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Speaking at the DMI "Balancing Extremes" conference in Portland, Doblin's Erik Kiaer takes a closer at the fascinating history of navigation. All to make the larger case for bringing discipline to innovation efforts by reframing and thinking differently about challenges.

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  1. 1. ASIA AMERICA EMEA
  2. 2. Reframing: enlarging the basis for innovation“Always design a thing by considering it in itsnext larger context—a chair in a room, a roomin a house, a house in an environment, anenvironment in a city plan.”Eliel Saarinen Chair Room House Environment City plan 2
  3. 3. This is me and my context Erik Kiær INNOVATION STRATEGIST INNOVATION EFFECTIVENESS GROWTH-FOCUSED STRATEGY Associate Partner Innovation strategy Strategy & Managing B. Eng. Mechanical Concept development Uncertainty Engineering, McGill Innovation capabilities Marketing & Sales M. Des. Human Centered Innovation Product Design IIT Organization & Leadership 3
  4. 4. Lt. Matthew Fontaine Maury USN(January 14, 1806 – February 1, 1873)
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  8. 8. Reduction in mean sailing time based on Maury’s charts England -50% From 126 to 63 days New York San Francisco-28%From 188 to 135 days Rio de Janeiro -58% -22% From 124 to 97 days Australia From 55 to 23 days 11
  9. 9. Enlarging the context: from description to prescription B ASea captain Ship Route Trade Global consistency networks commerce 12
  10. 10. ©2011 Monitor Company Group LP — Confidential 13
  11. 11. 14 User-centered designEthnography Design thinking Lean startupOpenInnovation Business model innovation ©2012 Monitor Company Group LP — Confidential
  12. 12. In spite of new approaches, we’re still too random… 15
  13. 13. Innovation can be classified into three levels of ambition, orthree different contexts… TRANSFORMATIONAL Developing breakthroughs NEW and inventing things for Markets/ markets that don’t exist yet Audiences WHERE TO PLAY ADJACENT ADJACENT Expanding from Markets/ existing business into Audiences “new to the company” business CORE Optimizing existing products SERVED for existing customers Markets/ Audiences CORE PRODUCTS EXTENSIONS NEW BUSINESSES and Existing Assets and Enhancements and Structures HOW TO WIN 16
  14. 14. Different levels of innovation ambition requirean uneven allocation of available resources… TRANSFORMATIONAL 10% ADJACENT 20% CORE 70% 17
  15. 15. …and should deliver inverse returns 70% TRANSFORMATIONAL ADJACENT 20% CORE 10% 18
  16. 16. But how do we manage design and innovation across thesedifferent contexts? TRANSFORMATIONAL ADJACENT ? CORE 19
  17. 17. More interconnected: Innovations require asystemic view of how different components interact.Separate elements may not direct influence each other but interact as a system:attempting to cleanly isolate and categorize individual parts can be counter-productive
  18. 18. More complicated: Innovation is messy andrequires us to embrace complexity andchallenge conventionDeeply understand context; go beyond current solutions; challenge orthodoxies
  19. 19. More ambiguous: Smarter solutions require us tointegrate rather than eliminate seeminglycompeting models.Don’t blindly accept either-or decisions, but have the patience to resolve tradeoffs in new,creative ways
  20. 20. More experiential: Communicating somethingnew requires an understanding of the experienceof the new, not just the description.Emphasize a visual orientation that engages viscerally when communicating the subtletyof an insight or the power of a concept
  21. 21. Transformational capital is built when companies canintegrate the two approaches and adapt to new contexts TRANSFORMATIONAL ADJACENT 2Linear AdaptivePredictable IterativeProof-based CORE 1 Discovery-based 24
  22. 22. So why have you never heard of Maury? B ASea captain Ship Route Trade Global consistency networks commerce 25
  23. 23. Our challenge1. Think about the next larger (and smaller) context in our work2. Understand where change is happening and what we can control3. Think about and manage innovation as a portfolio4. Measure project success on multiple levels: • measure what we are learning • measure the skills we are developing • measure the growth we are achieving. 26
  24. 24. There is nothing more difficult to take in hand,more perilous to conduct, or more uncertain in itssuccess, than to take the lead in the introductionof a new order of things. ©2012 Monitor Company Group LP — Confidential 27
  25. 25. [innovation fails tohappen because people]do not truly believe inanything new until theyhave had actualexperience of it. ©2012 Monitor Company Group LP — Confidential 28
  26. 26. Erik_Kiaer@Doblin.com@Askeladden

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