NOTE: The slides here are part of a longer discussion here - http://bit.ly/2czm4NU
One of my recent clients was a large, multinational enterprise looking to integrate design thinking into their innovation model. During the course of our engagement, it became clear that their current model wouldn’t readily accept the adaptability of design thinking without a lot of reverse engineering.
Let’s stop here for a minute: this is an important note. The model - the process through which ideas move - is only one part of a mature innovation system. As with any good project, there are other, symbiotic elements that must be developed alongside the model itself.
In the case of “mature innovation,” this should include complimentary thinking around strategy, information, and culture. Without taking all four of these into account, an innovation system will become stale and difficult to adapt: precisely the opposite of what it is meant to achieve.
Rather than shoe-horn an examination of all four parts into a single post, I’m focusing here solely on the model itself, how “innovation models” have evolved over time, and why hybrid models are the only appropriate choice for enterprises today.
4. Model History
0: Cause & Effect 1: Tech Push 2: Demand Pull 3: Coupling
4: Interactive 5: Network 6: Open 7: Hybrid
Created by EB Advising | 2016
5. Model History
0: Cause & Effect 1: Tech Push 2: Demand Pull 3: Coupling
4: Interactive 5: Network 6: Open 7: Hybrid
Created by EB Advising | 2016
6. Hybrid Models
Inputs Outputs Outcomes
New opportunities
Organizational support
Information
Access
Customers
New opportunities
Business models
Intellectual property
Enterprise architecture
Happier customers
Better process visibility
More engagement
Better management
Created by EB Advising | 2016
7. Optimized Hybrid Model (O HI!)
Collect Explore Study
Portfolio
Created by EB Advising | 2016
10. Collect
Inputs Activities Outputs
Ad hoc Ideas
Client Requests
Problem Reports
Information
Definitions
Research
Validation Boards
Interviews
Idea Competitions
Validation Boards
Opportunity Briefs
Created by EB Advising | 2016
11. Explore
Inputs Activities Outputs
Information
Opportunity Briefs
Validation Boards
Definitions
Design Sprints
Validation Boards
Interviews
Research
Idea Competitions
Minimum Viable Concepts
Validation Boards
Concept Briefs
Created by EB Advising | 2016
12. Study
Inputs Activities Outputs
Minimum Viable Concepts
Validation Boards
Concept Briefs
Definitions
Prototype Sprints
Validation Boards
Interviews
Idea Competitions
Customer Immersion
Supporting Artifacts
Portfolio-Ready Briefs
Portfolio-Review Ready
Solutions
IP
Created by EB Advising | 2016
14. Activate
Inputs Activities Outputs
Activate-Ready Solutions
Review Brief
Definitions
“Activation Sprints”
Development Sprints
(“hackathons”)
“Grand Challenges”
Collaborative development
Deployment-Ready
Solutions (MVP)
Activate Briefs
New Opportunities
IP
Created by EB Advising | 2016
15. Deploy
Inputs Activities Outputs
Deployment-Ready
Solutions
Activate Briefs
Implementation
Instrumentation
Collaborative Development
Customer Immersion
Idea Competitions
Implemented Solutions
Instrumented Solutions
New Opportunities
Deployment Briefs
IP
Created by EB Advising | 2016
16. Study
Inputs Activities Outputs
Information
Implementation Feedback
Instrumentation Data
Deployment Briefs
Research
Idea Competitions
Analytics
Interviews
Customer Immersion
Heuristics
Analysis Sets
New Opportunities
Study Briefs
IP
Created by EB Advising | 2016
17. Exploit
Inputs Activities Outputs
Analysis Sets
Study Briefs
Research
Validation Boards
Interviews
Platforming
Validation Boards
New Opportunities
New Business Models
Enterprise Architecture
IP
Created by EB Advising | 2016
19. Features Integration with Innovation db products
Automation (where possible)
Briefs & reviews are subjective filters
Data & analyses are objective filters
Establishes phase-based metrics
Gives executives visibility and input
Broad, filterable opportunity channels
Created by EB Advising | 2016
20. Getting There
Adapt to reflect corporate
strategy
Determine internal needs
Develop personnel
needed
Set up communications
structure
Recruit internal champion
group
Involve to the org
Created by EB Advising | 2016