SlideShare a Scribd company logo
1 of 16
Download to read offline
HOW TO
INNOVATE.
Innovation is all the rage today for compa-
nies from small to large, and rightfully so.
Evidence of this pressure to constantly re-
invent and innovate: In a study published
in 2012, Yale University predicted that more
thanthreequartersoftheFortune500inthe
year 2020 will be companies we have not
heard of yet1. The 2014 DMI Design Value
index reported that companies who focus
on “design as an integrative resource to in-
novate more efficiently and successfully”
have maintained significant stock market
advantage, outperforming the S&P by an
extraordinary 228% over a decade2.
STRATEGIC INNOVATION
Those firms that are innovating successfully and winning
are those that take a strategic approach to innovation
and align it with their business strategy. HBR reported in
their June 2015 issue3
that despite massive investments
of management time and money, innovation remains a
frustrating pursuit in many companies. Innovation ini-
tiatives frequently fail, and successful innovators have
a hard time sustaining their performance—as Polaroid,
Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and
countless others have found. Why is it so hard to build
and maintain the capacity to innovate? The reasons go
much deeper than the commonly cited cause: a failure
to execute. The problem with innovation improvement
efforts is rooted in the lack of an innovation strategy.
Innovation Point, a consultancy, reported in their white-
paper “A Framework for Strategic Innovation” that:
“Strategic Innovation takes the road less traveled–it chal-
lenges an organization to look beyond its established
business boundaries and mental models to participate
in an open-minded, creative exploration of the realm
of possibilities. Some organizations may feel that seek-
ing breakthrough innovation is too grandiose a goal,
and would be content in “simply growing the business.”
Experience shows, however, that simply focusing on the
short-term yields short-term results–while teams aspir-
ing to seek significant breakthroughs will both identify
“big ideas” and also generate “closer in” incremental ideas.
Strategic Innovation is not characterized by mundane,
incremental product extensions, the “me-too” models of
close followers, or band-aids for inefficient processes.
It does not consist of simple facilitated creativity ses-
sions or brainstorming new ideas. Instead, it spans a
journey of inquiry and activity–from creative inspiration
at the ambiguous “fuzzy front end” through the detailed
requirements of successful execution that lead to busi-
ness impact4
.”
PROCESS
The strategic innovation process, as Innovation Point
asserts, calls for a holistic approach that operates on
multiple levels. First, it blends non-traditional and tradi-
tional approaches to business strategy, deploying the
practices of “Industry Foresight,” “Consumer/Customer
Insight” and “Strategic Alignment” as a foundation, and
supplementing them with more conventional approaches
and models. Second, it combines two seemingly par-
adoxical mindsets: expansive, visionary thinking that
imaginatively explores long-term possibilities; and prag-
matic, down-to-earth implementation activities that lead
to short-term, measurable business impact.
And that’s the challenge. It requires different mindsets
and different skillsets. Many people who are creative
problem solvers and innovators don’t actually realize
or even admit that they have a process. The percep-
tion is that the ideas flow from intuition. This intuition
though is taught over time. It’s learned by following a
process, developing skills and practicing that process
over and over until that process becomes intuition.
How does a firefighter know to leave a building before
it collapses? Intuition. But that firefighter wouldn’t have
known that his or her first week on the job. The intuition
is gained by learning new skills, being in similar situa-
tions and following a process many times over. Once the
experienced is gained, the process doesn’t feel like a
process–it feels like intuition.
AdaptedfromInnovationPointLLC:
“AFrameworkforStrategicInnovation.”
1.	 Scoping & Planning
Framing, Brief Writing,
Developing Hypothesis
2.	 Consumer Insight
Listening, Field Observation,
Trendspotting, Empathy &
Exploration
3.	 Industry Foresight
Researching, Trendspotting,
Listening, Exploration
4.	 Opportunity Identification
Synthesizing, Pattern-Recogni-
tion, Sense-making, Prioritizing
5.	 Business & Product Design
Concepting,
Experimenting, Testing
6.	 Consumer Validation
Listening, Incremental
Experimentation, Evaluating
7.	 Implementation
Execution
FOCUS
HBR in their June 2015 issue3
asserts that an innovation
strategy should answer these questions:
•	 How will innovation create value for potential
customers?
