Even if you’re an SME, it’s important to benchmark yourselfagainstbiggercompanies…</li></ul>…becausethey are yourcompetitorstoo!<br />
  5. 5. High: 7<br />Popular and effective<br />6.5<br />6<br />Rated effectiveness (0 to 10)<br />5.5<br />5<br />4.5<br />Not too popular and rated ineffective<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively using<br />
  6. 6. FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation</li></li></ul><li>FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation
  7. 7. Other practices</li></li></ul><li>FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation
  8. 8. Other practices
  9. 9. Voice of customer</li></li></ul><li><ul><li>Open innovation</li></li></ul><li>High: 7<br />6.5<br />6<br />Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Partners and suppliers</li></ul>5<br /><ul><li>Start-up acquisition
  10. 10. External product design
  11. 11. External scientific committee
  12. 12. Idea submission from the outside</li></ul>4.5<br /><ul><li>Open Innovation
  13. 13. External ideas contest</li></ul>Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  14. 14. Practicaladvice<br /><ul><li>Eventhough the effectiveness of open innovation practices has been rated as low in thisstudy,</li></ul>don’tunderestimate the effectivenessof the new practices based on the use of Web technologies<br />
  15. 15. <ul><li>Other practices</li></li></ul><li>High: 7<br />6.5<br />6<br /><ul><li>Peripheral Vision
  16. 16. Disruptive Innovation</li></ul>Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Internal idea capture
  17. 17. Patent mining</li></ul>5<br />4.5<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  18. 18. <ul><li>Voice of customer</li></li></ul><li>High: 7<br /><ul><li>Ethnography
  19. 19. Client visit team</li></ul>6.5<br /><ul><li>Lead </li></ul> Users<br /><ul><li>Focus groups
  20. 20. Customer contribution to the product’s design</li></ul>6<br /><ul><li>Brainstorming with clients
  21. 21. Client advicsory committee
  22. 22. Community of enthusiasts</li></ul>Rated effectiveness (0 to 10)<br />5.5<br />5<br />4.5<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  23. 23. High: 7<br /><ul><li>Ethnography
  24. 24. Client visit team</li></ul>6.5<br /><ul><li>Lead </li></ul> Users<br /><ul><li>Focus groups
  25. 25. Customer contribution to the product’s design</li></ul>6<br /><ul><li>Brainstorming with clients
  26. 26. Peripheral Vision
  27. 27. Client advicsory committee
  28. 28. Community of enthusiasts
  29. 29. Disruptive Innovation</li></ul>Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Partners and suppliers
  30. 30. Internal idea capture
  31. 31. Patent mining</li></ul>5<br /><ul><li>Start-up acquisition
  32. 32. External product design
  33. 33. External scientific committee
  34. 34. Idea submission from the outside</li></ul>4.5<br /><ul><li>Open Innovation
  35. 35. External ideas contest
  36. 36. Other practices
  37. 37. Voice of customer</li></ul>Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  38. 38.
  39. 39. The various practices of <br />front-end innovation and theireffectiveness<br />Dave Caissy, ing. M.Ing., NPDP, PMPdcaissy@zba.ca<br />July 19th, 2011<br />
  40. 40. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  41. 41. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  42. 42.
  43. 43. A filtration process<br />PDP<br />Front-End Innovation<br />
  44. 44.
  45. 45. PracticalAdvice<br /><ul><li>FEI practices must bediversified…</li></ul>…and change fromyear to year.<br />“Insanity: doing the same thing over and over again and expecting different results.”Albert Einstein<br />
  46. 46. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  47. 47. 1-5<br />6-10<br />11-15<br />How many FEI practices <br />canyouname?<br />16+<br />
  48. 48.
