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Beyond Brainstorming: Idea-Finding for Innovation

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A walkthrough of an idea-finding process.

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Beyond Brainstorming: Idea-Finding for Innovation

  1. 1. © Neo Innovation, Inc. 2015, All rights reserved. Beyond Brainstorming Creating Breakthrough Ideas For Innovation March, 2015
  2. 2. Idea Finding | March, 2015 – – Agenda 2 1. Why Opportunity-Finding? 2. The Idea-Finding Process 3. I have an Idea. Now what? 4. Q/A If you have questions, Tweet them to @neoinnovate.
  3. 3. Why Opportunity-Finding?
  4. 4. Idea Finding | March, 2015 – – When We Seek Opportunities 4 Create viable options Build emerging businesses Extend & defend core businesses Now Existing Products FutureNext Gen
  5. 5. Idea Finding | March, 2015 – – When We Seek Opportunities 5 Existing Products FutureNext Gen Problem Solution Where should we look? Better solution
  6. 6. Idea Finding | March, 2015 – – Build, Measure, Learn 6 Ideas Build Product Measure Data Learn
  7. 7. Where do we look?
  8. 8. Idea Finding | March, 2015 – – What is an Opportunity? 8 The potential to create value, found at the intersection of unmet needs and emergent possibilities. (Larry Schmitt, 2013) Unmet Needs New Possibilities
  9. 9. Idea Finding | March, 2015 – – What is an Opportunity? 9 The ability to create value, found at the intersection of unmet needs and emergent possibilities Unmet Needs New Possibilities
  10. 10. Idea Finding | March, 2015 – – Unmet Needs Customer What is an Opportunity? 10 The ability to create value, found at the intersection of unmet needs and emergent possibilities Unmet Needs New Possibilities Business
  11. 11. An Opportunity starts with an Idea.
  12. 12. Idea Finding | March, 2015 – – Build, Measure, Learn 12 Ideas Build Product Measure Data Learn
  13. 13. Idea Finding | March, 2015 – – Ideas & Build, Measure, Learn 13 Ideas Build Product Measure Data Learn Idea-Finding Process
  14. 14. Idea Finding | March, 2015 – – Idea-Finding Process 14 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  15. 15. Idea Finding | March, 2015 – – Idea-Finding Process 15 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  16. 16. Idea Finding | March, 2015 – – Idea-Finding Example 16 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities 1 2 3 4 + + = e-commerce company looking to grow adjacent services People in NYC all hate the post office. Ubiquitous smartphone penetration puts cameras and geo-location in every hand. Shyp, the UBER for sending packages.
  17. 17. Idea Finding | March, 2015 – – Idea-Finding Example 17 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities 1 2 3 4 + + = Limo drivers spend time waiting at airports Limo customers want faster pickups FAA regulation changes allow smartphone usage in airplanes. Limo company can dispatch drivers based on real-time passenger info
  18. 18. The Process
  19. 19. Section MarkerExplain a bit more here Process Overview 1. Define Strategic Constraints 2. Identify Market Needs 3. Identify New Possibilities 4. Generate New Ideas 5. Filter Ideas for Strategic Fit
  20. 20. Idea Finding | March, 2015 – – 1. Define Business Need 20 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  21. 21. Idea Finding | March, 2015 – – Strategic Constraints 21 What is the business need? What are the hard constraints? - To support a strategy, if so, what? - To attract investment, if so, from whom? What must they see? - To grow, if so, in which direction, in which domain? - To defend, if so, from what? For example, “we provide a shipping and mailing services in the US, but our customers are not satisfied with our retail experience. We are losing business as a result.” Note: these constraints are inherently a leadership choice. In other words, they are set as a given in order to limit and focus the search. Begin to draw a border around the search area
  22. 22. Idea Finding | March, 2015 – – 2. Define Market Need 22 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  23. 23. Idea Finding | March, 2015 – – Market Needs 23 What is the customer, user, market need? - Designers typically discover this through research. - D-thinking focus on this discovery through “empathy” - Founders often understand this intuitively via experience It’s important to articulate this from the user / customer perspective.
 For example, “I avoid my local post office at all costs. I will go out of my way to go to a UPS Store or Fedex location, but honestly, that’s a pain too.”
  24. 24. Idea Finding | March, 2015 – – 3. Find New Possibilities 24 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  25. 25. Idea Finding | March, 2015 – – Changes Reveal New Possibilities 25 “Change is the basic fuel of innovation, its source, its raw material.” —Robert and Weiss, “The Innovation Formula” 1988 What is possible now that was never possible before? To do this, we must examine what has changed, and consider what those changes make possible. For example: a recent FAA regulation change allows airline passengers to keep their mobile phones on during take-off and landing, provided the cellular radios are turned off. This makes new capabilities available to airline passengers. They can track their position with GPS. They can read e-books and listen to podcasts during takeoff and landing. (What other possibilities can you think of?