•	 How will the company capture a share of the value
that its innovations generate?
•	 What types of innovations will allow the company to
create and capture value, and what resources should
each type receive?
The answers to these questions posed by author Gary
P. Pisano, help align business strategy with innovation
strategy. Once innovation strategy is aligned, it’s time to
execute. Many organizations have a disciplined approach
or method or even utilize multiple approaches. Others
execute without a disciplined process. No matter where
your organization falls on this spectrum, there are four
common approaches to innovation that companies utilize.
APPROACHES
Many of the most innovative organizations are deploying
a combination of methods in order to solve challenges
in various ways. The combination of these approaches
is a powerful way to maximize the benefits of each. In
order to help think about when and how to take advan-
tage of a specific method, we’ve outlined the four broad
innovation approaches in use today: Lean Startup,
Design-Driven, Open Innovation and Crowdsourced
Idea Management.
DEFINITION
An agile process of searching for an innovation that can
be economically viable and technically feasible. By
incorporating user feedback and experimentation early
in the process, the methodology embraces “failing early
to succeed sooner.”
USE WHEN?
•	 Need to test  validate core assumptions early
in the process
•	 Limited resources, specifically time
•	 Competitive environment is dynamic
•	 Threat of disruption of product, service, model
BENEFITS
•	 Cultivates a fast-moving, learning culture that can
quickly adapt
•	 Provides nimbleness  speed towards minimum
viable product
•	 Encourages action  responsiveness while limiting
risk (agile development  pivoting)
•	 Encourages greater sense of urgency to “ship”
•	 Elimination of wasted time  resources
CULTURE IMPACT
•	 Agile mindset
•	 Values customer feedback over intuition
•	 “Failing fast” mentality
LIMITATIONS/CHALLENGES
•	 Setbacks can kill projects too early
•	 Ability to implement in cultures where planning or
“black  white” decision making is emphasized
•	 Challenging to implement ideas at scale due to
embedded infrastructure of organization
•	 Could pose risk when testing market with current
customers
•	 More qualitative than quantative in market research/
feedback
•	 Build-measure-lean aligns with tech better than other
product development workflows
WHO’S GREAT AT THIS?
•	 3M
•	 Coca-Cola (Founders Program)
•	 Unilever
TOOLS
•	 Batterii
•	 Launchpad Central
•	 Strategyzer
LEAN STARTUP
DEFINITION
Design-Driven is a mindset, method, approach and set of
tools applied in order to achieve human-centered inno-
vation, which will add sustainable and meaningful value.
USE WHEN?
•	 The need or problem is unknown or ambiguous; the
question might not even be clear
•	 Need for product, service  business model transfor-
mation
•	 Need to develop a consumer or customer-centric
mindset
•	 Working to understand need vs. finding a market for a
solution that has been created
•	 Making sense of information
BENEFITS
•	 Provides experience  deep knowledge by being
close to the consumer/customer
•	 Encourages action while limiting risk: prototyping 
iteration loops
•	 Celebrates inspiration as a catalyst for innovation
•	 Provides insights to make critical business  strategic
choices
CULTURE IMPACT
•	 Cultivates a creative and human-centered company
culture
•	 Creates interdisciplinary collaborators: thinkers 
doers across business units
•	 Promotes open-mindedness and curiosity
•	 Celebrates inspiration as a catalyst for innovation
•	 Purpose-driven challenges/problems
LIMITATIONS/CHALLENGES
Mindset shift for many cultures and employees, there-
fore initial execution cycle to instill in teams is long and
process is hard until practice becomes habit
DESIGN-DRIVEN
WHO’S GREAT AT THIS?
•	 Dyson
•	 Frog Design
•	 Herman Miller
•	 IDEO
•	 Intuit
TOOLS?
•	 Batterii
•	 Concept Board
•	 Murally
DEFINITION
Innovating with partners outside the organization to
share risk  reward to solve a specific problem. Typically
sourced within a specific community of interest and
often used for RD.
USE WHEN?
•	 To solve a specific problem with a prescribed solution
•	 Lack expertise in-house
•	 Speed-to-market is critical and solution involves
extensive research and possibly trials
•	 To solve “part” of an innovation vs. development of a
product, service or model
OPEN INNOVATION
BENEFITS
•	 Enables sharing of risk  resources with potential
partners
•	 Provides ability to leverage proven solutions
•	 Expands resources  capabilities in areas lacking
expertise
•	 May reduce cost of development
CULTURE IMPACT
•	 Provides diversity of expertise, viewpoints  ideas
•	 Encourages sharing of knowledge
•	 Promotes open-mindednessdedness Connectionn 
engagement with stakeholders  customers
