How to Build a Culture of Continuous
Innovation into Your Business
The Circuit October 2013

thegaragegroup.com
Entrepreneurial Approaches to
Discovering insights & building ideas

Insight
generation &
inspiration

Ideation
& concept
...
What/How &
Immersive idea development
What is

Business Model
Innovation?
Adapt how you
Create, Deliver & Capture

value
Enabler to staying
Customer/Consumer

relevant
The

CONSTANT
Flux

Nathan Harper ©
Need an CC image

Keith Kissel ©
Stephan Geyer ©
Need an CC image
But...

Giacomo Carena ©
location

financial
model

target
clients

pricing

client
experience

marketing

partnerships

channels

services

offeri...
How you deliver.
2. Adjacent

3. Adaptive

4. Transformative

Disrupt

Framework

1. Incremental

Tweak

The What/How

Wha...
Quadrant 1

Incremental

Tweak What. Tweak How.
Quadrant 1

Incremental

Tweak What. Tweak How.
Quadrant 2

Adjacent

Disrupt What. Tweak How.
Quadrant 2

ADJACENT

Disrupt What. Tweak How.
Quadrant 3

adaptive

Tweak What. Disrupt How.
Quadrant 3

adaptive

Tweak What. Disrupt How.
Guideshop Video
Quadrant 3

adaptive

Tweak What. Disrupt How.
Quadrant 4

transformative

Disrupt What. Disrupt How.
Fuel Band Video
Quadrant 4

transformative

Disrupt What. Disrupt How.
Nordstrom Innovation Lab Video
Nordstrom ©
Quadrant 4

transformative

Disrupt What. Disrupt How.

Nordstrom ©
Sounds good in theory...
how do I practically enable?
3 Imperatives
1. Enable it
From the Top

Jeff Blucher ©
2. Expand
Your Strategy

Bonobos ©
70 20 10
70 20 10
What’s proven.

What’s new,
but proven.

What's next.
Things to consider:
Industry turbulence
Competitive activity
your company’s innovation history
Trends in your business
3. Build
A Garage
Immersive
idea development
What’s
Needed

What’s
Possible
Immersive Idea Development

5 Steps
1. Clarify

2. Assess

3. Collect

4. Connect

5. Build
1. Clarify
the need
Essentially, about defining the problem
well and at the right level

Need Areas

– Not a common skill, but critical for
in...
What’s wrong with this as a need area?
- Too broad, general

Need Area:
I need ways to help my kids
to eat healthier.

Wha...
Choose 2 to 4 & think through:

Choosing
Need Statements

Fit - mission, vision, equity
Feasibility - resources, know-how
...
2. Assess
the need
Break need statement down
into questions

Needs Assessment

Match tools to questions
Add new questions and tools
as learni...
Healthy after
school snacks

what are kids
eating today?

what do kids do
after school?

- Ask parents
- Ask kids
- Web se...
Existing knowledge of the team
Observation:

Tools to
Assess Needs

“Birdwatching”
In-Context Interviews
Product/Service T...
Consider:

Which Tools to Use?

- Demographic and behavior of
the target.
- How much do you already know
and where did you...
Primary Research V.
Observation & Secondary Learning

Observation often a precursor or supplement to primary research
Start with what you already
know.
Don’t over-learn.

Needs Assessment
Principles

Use what’s available.
Be curious.
Go bro...
3. Collect
analogs
Analog = Model
that we want to reapply
Where a Similar Challenge

was Solved
analogs...def slide
4. Connect
The dots
Connecting to Form Ideas
Need/Insight

+

possibility/Analog
Need/Insight

+

Analog/Possibility

Connecting to Create Ideas

=

Idea!

thegaragegroup.com
5. Build

Holistic ideas
conceptual prototype template
Title/headline

Who is the target (primary & secondary)?