  49. 49. Exercise<br />Name three (3) FEI practices thatyou use<br />
  50. 50. A few Front-End Innovation practices for identifying opportunities and generating ideas<br />Internal idea submission process (Gate 1)<br />External idea submission process<br />Inventor<br />Licensor<br />Customer visits<br />North American trade shows<br />European and worldwide trade shows<br />Explore related products (peripheral vision)<br />Develop a new bank of ideas<br />Apply a divergence- and convergence-based creative process<br />Brainstorming (standard, idea link, idea banks)<br />Idea generation performance metrics<br />HR profile mix<br />Ethnography<br />Lead users<br />Innovation culture fostering innovation (i.e. 3M)<br />Get customers involved early on in the development process<br />Technology push (disruptive technologies)<br />Shift position in the company <br />Merger and acquisition<br />Suppliers<br />Patent mining<br />Market intelligence<br />Internal & external team of experts <br />Maximize the sales force<br />Private and public research laboratory<br />Customer satisfaction survey<br />Customer advisory board<br />Identify gaps in the product offering<br />Trend analysis<br />Technology roadmap<br />Prospective market analysis<br />Secondary market research<br />Market study<br />Overall product portfolio mapping<br />Jack Welch’s “Destroy your Business” exercise<br />Identify latent needs<br />External idea contest<br />Focus groups<br />Blue Ocean Strategy<br />Open innovation<br />Technology Stage-gate<br />Et encore plus…<br />
  51. 51. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  52. 52. Study on the performance of various FEI practices <br />Dr. Robert Cooper and Dr. Scott Edgett, March 2008<br />
  53. 53. « benchmark » Methodology<br /><ul><li>Done in 2007
  54. 54. 160 companiesparticipated in thissurvey</li></li></ul><li>Practicaladvice<br /><ul><li>Even if you’re an SME, it’s important to benchmark yourselfagainstbiggercompanies…</li></ul>…becausethey are yourcompetitorstoo!<br />
  55. 55. High: 7<br />Popular and effective<br />6.5<br />6<br />Rated effectiveness (0 to 10)<br />5.5<br />5<br />4.5<br />Not too popular and rated ineffective<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively using<br />
  56. 56. FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation</li></li></ul><li>FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation
  57. 57. Other practices</li></li></ul><li>FEI practices canbegrouped in three (3) categories: <br /><ul><li>Open innovation
  58. 58. Other practices
  59. 59. Voice of customer</li></li></ul><li><ul><li>Open innovation</li></li></ul><li>Internal technology<br />Our current market<br />External technology<br />
  60. 60. Another company’s market<br />A new market<br />Licensing, Spin-off<br />Internal technology<br />Our current market<br />New corporative entity<br />External technology<br />External technology<br />Open innovation<br />
  61. 61. <ul><li>For example, universities
  62. 62. Often, targetsdifferent objectives: brand/company promotion, workforce training, etc.
  63. 63. Very time-consuming</li></ul>Externalideascontest<br />
  64. 64. <ul><li>Difficult to close yourdoor
  65. 65. Waste of time if the company opens up to anything and everything (i.e., without focus)
  66. 66. Need to qualify the source of the idea</li></ul>Ideasubmissionfrom the outside<br />
  67. 67. <ul><li>Externalization of the company’sknowledge
  68. 68. OK, if it’s a long-termpartnership
  69. 69. Venmarhas been usingthis practice for manyyears</li></ul>Externalproduct design<br />
  70. 70. <ul><li>Oftenused in hightech industries
  71. 71. Fast and low-risk
  72. 72. Costly</li></ul>Start-up acquisition<br />
  73. 73. <ul><li>Relevant when the necesarytechnologicaladvancements are significant
  74. 74. Also, possible to integrateresearchers in yourcurrent practices
  75. 75. Premier Tech has been usingthis practice for years</li></ul>Externalscientificcommittee<br />
  76. 76. <ul><li>Usually, a « push » practice
  77. 77. Objective: turnitinto a « pull » practice
  78. 78. A multifunctional practice</li></ul>Partners and suppliers<br />
  79. 79. High: 7<br />6.5<br />6<br />Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Partners and suppliers</li></ul>5<br /><ul><li>Start-up acquisition
  80. 80. External product design
  81. 81. External scientific committee
  82. 82. Idea submission from the outside</li></ul>4.5<br /><ul><li>Open Innovation
  83. 83. External ideas contest</li></ul>Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  84. 84. Practicaladvice<br /><ul><li>Eventhough the effectiveness of open innovation practices has been rated as low in thisstudy,</li></ul>don’tunderestimate the effectivenessof the new practices based on the use of Web technologies<br />