  26. 26. Idea Finding | March, 2015 Where do we look for changes? The Unexpected (Successes, Failures, Events) Demographic Changes Changes in Perception New Knowledge Incongruities Process Needs Industry and Market Changes Drucker’s “Sources of Innovation”
  27. 27. Idea Finding | March, 2015 Where do we look for changes? The Unexpected Demographic Changes Changes in Perception New Knowledge Incongruities Process Needs Industry and Market Changes Drucker’s “Sources of Innovation” Useful sources of “new possibilities.” Useful sources of problems to solve
  28. 28. Idea Finding | March, 2015 – – Finding Possibilities 28 …continued. 3.For promising changes, brainstorm Possibilities The process… 1.Select a Source 2.Make a list of interesting Changes
  29. 29. Idea Finding | March, 2015 – – Unexpected success Possibility Worksheet, example 1 Selected Change: UBER What does this change make possible? People don’t have to use the phone to call a car The service knows where you are People don’t need go outside to hail a cab. People don’t need to go to the dispatcher’s storefront Cars on demand 29 Unexpected Successes List unexpected successes in your industry and in the general economy: Fedex Stores UPS Stores USPS In-Store Kiosks Pre-paid returns (in e-commerce) UBER iPHONE The “New Possibilities” you’ll carry forward
  30. 30. Idea Finding | March, 2015 – – Use this worksheet to identify interesting possibilities Possibility Worksheet Source: __________________________ List of Changes: _________________________________ _________________________________ _________________________________ _________________________________ 30 Selected Change: _________________ What does this change make possible? _________________________________ _________________________________ _________________________________ _________________________________ Adapted from Robert and Weiss, 1988
  31. 31. Idea Finding | March, 2015 – – Changes in Perception Possibility Worksheet, example 2 Selected Change: The Post Office is no longer associated with reliable service What are some general ways we could address this change? Create a service initiative to change perception. Create another brand to deliver highly reliable service Partner with a trusted brand to create a solution. 31 Changes in Perception List changes in your domain: People less tolerant of poor service People ship things rarely, thus are not price-sensitive People are beginning to accept the concierge economy The Post Office is no longer associated with reliable service The “New Possibilities” you’ll carry forward
  32. 32. Idea Finding | March, 2015 – – 4. Generate New Ideas 32 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  33. 33. Idea Finding | March, 2015 – – Putting it all together 33 Define Strategic Constraints Define User/ Customer Problem Area New possibilities IDEA + + =
  34. 34. Idea Finding | March, 2015 – – Putting it all together 34 Define Strategic Constraints Define User/ Customer Problem Area New possibilities IDEA + + = Retail business is down due to customer satisfaction problems Customers no longer willing to visit post office. Partner with a trusted brand to create a solution ?
  35. 35. Idea Finding | March, 2015 – – Putting it all together 35 Define Strategic Constraints Define User/ Customer Problem Area New possibilities IDEA + + = Retail business is down due to customer satisfaction problems Customers no longer willing to visit post office. “Car on demand service” for mailing and shipping ?
  36. 36. Idea Finding | March, 2015 – – 5. Filter for Strategic Fit 36 Define Strategic Constraints Define User/ Customer Problem Area New possibilities Generative Activities Why Us? Collect Inputs Filter IdeasGenerate Ideas 1 2 3 4 5
  37. 37. Idea Finding | March, 2015 Filter for Strategic Fit What is special about us that makes this idea a good fit? What capability, asset, channel, relationships, (etc.) do we possess that our competition doesn’t? Asking, “Why us?”
  38. 38. Idea Finding | March, 2015 – – Ideas & Build, Measure, Learn 38 Ideas Build Product Measure Data Learn Idea-Finding Process
  39. 39. Now, evaluate the idea…
  40. 40. Idea Finding | March, 2015 – – What you know, what you suspect, what you need to learn to be successful Identify assumptions to test My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? … 40 www.talkingtohumans.com
  41. 41. Idea Finding | March, 2015 – – Then… Build, Measure, Learn 41 Ideas Build Product Measure Data Learn
  42. 42. Idea Finding | March, 2015 Questions? Want to learn more? Our full-day workshop digs into idea-finding and innovation. You’ll articulate strategy in an easily actionable format, you’ll find breakthrough ideas, and you’ll create a plan to quickly assess their value. http://bit.ly/IdeasWorkshop josh@neo.com www.neo.com www.neo.com/education

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