Identifying winningproducts remix2012

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This is an extended version of the Successful Product Development talk in the seminar delivered by Timothy Allan (Locus Research) along with Jonathan Prince (Motovated Design & Analysis) and

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  • Identifying winningproducts remix2012

    1. 1. How toIdentifyWinning Products& Develop them successfullywww.locusresearch.com“Successful Product Development Workshop” 2012Locus Research, Motovated Design & Analysis, EverEdgeIPPresenter: Timothy Allan - Locus Research Ltd 1
    2. 2. Famous Last Words
    3. 3. Famous Last Words
    4. 4. Product Development Processresearch idea prototype production to market in marketseed developed seed seedling sapling ricker mature kauriThe seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is oftenafter pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but candistance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards ofideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metresManuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands ofwing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand beingparent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at betweenbroaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.
    5. 5. The Three Stooges How do you Identify a winning product ? What are the ingredients of success? Why does working together matter so much? 4
    6. 6. Assumptions This is a presentation about how you at things not about examples; It is focussed on New Product Development’ not iterative extensions to existing products, we figure you are already doing that; Only has to be new for you to be new; Products that impact on your business. 5
    7. 7. My Bias New, is not always better, Being the best is what matters; Be Optimistic but Pragmatic ; Research is not Negotiable; Product Integrity is Paramount 6
    8. 8. Hope ft. the space pen 7
    9. 9. Hope ft. the space pen 7
    10. 10. Hope ft. the space pen 7
    11. 11. More does not mean better All the Resources and yet? More bureaucracy & constraints Feeling you ‘should’ be able to do it Many innovative people are not a good fit with established environments Not good at identifying disruptive value networks 8
    12. 12. Ingredients of Success 9
    13. 13. Ingredients of Success 9
    14. 14. Ingredients of SuccessRaw materials(Your Resources) 9
    15. 15. Ingredients of SuccessRaw materials(Your Resources) 9
    16. 16. Ingredients of SuccessRaw materials Process(Your Resources) (Your Structure & Sequence) 9
    17. 17. Ingredients of SuccessRaw materials Process(Your Resources) (Your Structure & Sequence) 9
    18. 18. Ingredients of SuccessRaw materials Process Timing(Your Resources) (Your Structure & Sequence) (Decisions & Execution) 9
    19. 19. Ingredients of Success Research Platform & Product Embodiment; Testing, Standards & Compliance; Product Brand & Marketing; Sales, Marketing & Distribution; Business Potential & IP; Sustainability & Environmental Risk. 10
    20. 20. Observation is Free Success is characterised by a few things falling into line at the right time; These are external to us, and are not defined by us although we may be involved with them; To the Observant, these trends changes and opportunities can be documented and understood. 11
    21. 21. Get into Place 12
    22. 22. Get into Place 12
    23. 23. Be Original 13
    24. 24. Be Original 13
    25. 25. My Ideas better than yours Ideas are like possessions; Idea’s are a battleground for Ego’s where objectivity has no place; Yet Objective decision making is central to our ability to develop products successfully; At the start of the process we deliberately avoid idea generation. 14
    26. 26. Out of Focus 15
    27. 27. Out of Focus 15
    28. 28. Out of Focus 15
    29. 29. Out of Focus 15
    30. 30. Broad not Deep You need to have a deep depth of field; Forgo the narrow, macro view; Cover as much ground as possible, relationships between things are important; Project, people, structure, consumer, gatekeeper, life cycle, packaging, distribution, risk, standards, compliance ~ 16
    31. 31. Can you make a business out of it? This simple question makes you ask the tough questions๏ Is in growth or in decline?๏ Regulatory change?๏ Traffic jam or country road?๏ Purchasing values?๏ Easy to extend the offer? 17
    32. 32. Down the garden path Asking others about whether an idea is good or not is circular; People like the concept of user led research because it provides what they think is validation; You can’t deliver what someone thinks they want in their head, you’ll never get there, you’ll be led down the garden path. Get off the fence. 18
    33. 33. Lead or be led 19
    34. 34. Lead or be led 19
    35. 35. Customer Experience 20
    36. 36. Customer Experience 20
    37. 37. It Starts with your team To most companies developing products is not their core business; If it was, it would be everyones concern, not just the R&D teams; Bringing all the disciplines together enables you to deliver a cohesive, unified product to market. 21
    38. 38. Resistance Always likely to be resistance to this approach Forces people to communicate, be open, transparent, change the way they work; If someone does not, ask them to clearly justify why others don’t need to be involved..(?) Ideas are possessions which have no time for objectivity. 22
    39. 39. Need for Speed If your teams integrated; They understand & they are thinking about it; No lengthy handoffs, 3rd party briefings, miscommunication; This increases your speed to market by collapsing the existing linear process into a concurrent & more dynamic process. 23
    40. 40. Feeling it on the inside Look to create internal momentum & motivation; Your team needs to have the self confidence to feel successful; Your confidence rubs off on those that you present and talk to; You can change peoples minds; Make sure your project is built to succeed and your team believes it. 24
    41. 41. Summary More does not mean better; Ingredients of Success (Materials/Process/Timing) Observation is free; Get into place; Be original; 25
    42. 42. Summary My ideas are better than yours ~ don’t treat ideas like possessions; Broad not Deep ~ you need to keep a deep depth of field at the start; Can you make a business out of it? Get off the Fence; Leading changes everything, be prepared; 26
    43. 43. Summary Focus on the whole ‘customer experience’ don’t divide up your thinking; Need for Speed ~ a concurrent approach works best; Think Agile not Waterfall; Feel it on the inside, don’t rely on others to give you confidence, you need to instill confidence in others; Digital is Critical 27
    44. 44. 28
    45. 45. 29
    46. 46. 30
    47. 47. 31
    48. 48. 32
    49. 49. 33
    50. 50. 34
    51. 51. 35
    52. 52. 36
    53. 53. 37
    54. 54. http://public.iwork.com/document/?d=IdentifyingWinningProducts_Remix.key&a=p1110747403 38

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