LIMITATIONS/CHALLENGES
•	 Requires strength in identifying, connecting,  part-
nering effectively
•	 Potential exposure to strategies  plans to market
•	 Requires transition  integration process with external
stakeholders
•	 Potential for IP contamination
WHO’S GREAT AT THIS?
•	 GE
•	 Netflix Prize
•	 Panasonic
•	 PG (Connect  Develop)
TOOLS?
•	 Innocentive
•	 Nine Sigma
•	 QMarkets
CROWDSOURCED IDEA MANAGEMENT
DEFINITION
An open-call for needed ideas or input from large groups
of people, typically online communities of customers,
employees or suppliers. It often takes the form of a
broad-based competition that rewards participants for
the production of ideas or leverages the collective intel-
ligence to pick the best ideas.
USE WHEN?
•	 Engagement and connection with stakeholders/
public collaborators is seen as an opportunity to
gather a more diverse set of perspectives
•	 When internal teams are “stale” and want an infusion
of ideas from outside
•	 A large volume of ideas are needed
•	 Can be used to validate ideas during the innovation
lifecycle
BENEFITS
•	 Can generate a large quantity of ideas typically with
low cost and with speed
•	 Easy to execute relative to other innovation
approaches
•	 Easy to engage many people with diverse skills,
expertise  experiences
•	 Viewed positively by customers/market when invited
to participate
•	 An initiative can lead to awareness building and posi-
tive perceptions of the brand
CULTURE IMPACT
•	 Breeds a culture of ideation  idea sharing
•	 Generates excitement and energy
LIMITATIONS/CHALLENGES
•	 Stresses quantity over quality of ideas
•	 Ideas generated are typically incremental vs. break-
through innovation
•	 Difficult to assess  qualify ideas
•	 Ideas are not always based on true needs, problems
or opportunities
•	 Doesn’t encourage development of innovation skills
or mindsets
•	 Crowd quickly becomes fatigued with process  lim-
ited participation ensues
WHO’S GREAT AT THIS?
•	 Cisco iPrize
•	 Dell IdeaStorm
•	 IBM Jams
•	 MyStarbucks Idea
TOOLS?
•	 Bright Idea
•	 Hype
•	 Imaginatek
•	 MindJet
OPEN
INNOVATION
CROWDSOURCED
IDEA MANAGMENT
LEAN START-UP
DESIGN–DRIVEN
CONTEXT
Top innovators know that to problem-solve and contin-
uously reinvent within any given ecosystem, there is no
“one size fits all” approach or methodology. A combina-
tion of the approaches discussed in this paper, may yield
the best results. Using the Strategic Innovation Process
discussed earlier, the diagram to the right demonstrates
when the approaches are best utilized at each step in
the process.
AdaptedfromInnovationPointLLC:
“AFrameworkforStrategicInnovation.”
APPROACHES:
Just as the approaches to innovation cannot be “one size
fits all” the tools that support those approaches cannot
be either. Tools that were built and intended for crowd-
sourced idea management will struggle to be useful for
Design-Driven approaches and methodologies and vice
versa. Tools for Open Innovation and Crowdsourced Idea
Management are well known and have been deployed
by most innovation teams. The desire for organizations
to utilize Lean and Design-driven approaches to scale
innovation is becoming more prevalent, but legacy
tools are often still being utilized: paper, markers, post-it
notes and whiteboards to name a few.
Given the imperatives for success and the implementa-
tion of these newer approaches, teams need a tool that
support those approaches. Tools that allow the diverse
thinking and ability to unleash the creative mindset,
while structuring and organizing information in a way
that enables collaboration and develops a repository of
great ideas.
Batterii is that tool. It is the only innovation SaaS platform
that was built on Design-Driven principles. As a result,
Batterii is a key driver in transforming the way the orga-
nization thinks, works and innovates. Use Batterii to
support your innovation and creative problem-solving
processes, whether it’s research, trend spotting, business
model development, product and service design, and
concept development.
… powering your next big idea.
To learn more visit www.batterii.com or contact Shaun
Chokreff at schokreff@batterii.com
TOOL
REFERENCES
1.	Gittleson, Kim. “Can a Company Live Forever?” BBC
News. bbc.com, 19 Jan. 2012. Web. 1 Sept. 2015.
2.	Rae, Jeneanne, and Michael Westcott. “Design-Driven
Companies Outperform SP by 228% Over Ten Years
- The ‘DMI Design Value Index’ - Design Management
Institute.” Design Management Institute  Motiv, 10
Mar. 2014. Web. 1 Sept. 2015.
3.	Pisano, Gary P. “You Need an Innovation Strategy.”
Innovation. Harvard Business Review, 1 June 2015.
Web. 1 Sept. 2015.
4.	Palmer, Derrick, and Soren Kaplan. “A Framework for
Strategic Innovation.” InnovationPoint LLC. Innova-
tion-Point.com. Web. 1 Sept. 2015.
NOTES
NOTES
How to Innovate...Strategically: What Innovation Approach Should You Use When?

