Innovation + Design

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

0 comments

Post a comment

    Post a comment
    Embed Video
    Edit your comment Cancel

    2 Favorites

    Innovation + Design - Presentation Transcript

    1. Innovation + design Bryan deBlois t: 717.394.2500 x35 e: bdeblois@innovationfocus.com
    2. Help… Drive innovation to action Innovation is about creating a foundation of new knowledge and uncovering something of real value for a customer. Design is about transforming insights, data and requirements in a way that will delight a customer and drive sales: things like products, packaging, services, new customer experiences, and new business models. It is only through the creation of a tangible reality that innovation succeeds.
    3. Be… Drive innovation to action Creative, collaborative and transparent Imagination is fueled by knowledge creation Deep mental involvement on the part of all members of the team is necessary for breakthroughs to emerge Initially, barriers between functions need to be lifted, there will be a time to defer to functional expertise The team that is involved in the act of creation is more likely to implement it The team that has been deeply involved in the program is more likely to repeat it
    4. Provide… Drive innovation to action Creative, collaborative and transparent Balance the should, could & would Creating a meaningful commitment. Should we? Would we? user & society organization & value chain Creating a well-balanced perspective throughout the project will help drive the program into development. Could we? technology & capability Sources: Adapted from models created by Doblin & Eames
    5. Be… Drive innovation to action Creative, collaborative and transparent Balance the should, could & would User-centric, design driven Good decisions are made from a foundation of Solution Development knowledge. Attributes, requirements Opportunity Creation Envisioning & feasibility Synthesis Product development is User & Society Insights guided by shared and deeply needs, desires, motivations, beliefs Research felt insight.
    6. Driving innovation to action The path through the front-end of innovation generally shares this basic approach with a mix of similar, over-lapping and iterative activities throughout 2 4 1 3 DISCOVER OPPORTUNITIES DRIVE FRAME IMPLEMENTATION STRATEGIES Ask, Listen, Look, Think CREATE POSSIBILITIES Evaluate, Plan & Develop Plan & Identify Think, Act, Try & Test
    7. Strive to ensure you are working on the right problem in the right way. Should we? Would we? user & society organization & value chain Framing the engagement for success. 1 Could we? technology & capability FRAME STRATEGIES Sources: Adapted from models created by Doblin & Eames
    8. Define the opportunity- set the purpose and scope: Are you looking for new FUTURE uses for your current Consumer and Market Knowledge products? Opportunity exists at the Are you looking for new intersection of evolving needs EMERGING customers for your and evolving capability. The risk is that your competitors products? are also seeing the same thing. 1 Are you looking for new products, services or CURRENT experiences? FRAME Are you looking for new CURRENT EMERGING FUTURE STRATEGIES product categories to Business and Technical Capability expand into? Source: Adapted from Ansoff’s product/market matrix
    9. Define the opportunity- set the purpose and scope: Are you looking for an FUTURE emerging new business Consumer and Market Knowledge opportunity? High opportunity (and risk) at the intersection Are you looking for of new needs and new EMERGING capability. products that meet the evolving needs of your customers? 1 CURRENT Are you trying to identify an enabling new FRAME technology that could STRATEGIES grow your business? CURRENT EMERGING FUTURE Business and Technical Capability Source: Adapted from Ansoff’s product/market matrix
    10. Define the opportunity- set the purpose and scope: Do you need to FUTURE Consumer and Market Knowledge establish a long-term vision for growth? Do you need to EMERGING understand the long- term business implications of a social 1 or technical trend? CURRENT FRAME CURRENT EMERGING FUTURE STRATEGIES Business and Technical Capability Source: Adapted from Ansoff’s product/market matrix
    11. Creating knowledge and deep insights. 2 1 DISCOVER FRAME OPPORTUNITIES STRATEGIES
    12. Expert Interviews Field Observations Work to ground your project in deep insight and understanding. Video Diaries 2 Visual Stories DISCOVER OPPORTUNITIES Analysis
    13. 2 Transforming knowledge. 1 3 DISCOVER FRAME OPPORTUNITIES STRATEGIES CREATE POSSIBILITIES
    14. Ideation, visualization, collaboration & iteration. Solutions should be Quick prototypes visualized, prototyped, explored, evaluated and crafted 3 Rapid Imaging CREATE POSSIBILITIES Group Creative Problem Solving
    15. Creativity should be supported with TANGIBLES? structure and analysis.  Experiences  Services  New access  Software  Consumables  Durables 3 The need for convenience Purchase decision The need for Identity Usage & Belonging Disposal NEED STATES SYSTEMS CREATE POSSIBILITIES An example of an exploratory space that intersects motivations with a consumption system to create a range of possible tangibles
