Continuously Build Innovation into Your Business Culture

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This is the deck from a talk we gave recently on a few building blocks for starting to continuously build innovation into your business culture. …

This is the deck from a talk we gave recently on a few building blocks for starting to continuously build innovation into your business culture.

We shared two practical frameworks to enable businesses to strategically build a pipeline of new product, service and business model ideas.

The "What/How" Framework enables you to pinpoint spaces ripe for innovation focus-not only creating new products and services, but innovating every part of your business to drive top and bottom line growth.

The Immersive Idea Development Process provides a roadmap for imagining and developing customer-relevant product, service and business model innovation by taking a smart and scrappy approach to discovering customer insight and leveraging analogs to build holistic conceptual prototypes.

More in: Business , Technology
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  • 1. How to Build a Culture of Continuous Innovation into Your Business The Circuit October 2013
  • 2. Entrepreneurial Approaches to Discovering insights & building ideas Insight generation & inspiration Ideation & concept generation holistic concept/ initiative development entrepreneurship & innovation training
  • 3. What/How & Immersive idea development
  • 4. What is Business Model Innovation?
  • 5. Adapt how you Create, Deliver & Capture value
  • 6. Enabler to staying Customer/Consumer relevant
  • 7. The CONSTANT Flux Nathan Harper ©
  • 8. Need an CC image Keith Kissel ©
  • 9. Stephan Geyer ©
  • 10. Need an CC image
  • 11. But... Giacomo Carena ©
  • 12. location financial model target clients pricing client experience marketing partnerships channels services offering mix Business Model Elements brand people assets products physical assets value proposition
  • 13. How you deliver. 2. Adjacent 3. Adaptive 4. Transformative Disrupt Framework 1. Incremental Tweak The What/How What you deliver. Tweak Disrupt
  • 14. Quadrant 1 Incremental Tweak What. Tweak How.
  • 15. Quadrant 1 Incremental Tweak What. Tweak How.
  • 16. Quadrant 2 Adjacent Disrupt What. Tweak How.
  • 17. Quadrant 2 ADJACENT Disrupt What. Tweak How.
  • 18. Quadrant 3 adaptive Tweak What. Disrupt How.
  • 19. Quadrant 3 adaptive Tweak What. Disrupt How. Guideshop Video
  • 20. Quadrant 3 adaptive Tweak What. Disrupt How.
  • 21. Quadrant 4 transformative Disrupt What. Disrupt How. Fuel Band Video
  • 22. Quadrant 4 transformative Disrupt What. Disrupt How. Nordstrom Innovation Lab Video Nordstrom ©
  • 23. Quadrant 4 transformative Disrupt What. Disrupt How. Nordstrom ©
  • 24. Sounds good in theory... how do I practically enable? 3 Imperatives
  • 25. 1. Enable it From the Top Jeff Blucher ©
  • 26. 2. Expand Your Strategy Bonobos ©
  • 27. 70 20 10
  • 28. 70 20 10 What’s proven. What’s new, but proven. What's next.
  • 29. Things to consider: Industry turbulence Competitive activity your company’s innovation history Trends in your business
  • 30. 3. Build A Garage
  • 31. Immersive idea development
  • 32. What’s Needed What’s Possible
  • 33. Immersive Idea Development 5 Steps 1. Clarify 2. Assess 3. Collect 4. Connect 5. Build
  • 34. 1. Clarify the need
  • 35. Essentially, about defining the problem well and at the right level Need Areas – Not a common skill, but critical for innovation – Hard to learn; will become easier over time Need AREA – broad bucket of needs Need STATEMENT – more specific articulation of the need -- is more actionable – But, not too specific! NOT a perfect science Important so that we can create actionable solutions/business models that can address a need
  • 36. What’s wrong with this as a need area? - Too broad, general Need Area: I need ways to help my kids to eat healthier. What are some need STATEMENTS that could emerge from this need area? - Healthier after school snack options - Healthier, easy to fix dinners that taste great - Ways to help kids learn about healthy eating NOT: - A healthier Peanut Butter & Jelly sandwich - A computer program that teaches kids how to eat healthier by using a video game approach
  • 37. Choose 2 to 4 & think through: Choosing Need Statements Fit - mission, vision, equity Feasibility - resources, know-how Attractiveness - financial, impact
  • 38. 2. Assess the need
  • 39. Break need statement down into questions Needs Assessment Match tools to questions Add new questions and tools as learning emerges Look for themes and patterns Capture learning AND implications
  • 40. Healthy after school snacks what are kids eating today? what do kids do after school? - Ask parents - Ask kids - Web searches - Hangout - observe social media accounts what new ingredients are available? what are competitors doings? - trend interviews - Store visits - observe thought - web searches on - Visit healthy home pages food store food manufacturers what has been tried? - interview R&D leader - search co archives for past research
  • 41. Existing knowledge of the team Observation: Tools to Assess Needs “Birdwatching” In-Context Interviews Product/Service Tour Publicly Available Information Blogs, Articles Books Data, Reports Social Media (mine existing or query) Competitive Analysis Primary Research Ethnography Surveys Steve Woodmore ©
  • 42. Consider: Which Tools to Use? - Demographic and behavior of the target. - How much do you already know and where did your learning come from? - Ensure a mix of tools (experiential, quantitative, qualitative)
  • 43. Primary Research V. Observation & Secondary Learning Observation often a precursor or supplement to primary research
  • 44. Start with what you already know. Don’t over-learn. Needs Assessment Principles Use what’s available. Be curious. Go broad. Be “always on.” Let learning emerge. Start simple and literal. Match the right tool(s) to each question. Use your intuition.
  • 45. 3. Collect analogs
  • 46. Analog = Model that we want to reapply Where a Similar Challenge was Solved
  • 47. analogs...def slide
  • 48. 4. Connect The dots
  • 49. Connecting to Form Ideas Need/Insight + possibility/Analog
  • 50. Need/Insight + Analog/Possibility Connecting to Create Ideas = Idea!
  • 51. 5. Build Holistic ideas
  • 52. conceptual prototype template Title/headline Who is the target (primary & secondary)? 2 to 3 sentences to bring the idea to life... Products/Services leveraged logic for How idea reaches financial goals key players (internal) key players (external) supply chain implications/ideas distribution channels Pricing model organizational model implications
  • 53. Immersive Idea Development 5 Steps 1. Clarify 2. Assess 3. Collect 4. Connect 5. Build