More Related Content

What's hot

Innovation Guest lecture Tu Delft
Innovation Guest lecture Tu Delft Innovation Guest lecture Tu Delft
Innovation Guest lecture Tu Delft Koen Klokgieters
 
Gurudevs Article In Ce Obulletin000023 En
Gurudevs Article In Ce Obulletin000023 EnGurudevs Article In Ce Obulletin000023 En
Gurudevs Article In Ce Obulletin000023 Enggurudev
 
An Evolving Career in Innovation Management
An Evolving Career in Innovation Management An Evolving Career in Innovation Management
An Evolving Career in Innovation Management Steven Palmer
 
Applying open Innovation
Applying open InnovationApplying open Innovation
Applying open InnovationMiguel
 
Recipe for Successful Ideation
Recipe for Successful IdeationRecipe for Successful Ideation
Recipe for Successful IdeationAnkit Agarwal
 
resolving dilemmas in collective innovation
resolving dilemmas in collective innovationresolving dilemmas in collective innovation
resolving dilemmas in collective innovationcoworkingsalzburg.com
 
How to build a startup may 2017
How to build a startup   may 2017How to build a startup   may 2017
How to build a startup may 2017Raomal Perera
 
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...
Lean Innovation for Micro Enterprises Module 9   Is it worth implementing  Le...Lean Innovation for Micro Enterprises Module 9   Is it worth implementing  Le...
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...BanbridgeDistrictEnt
 
Structuring for innovation term paper
Structuring for innovation term paperStructuring for innovation term paper
Structuring for innovation term paperMike Johnson
 
Ulwick-IntroductiontoODI
Ulwick-IntroductiontoODIUlwick-IntroductiontoODI
Ulwick-IntroductiontoODIKimon Paxinos
 
Organizing for Innovation Lemon Consulting
Organizing for Innovation Lemon ConsultingOrganizing for Innovation Lemon Consulting
Organizing for Innovation Lemon ConsultingHubert Lobnig
 
Soumen de
Soumen deSoumen de
Soumen dePMI2011
 
Business Model Innovation Research Project
Business Model Innovation Research ProjectBusiness Model Innovation Research Project
Business Model Innovation Research ProjectDr. Marc Sniukas
 
Organizing For Innovation & Growth
Organizing For Innovation & GrowthOrganizing For Innovation & Growth
Organizing For Innovation & GrowthDr. Marc Sniukas
 
Nitin kamal & venus katela
Nitin kamal & venus katelaNitin kamal & venus katela
Nitin kamal & venus katelaPMI2011
 
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Organizational Innovation Report by TrendsSpotting: Implementing innovation i...
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
 
The Process of Innovation
The Process of InnovationThe Process of Innovation
The Process of InnovationJoel Wenger
 

What's hot (19)

Innovation Guest lecture Tu Delft
Innovation Guest lecture Tu Delft Innovation Guest lecture Tu Delft
Innovation Guest lecture Tu Delft
 
Gurudevs Article In Ce Obulletin000023 En
Gurudevs Article In Ce Obulletin000023 EnGurudevs Article In Ce Obulletin000023 En
Gurudevs Article In Ce Obulletin000023 En
 
An Evolving Career in Innovation Management
An Evolving Career in Innovation Management An Evolving Career in Innovation Management
An Evolving Career in Innovation Management
 
Applying open Innovation
Applying open InnovationApplying open Innovation
Applying open Innovation
 
Recipe for Successful Ideation
Recipe for Successful IdeationRecipe for Successful Ideation
Recipe for Successful Ideation
 
resolving dilemmas in collective innovation
resolving dilemmas in collective innovationresolving dilemmas in collective innovation
resolving dilemmas in collective innovation
 
How to build a startup may 2017
How to build a startup   may 2017How to build a startup   may 2017
How to build a startup may 2017
 
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...
Lean Innovation for Micro Enterprises Module 9   Is it worth implementing  Le...Lean Innovation for Micro Enterprises Module 9   Is it worth implementing  Le...
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...
 