2 to 3 sentences to bring the idea...
Immersive Idea Development

5 Steps
1. Clarify

2. Assess

3. Collect

4. Connect

5. Build
Continuously Build Innovation into Your Business Culture
Continuously Build Innovation into Your Business Culture
Continuously Build Innovation into Your Business Culture
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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.


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.

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Continuously Build Innovation into Your Business Culture

  1. 1. How to Build a Culture of Continuous Innovation into Your Business The Circuit October 2013 thegaragegroup.com
  2. 2. Entrepreneurial Approaches to Discovering insights & building ideas Insight generation & inspiration Ideation & concept generation thegaragegroup.com holistic concept/ initiative development entrepreneurship & innovation training
  3. 3. What/How & Immersive idea development
  4. 4. What is Business Model Innovation?
  5. 5. Adapt how you Create, Deliver & Capture value
  6. 6. Enabler to staying Customer/Consumer relevant
  7. 7. The CONSTANT Flux Nathan Harper ©
  8. 8. Need an CC image Keith Kissel ©
  9. 9. Stephan Geyer ©
  10. 10. Need an CC image
  11. 11. But... Giacomo Carena ©
  12. 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. 13. How you deliver. 2. Adjacent 3. Adaptive 4. Transformative Disrupt Framework 1. Incremental Tweak The What/How What you deliver. Tweak Disrupt thegaragegroup.com
  14. 14. Quadrant 1 Incremental Tweak What. Tweak How.
  15. 15. Quadrant 1 Incremental Tweak What. Tweak How.
  16. 16. Quadrant 2 Adjacent Disrupt What. Tweak How.
  17. 17. Quadrant 2 ADJACENT Disrupt What. Tweak How.
  18. 18. Quadrant 3 adaptive Tweak What. Disrupt How.
  19. 19. Quadrant 3 adaptive Tweak What. Disrupt How. Guideshop Video
  20. 20. Quadrant 3 adaptive Tweak What. Disrupt How.
  21. 21. Quadrant 4 transformative Disrupt What. Disrupt How. Fuel Band Video
  22. 22. Quadrant 4 transformative Disrupt What. Disrupt How. Nordstrom Innovation Lab Video Nordstrom ©
  23. 23. Quadrant 4 transformative Disrupt What. Disrupt How. Nordstrom ©
  24. 24. Sounds good in theory... how do I practically enable? 3 Imperatives
  25. 25. 1. Enable it From the Top Jeff Blucher ©
  26. 26. 2. Expand Your Strategy Bonobos ©
  27. 27. 70 20 10
  28. 28. 70 20 10 What’s proven. What’s new, but proven. What's next.
  29. 29. Things to consider: Industry turbulence Competitive activity your company’s innovation history Trends in your business
  30. 30. 3. Build A Garage
  31. 31. Immersive idea development
  32. 32. What’s Needed What’s Possible
  33. 33. Immersive Idea Development 5 Steps 1. Clarify 2. Assess 3. Collect 4. Connect 5. Build
  34. 34. 1. Clarify the need
  35. 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. 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. 37. Choose 2 to 4 & think through: Choosing Need Statements Fit - mission, vision, equity Feasibility - resources, know-how Attractiveness - financial, impact
  38. 38. 2. Assess the need
  39. 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. 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. 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. 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. 43. Primary Research V. Observation & Secondary Learning Observation often a precursor or supplement to primary research
  44. 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. 45. 3. Collect analogs
  46. 46. Analog = Model that we want to reapply Where a Similar Challenge was Solved
  47. 47. analogs...def slide
  48. 48. 4. Connect The dots
  49. 49. Connecting to Form Ideas Need/Insight + possibility/Analog
  50. 50. Need/Insight + Analog/Possibility Connecting to Create Ideas = Idea! thegaragegroup.com
  51. 51. 5. Build Holistic ideas
  52. 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. 53. Immersive Idea Development 5 Steps 1. Clarify 2. Assess 3. Collect 4. Connect 5. Build
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