  85. 85. <ul><li>Other practices</li></li></ul><li><ul><li>Use a Business Intelligence service
  86. 86. Warning: patents tell you about the past!</li></ul>Patent mining<br />
  87. 87. <ul><li>A must
  88. 88. Have reasonable expectations</li></ul>Internalidea capture<br />
  89. 89. <ul><li>Requires a great deal of openness
  90. 90. Ex.: Kodak</li></ul>Disruptive innovation<br />
  91. 91. <ul><li>Forces you to look atwhat’s happening outside of yourmarket
  92. 92. Ex.: Mattel vs Bratz</li></ul>Peripheral vision<br />
  93. 93. High: 7<br />6.5<br />6<br /><ul><li>Peripheral Vision
  94. 94. Disruptive Innovation</li></ul>Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Internal idea capture
  95. 95. Patent mining</li></ul>5<br />4.5<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  96. 96. <ul><li>Voice of customer</li></li></ul><li><ul><li>Theycan come from the inside or the outside
  97. 97. You need to find the trueenthusiasts</li></ul>Community of enthusiasts<br />
  98. 98. <ul><li>Often, representative clients
  99. 99. Paid
  100. 100. Marcelle Group: </li></ul> New cosmeticstesting<br />Customer advisorycommittee<br />
  101. 101. <ul><li>Variable degree of opennessfrom one industry to another
  102. 102. Usually, a greatexperience (if they are not competitors)
  103. 103. Can bedonethroughnetworkingplatforms</li></ul>Brainstorming with clients<br />
  104. 104. <ul><li>OK for B2B, but go beyond the buyers
  105. 105. Accelerateslaunch
  106. 106. Look out for issues regarding the intellectualproperty and exclusivity</li></ul>Customer contribution <br />to the product’s design<br />
  107. 107. <ul><li>Thosewhomodifyyourproducts
  108. 108. New functionalities and increase in performance
  109. 109. Ex.: Lumecand architects</li></ul>LeadUsers<br />
  110. 110. <ul><li>A job to bedone by professionnals
  111. 111. Think about using Web tools</li></ul>Focus groups<br />
  112. 112. <ul><li>Multifunctional team
  113. 113. No sales rep
  114. 114. Ex.: Novatechand its « road shows »</li></ul>Client-visit team<br />
  115. 115. <ul><li>The greatunknown!
  116. 116. Observation withoutintervention
  117. 117. Reality TV
  118. 118. Unexpressedcustomerneeds</li></ul>Ethnography<br />
  119. 119. High: 7<br /><ul><li>Ethnography
  120. 120. Client visit team</li></ul>6.5<br /><ul><li>Lead </li></ul> Users<br /><ul><li>Focus groups
  121. 121. Customer contribution to the product’s design</li></ul>6<br /><ul><li>Brainstorming with clients
  122. 122. Client advicsory committee
  123. 123. Community of enthusiasts</li></ul>Rated effectiveness (0 to 10)<br />5.5<br />5<br />4.5<br />Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  124. 124. High: 7<br /><ul><li>Ethnography
  125. 125. Client visit team</li></ul>6.5<br /><ul><li>Lead </li></ul> Users<br /><ul><li>Focus groups
  126. 126. Customer contribution to the product’s design</li></ul>6<br /><ul><li>Brainstorming with clients
  127. 127. Peripheral Vision
  128. 128. Client advicsory committee
  129. 129. Community of enthusiasts
  130. 130. Disruptive Innovation</li></ul>Rated effectiveness (0 to 10)<br />5.5<br /><ul><li>Partners and suppliers
  131. 131. Internal idea capture
  132. 132. Patent mining</li></ul>5<br /><ul><li>Start-up acquisition
  133. 133. External product design
  134. 134. External scientific committee
  135. 135. Idea submission from the outside</li></ul>4.5<br /><ul><li>Open Innovation
  136. 136. External ideas contest
  137. 137. Other practices
  138. 138. Voice of customer</li></ul>Low: 4<br />5%<br />10%<br />40%<br />0%<br />35%<br />20%<br />25%<br />30%<br />15%<br />Percent extensively used<br />
  139. 139. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  140. 140. Yes and it’s a powerful tool<br />Yes, but it’s not a powerful tool<br />No<br />Have youeverused<br />SurveyMonkey?<br />Don’t know/not applicable<br />
  141. 141.
  142. 142. Presentation Plan<br />Contextualization<br />Inventory of the practices<br />Evaluation of the practices<br />Take action<br />
  143. 143. Practicaladvice<br />FEI practices must first be optimized, and then diversified... <br />Start with your current practices<br />Improve their performance (optimize)<br />Then, add new practices (diversify)<br />Caution: This should not be the sole responsibility of the marketing department! <br />
  144. 144. Front-end innovation practices atiBuild<br />
  145. 145. Front-end innovation activities<br />
  146. 146. Rated Effectiveness<br />
  147. 147. Popularity<br />

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