Course intro (1)
Course intro (1)Course intro (1)
Course intro (1)
 
Structuring for innovation term paper
Structuring for innovation term paperStructuring for innovation term paper
Structuring for innovation term paper
 
Ulwick-IntroductiontoODI
Ulwick-IntroductiontoODIUlwick-IntroductiontoODI
Ulwick-IntroductiontoODI
 
Organizing for Innovation Lemon Consulting
Organizing for Innovation Lemon ConsultingOrganizing for Innovation Lemon Consulting
Organizing for Innovation Lemon Consulting
 
Soumen de
Soumen deSoumen de
Soumen de
 
Business Model Innovation Research Project
Business Model Innovation Research ProjectBusiness Model Innovation Research Project
Business Model Innovation Research Project
 
Organizing For Innovation & Growth
Organizing For Innovation & GrowthOrganizing For Innovation & Growth
Organizing For Innovation & Growth
 
Design thinking for software development
Design thinking for software developmentDesign thinking for software development
Design thinking for software development
 
Nitin kamal & venus katela
Nitin kamal & venus katelaNitin kamal & venus katela
Nitin kamal & venus katela
 
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Organizational Innovation Report by TrendsSpotting: Implementing innovation i...
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...
 
The Process of Innovation
The Process of InnovationThe Process of Innovation
The Process of Innovation
 

Viewers also liked

Quicksand - Credentials 2015
Quicksand - Credentials 2015Quicksand - Credentials 2015
Quicksand - Credentials 2015Kevin Shane
 
Seo proposal
Seo proposalSeo proposal
Seo proposalQuyen Do
 
Gioconomics update March 2012: the journey so far
Gioconomics update March 2012: the journey so farGioconomics update March 2012: the journey so far
Gioconomics update March 2012: the journey so farVincenzo Di Maria
 
SVA Fundamentals of Design for Social Innovation book 2013
SVA Fundamentals of Design for Social Innovation book 2013SVA Fundamentals of Design for Social Innovation book 2013
SVA Fundamentals of Design for Social Innovation book 2013Marc Rettig
 
Business Model Innovation Tool Kit
Business Model Innovation Tool KitBusiness Model Innovation Tool Kit
Business Model Innovation Tool Kitaaltoglobalimpact
 
Two models of design-driven innovation - UX Australia
Two models of design-driven innovation - UX AustraliaTwo models of design-driven innovation - UX Australia
Two models of design-driven innovation - UX AustraliaSteve Baty
 
Modeling Values-Based Business with the Business Innovation Kit
Modeling Values-Based Business with the Business Innovation KitModeling Values-Based Business with the Business Innovation Kit
Modeling Values-Based Business with the Business Innovation KitHenning Breuer
 
Inside the Social Innovation Workshop
Inside the Social Innovation WorkshopInside the Social Innovation Workshop
Inside the Social Innovation WorkshopIE Business School
 
Towards a Theory of National and Organizational Level Ethical Leadership for ...
Towards a Theory of National and Organizational Level Ethical Leadership for ...Towards a Theory of National and Organizational Level Ethical Leadership for ...
Towards a Theory of National and Organizational Level Ethical Leadership for ...C.C. Dr. Tan
 
Design Thinking & Innovation
Design Thinking & InnovationDesign Thinking & Innovation
Design Thinking & InnovationEnvisioning Labs
 
Business ethics 2016
Business ethics 2016Business ethics 2016
Business ethics 2016C.C. Dr. Tan
 
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...Business Model Systems Thinking in Creating Sustainable Competitive Advantage...
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...C.C. Dr. Tan
 
Business research 2016
Business research 2016Business research 2016
Business research 2016C.C. Dr. Tan
 
Agile for Startups
Agile for StartupsAgile for Startups
Agile for StartupsAdrian Smith
 
Design thinking innovation training course outline - building a co-design app...
Design thinking innovation training course outline - building a co-design app...Design thinking innovation training course outline - building a co-design app...
Design thinking innovation training course outline - building a co-design app...DesignThinkers
 
Innovation: the classic traps
Innovation: the classic trapsInnovation: the classic traps
Innovation: the classic trapsWei Li
 

Viewers also liked (20)

Quicksand - Credentials 2015
Quicksand - Credentials 2015Quicksand - Credentials 2015
Quicksand - Credentials 2015
 
Gioconomics collaboration
Gioconomics collaborationGioconomics collaboration
Gioconomics collaboration
 
Seo proposal
Seo proposalSeo proposal
Seo proposal
 
Gioconomics SDNC12
Gioconomics SDNC12Gioconomics SDNC12
Gioconomics SDNC12
 
Gioconomics update March 2012: the journey so far
Gioconomics update March 2012: the journey so farGioconomics update March 2012: the journey so far
Gioconomics update March 2012: the journey so far
 
SVA Fundamentals of Design for Social Innovation book 2013
SVA Fundamentals of Design for Social Innovation book 2013SVA Fundamentals of Design for Social Innovation book 2013
SVA Fundamentals of Design for Social Innovation book 2013
 