    16. Developing solutions. 2 4 1 3 DISCOVER OPPORTUNITIES DRIVE FRAME IMPLEMENTATION STRATEGIES CREATE POSSIBILITIES
    17. Make it tangible. Research should inform design and development . ……transforming a shower into a spa-like experience. 4 DRIVE IMPLEMENTATION Industrial design support provided by
    18. Driving development with insight. Good research should also provide an understanding what users want to do, and why they can’t do it. Research and analysis should identify “what they will embrace” to Would we? inform design and development. Should we? organization & value chain user & society Properly expressing design intent will inspire and guide development. 4 Could we? technology & capability DRIVE IMPLEMENTATION Sources: Adapted from models created by Doblin & Eames
    19. Driving development with capability. Apply capabilities of your organization such as distribution, brand, IP, the value chain. We can augment your capability with our network of specialists. We Would we? Should we? help you plan what you can do user & society organization & value chain with what you must prepare to do. 4 Could we? technology & capability DRIVE IMPLEMENTATION
    20. Drive development with solid NPD practice. Build the business case and rationale for the product, platform, or business opportunity. Support the integration of the innovation initiative with training Would we? Should we? organization & value chain user & society and coaching in sound product development. 4 Could we? technology & capability DRIVE IMPLEMENTATION Sources: Adapted from models created by Doblin & Eames
    21. We are an innovation firm. In service to inspire deep understanding and deliver meaningful innovation. Bryan deBlois, Director, Discovery & Development 111 EAST CHESTNUT STREET LANCASTER, PA USA 17602 t: 717.394.2500 x35 f: 717.394.3500 e: bdeblois@innovationfocus.com
    22. In service to inspire deep understanding and deliver meaningful innovation. Innovation Focus is a Pennsylvania-based, innovation consulting firm with more than 20 years of client experience with a diverse range of projects and industries. Our approach to innovation and design will help you uncover and develop solutions that link a market need with a business need. We work with you to ensure a program fits your culture, your business objectives and your capability. Our experience leads us to believe that close client collaboration around a shared and deeply felt insight are the most powerful tools you can use to bring an idea to market. 20+ years expertise in the front end of innovation 3000 client projects, Fortune 500 organizations B2B, B2C across a broad range of industries 20+ years expertise in design and development
    23. We engage experts from a diverse range of backgrounds, experiences, and thinking styles. Psychology Observational Research Future Studies We can augment your capability Trends & Demographics with a broad range of skills, Market Research New Business Development experiences and thinking styles. NPD Process Design Product Marketing Industrial Design Graphic Design Engineering Adult Education Organizational Development Business Administration Creative Problem Solving
    24. Partial client list. Durables Consumer Packaged Goods Healthcare Black & Decker General Mills Bristol-Meyers Squibb Armstrong World Industries Kraft McNeil Consumer Healthcare Hasbro Mead Johnson Wyeth Pharmaceuticals Leapfrog Knouse Foods Kimberly Clarke The Hershey Company Kodak Chemical and Energy SC Johnson Retail Mobil Solar Energy Sunbeam Target W.R. Grace WD-40 TD Williamson Johnson Controls Services Hewlett Packard Bank of Boston Castrol Affiliations Liberty Mutual Coleman PDMA Arthur D. Little Sprint IDSA British Airways New Pig Corporation Second City Communications AARP Combe Incorporated ISBM Penn State Electrolux Home Products Prepared Foods Heavy Equipment Case New Holland Global N.V. High Concrete
    25. t: 717.394.2500 x35 e: bdeblois@innovationfocus.com Bryan P. deBlois Director- Discovery and Development Bryan brings to Innovation Focus 21 years of experience managing advanced design and development functions for Black & Decker and Schick/Wilkinson Sword. Educated as an industrial designer, Bryan’s passion for innovation has led him into many assignments within design management, product marketing, market research, and engineering. The products Bryan has helped create have earned their brand owners over $1 Billion dollars in top-line revenue. He has shared professional recognition for his role in creating the Snakelight flexible flashlight, the Scumbuster Immersible Scrubber, as well as the Dustbuster Wet/dry cordless handvac. The Snakelight is part of the permanent collection for the Cooper-Hewitt Museum of American Design. He has authored 26 patents filed in 80 countries world-wide. .
    26. Bryan deBlois BACKGROUND The following three case studies are some selected examples of successful products resulting from my prior corporate advanced development and design roles. 1 2 3