Business Model Innovation Tool Kit
Business Model Innovation Tool KitBusiness Model Innovation Tool Kit
Business Model Innovation Tool Kit
 
Modes in innovation and design
Modes in innovation and designModes in innovation and design
Modes in innovation and design
 
Two models of design-driven innovation - UX Australia
Two models of design-driven innovation - UX AustraliaTwo models of design-driven innovation - UX Australia
Two models of design-driven innovation - UX Australia
 
Mindful innovation orientation Dec 2010
Mindful innovation orientation Dec 2010Mindful innovation orientation Dec 2010
Mindful innovation orientation Dec 2010
 
Modeling Values-Based Business with the Business Innovation Kit
Modeling Values-Based Business with the Business Innovation KitModeling Values-Based Business with the Business Innovation Kit
Modeling Values-Based Business with the Business Innovation Kit
 
Inside the Social Innovation Workshop
Inside the Social Innovation WorkshopInside the Social Innovation Workshop
Inside the Social Innovation Workshop
 
Towards a Theory of National and Organizational Level Ethical Leadership for ...
Towards a Theory of National and Organizational Level Ethical Leadership for ...Towards a Theory of National and Organizational Level Ethical Leadership for ...
Towards a Theory of National and Organizational Level Ethical Leadership for ...
 
Design Thinking & Innovation
Design Thinking & InnovationDesign Thinking & Innovation
Design Thinking & Innovation
 
Business ethics 2016
Business ethics 2016Business ethics 2016
Business ethics 2016
 
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...Business Model Systems Thinking in Creating Sustainable Competitive Advantage...
Business Model Systems Thinking in Creating Sustainable Competitive Advantage...
 
Business research 2016
Business research 2016Business research 2016
Business research 2016
 
Agile for Startups
Agile for StartupsAgile for Startups
Agile for Startups
 
Design thinking innovation training course outline - building a co-design app...
Design thinking innovation training course outline - building a co-design app...Design thinking innovation training course outline - building a co-design app...
Design thinking innovation training course outline - building a co-design app...
 
Innovation: the classic traps
Innovation: the classic trapsInnovation: the classic traps
Innovation: the classic traps
 

Similar to How to Innovate...Strategically: What Innovation Approach Should You Use When?

Rapid disruptive innovation
Rapid disruptive innovationRapid disruptive innovation
Rapid disruptive innovationzypgrace
 
2016 - 2. Innovation as a core business process.pot
2016 - 2. Innovation as a core business process.pot2016 - 2. Innovation as a core business process.pot
2016 - 2. Innovation as a core business process.potNadia Lushchak
 
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
INNOVATION MANAGEMENT IN SUPPLY CHAIN  LOGISTICS MANAGEMENT - Lecture 1.pptxINNOVATION MANAGEMENT IN SUPPLY CHAIN  LOGISTICS MANAGEMENT - Lecture 1.pptx
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptxHassanHani5
 
Innomantra Viewpoint - Getting Bold innovation Right v1.0
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra Viewpoint - Getting Bold innovation Right v1.0
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
 
Enabling Innovation: A Designers Perspective
Enabling Innovation: A Designers PerspectiveEnabling Innovation: A Designers Perspective
Enabling Innovation: A Designers PerspectiveThomas Sutton
 
Change Starts Here: Building a Culture of Innovation
Change Starts Here: Building a Culture of InnovationChange Starts Here: Building a Culture of Innovation
Change Starts Here: Building a Culture of InnovationMindjet
 
Changestartsherecultofinnovationss 140120145907-phpapp02
Changestartsherecultofinnovationss 140120145907-phpapp02Changestartsherecultofinnovationss 140120145907-phpapp02
Changestartsherecultofinnovationss 140120145907-phpapp02Zenobia Beukes
 
Oracle - How to take control of Product and Service Innovation guide.PDF
Oracle - How to take control of Product and Service Innovation guide.PDFOracle - How to take control of Product and Service Innovation guide.PDF
Oracle - How to take control of Product and Service Innovation guide.PDFFrancois Thierart
 
Innovation Process Management
Innovation Process ManagementInnovation Process Management
Innovation Process ManagementDr. Arturo Perez
 
[Assignment 10.1][Brand Innovation] Hung Van
[Assignment 10.1][Brand Innovation] Hung Van[Assignment 10.1][Brand Innovation] Hung Van
[Assignment 10.1][Brand Innovation] Hung VanHung Van
 
How to structure your innovation process. By SunIdee
How to structure your innovation process. By SunIdeeHow to structure your innovation process. By SunIdee
How to structure your innovation process. By SunIdeeellydoek
 
Shift from occasional to relentless innovation
Shift from occasional to relentless innovationShift from occasional to relentless innovation
Shift from occasional to relentless innovationJeffrey Phillips
 
How To Structure Your Innovation Process, SunIdee 2012
How To Structure Your Innovation Process, SunIdee 2012How To Structure Your Innovation Process, SunIdee 2012
How To Structure Your Innovation Process, SunIdee 2012Martin Klitsie
 
How to structure_your_innovation_process_sun_idee_2012_2
How to structure_your_innovation_process_sun_idee_2012_2How to structure_your_innovation_process_sun_idee_2012_2
How to structure_your_innovation_process_sun_idee_2012_2loesvanderputten
 
How to structure_your_innovation_process_sun_idee_2012
How to structure_your_innovation_process_sun_idee_2012How to structure_your_innovation_process_sun_idee_2012
How to structure_your_innovation_process_sun_idee_2012Isabelle Val
 
Innovation Workshops - MIT ID Innovation
Innovation Workshops - MIT ID InnovationInnovation Workshops - MIT ID Innovation
Innovation Workshops - MIT ID InnovationPankaj Deshpande
 

Similar to How to Innovate...Strategically: What Innovation Approach Should You Use When? (20)

Venture Path
Venture PathVenture Path
Venture Path
 
Rapid disruptive innovation
Rapid disruptive innovationRapid disruptive innovation
Rapid disruptive innovation
 
2016 - 2. Innovation as a core business process.pot
2016 - 2. Innovation as a core business process.pot2016 - 2. Innovation as a core business process.pot
2016 - 2. Innovation as a core business process.pot
 
Pres 132 craig wirkus august 3 2016
Pres 132 craig wirkus august 3 2016Pres 132 craig wirkus august 3 2016
Pres 132 craig wirkus august 3 2016
 
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
INNOVATION MANAGEMENT IN SUPPLY CHAIN  LOGISTICS MANAGEMENT - Lecture 1.pptxINNOVATION MANAGEMENT IN SUPPLY CHAIN  LOGISTICS MANAGEMENT - Lecture 1.pptx
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
 
Innomantra Viewpoint - Getting Bold innovation Right v1.0
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra Viewpoint - Getting Bold innovation Right v1.0
Innomantra Viewpoint - Getting Bold innovation Right v1.0
 
Enabling Innovation: A Designers Perspective
Enabling Innovation: A Designers PerspectiveEnabling Innovation: A Designers Perspective
Enabling Innovation: A Designers Perspective
 
Change Starts Here: Building a Culture of Innovation
Change Starts Here: Building a Culture of InnovationChange Starts Here: Building a Culture of Innovation
Change Starts Here: Building a Culture of Innovation
 
Changestartsherecultofinnovationss 140120145907-phpapp02
Changestartsherecultofinnovationss 140120145907-phpapp02Changestartsherecultofinnovationss 140120145907-phpapp02
Changestartsherecultofinnovationss 140120145907-phpapp02
 
Oracle - How to take control of Product and Service Innovation guide.PDF
Oracle - How to take control of Product and Service Innovation guide.PDFOracle - How to take control of Product and Service Innovation guide.PDF
Oracle - How to take control of Product and Service Innovation guide.PDF
 
Innovation Process Management
Innovation Process ManagementInnovation Process Management
Innovation Process Management
 
[Assignment 10.1][Brand Innovation] Hung Van
[Assignment 10.1][Brand Innovation] Hung Van[Assignment 10.1][Brand Innovation] Hung Van
[Assignment 10.1][Brand Innovation] Hung Van
 
How to structure your innovation process. By SunIdee
How to structure your innovation process. By SunIdeeHow to structure your innovation process. By SunIdee
How to structure your innovation process. By SunIdee
 
Tenets of innovation
Tenets of innovationTenets of innovation
Tenets of innovation
 
The Leading Authority on Innovation Management. A Framework to manage Innovation
The Leading Authority on Innovation Management. A Framework to manage InnovationThe Leading Authority on Innovation Management. A Framework to manage Innovation
The Leading Authority on Innovation Management. A Framework to manage Innovation
 
Shift from occasional to relentless innovation
Shift from occasional to relentless innovationShift from occasional to relentless innovation
Shift from occasional to relentless innovation
 
How To Structure Your Innovation Process, SunIdee 2012
How To Structure Your Innovation Process, SunIdee 2012How To Structure Your Innovation Process, SunIdee 2012
How To Structure Your Innovation Process, SunIdee 2012
 