    27. 1 The Black & Decker Snakelight™ Re-invented the lighting category Transformed B&D from marginal player to the innovating with lead users category leader There are many wonderful product development stories behind the wildly successful Black & Decker Snakelight; the mission, the leadership, the teamwork, Highest profitability return in the quality, the launch, and even a senior management profile in courage. Before history of the B&D there was product development there was a moment of inspiration in which the houseware’s business user played an important role to the early creative team. This product was fathered when a designer who was trying trying to use both his Garnered a dozen industry hands in a repair task while the power was out remembered a small trick an honors. Permanent collection electrician had showed him. The electrician had learned that he could have both of the Cooper-Hewitt hands free for working by holding the flashlight under his collar. The designer, who was deeply involved in looking for solutions to re-invigorate a Black & Decker lighting buisness, recognized this as a “compensatory behavior” which is often a good source for powerful unmet needs. This insight ignited the creation of concepts for hands-free lighting, where the idea of “a flexible flashlight” was born.
    28. 2 The Black & Decker Scumbuster™ Created access to a new B&D customer; the cleaning fanatic innovating with consumers Unique product design/manufacturing process Training a product development team to go into the users world and uncover unmet needs is created high barriers to entry a powerful way to start the innovation process. Identifying meaningful problems to be solved is only part of the potential you can harvest when connecting with the user, you can also identify the criteria for a successful solution. Such was the case of the Black & Decker Scumbuster was the first B&D Scumbuster cordless wet scrubber. product on QVC resulting in $1MM of sales in one day Users were observed struggling to clean grout and fixtures in their bathrooms with many improvised tools. They were offered an alternative; a retired B&D rechargeable product that had been designed for general wet cleaning tasks. Our in-home respondents were eager to $60MM business- single try it but hesitated to use it near water. When probed, consumers were afraid that water largest $ SKU in Black & would get inside the product. The team responded to this insight by creating a functional Decker’s 100 year history specification for total water submersion. The design strategy expressed that the product had to look completely waterproof. A full rubber over-mold was chosen to accomplish this. This rubber skin also enhanced the grip of the product in a wet environment.
    29. 3 The Schick Intuition™ Established Schick early as a preferred women’s brand Unique product Helping women “win the battle” and move to design/manufacturing higher goals and aspirations process creating high “If you understand the experience, then you can own it”. This became the innovation teams barriers to entry credo as they embarked on a mission to re-invent the women’s shaving category. Gillette re-positioned and The shaving industry has a thousand year history of incremental technological advances for re-designed their Venus men’s hair removal products. This same industry has traditionally offered women only a (women’s Mach 3) in softer, shapelier, more colorful version of a men’s razor for hair removal. Schick took the bold step of challenging that business model and organized a deep dive into the world of female response hair removal. A cross-functional team was formed to design and conduct a large-scale contextual ethnography. Key insights were uncovered that led Schick to an understanding Intuition™ established a that women had different hair removal goals and needs than men, and those needs were platform for growth into linked to several differentiated attitudes, motivations, standards and activities. Some of these higher order end benefits women had a poor understanding of the shaving process and were failing to manage the removal of unwanted hair. The Schick INTUITION™ helps those women manage hair removal by providing large amounts of lubrication with every shave stroke. This tool also allows women to shave while showering which is very difficult with current solutions. The skin enhancing additives in the lubrication soap help these women reach for higher end-benefits.
    30. Thank you.

    + Innovation Focus Inc.Innovation Focus Inc., 4 months ago

    custom

    777 views, 2 favs, 0 embeds more stats

    More info about this document

    © All Rights Reserved

    Go to text version

    • Total Views 777
      • 777 on SlideShare
      • 0 from embeds
    • Comments 0
    • Favorites 2
    • Downloads 111
    Most viewed embeds

    more

    All embeds

    less

    Flagged as inappropriate Flag as inappropriate
    Flag as inappropriate

    Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

    Cancel
    File a copyright complaint
    Having problems? Go to our helpdesk?

    Categories