How to structure_your_innovation_process_sun_idee_2012_2
How to structure_your_innovation_process_sun_idee_2012_2How to structure_your_innovation_process_sun_idee_2012_2
How to structure_your_innovation_process_sun_idee_2012_2
 
How to structure_your_innovation_process_sun_idee_2012
How to structure_your_innovation_process_sun_idee_2012How to structure_your_innovation_process_sun_idee_2012
How to structure_your_innovation_process_sun_idee_2012
 
Innovation Workshops - MIT ID Innovation
Innovation Workshops - MIT ID InnovationInnovation Workshops - MIT ID Innovation
Innovation Workshops - MIT ID Innovation
 

Recently uploaded

tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)Norah Medlin
 
Hyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings releaseHyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings releaseirhcs
 
MichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdfMichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdfmstarkes24
 
Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)Alejandro Cremades
 
Raising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE VenturesRaising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE VenturesAlejandro Cremades
 
Aptar Closures segment - Corporate Overview-India.pdf
Aptar Closures segment - Corporate Overview-India.pdfAptar Closures segment - Corporate Overview-India.pdf
Aptar Closures segment - Corporate Overview-India.pdfprchbhandari
 
Potato Flakes Manufacturing Plant Project Report.pdf
Potato Flakes Manufacturing Plant Project Report.pdfPotato Flakes Manufacturing Plant Project Report.pdf
Potato Flakes Manufacturing Plant Project Report.pdfhostl9518
 
What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...srcw2322l101
 
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product DiscoveryDesmond Leo
 
A Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettA Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettJacobBadgett
 
Falcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small BusinessesFalcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small BusinessesFalcon investment
 
zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdfzukhrafshabbir
 
hyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statementshyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statementsirhcs
 
Presentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelledPresentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelledCaitlinCummins3
 
Expert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning AdvisorsExpert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning Advisorscardinalpointwealth11
 
Toyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & TransformationsToyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & TransformationsStefan Wolpers
 
1Q24_EN hyundai capital 1q performance
1Q24_EN   hyundai capital 1q performance1Q24_EN   hyundai capital 1q performance
1Q24_EN hyundai capital 1q performanceirhcs
 
NFS- Operations Presentation - Recurrent
NFS- Operations Presentation - RecurrentNFS- Operations Presentation - Recurrent
NFS- Operations Presentation - Recurrenttoniquemcintosh1
 
How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?Alejandro Cremades
 

Recently uploaded (20)

tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)
 
Hyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings releaseHyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings release
 
MichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdfMichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdf
 
Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)
 
Raising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE VenturesRaising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE Ventures
 
Aptar Closures segment - Corporate Overview-India.pdf
Aptar Closures segment - Corporate Overview-India.pdfAptar Closures segment - Corporate Overview-India.pdf
Aptar Closures segment - Corporate Overview-India.pdf
 
Potato Flakes Manufacturing Plant Project Report.pdf
Potato Flakes Manufacturing Plant Project Report.pdfPotato Flakes Manufacturing Plant Project Report.pdf
Potato Flakes Manufacturing Plant Project Report.pdf
 
What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...
 
WAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdfWAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdf
 
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
 
A Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettA Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob Badgett
 
Falcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small BusinessesFalcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small Businesses
 
zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdf
 
hyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statementshyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statements
 
Presentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelledPresentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelled
 
Expert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning AdvisorsExpert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning Advisors
 
Toyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & TransformationsToyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & Transformations
 
1Q24_EN hyundai capital 1q performance
1Q24_EN   hyundai capital 1q performance1Q24_EN   hyundai capital 1q performance
1Q24_EN hyundai capital 1q performance
 
NFS- Operations Presentation - Recurrent
NFS- Operations Presentation - RecurrentNFS- Operations Presentation - Recurrent
NFS- Operations Presentation - Recurrent
 
How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?
 

How to Innovate...Strategically: What Innovation Approach Should You Use When?

  • 2. Innovation is all the rage today for compa- nies from small to large, and rightfully so. Evidence of this pressure to constantly re- invent and innovate: In a study published in 2012, Yale University predicted that more thanthreequartersoftheFortune500inthe year 2020 will be companies we have not heard of yet1. The 2014 DMI Design Value index reported that companies who focus on “design as an integrative resource to in- novate more efficiently and successfully” have maintained significant stock market advantage, outperforming the S&P by an extraordinary 228% over a decade2.
  • 3. STRATEGIC INNOVATION Those firms that are innovating successfully and winning are those that take a strategic approach to innovation and align it with their business strategy. HBR reported in their June 2015 issue3 that despite massive investments of management time and money, innovation remains a frustrating pursuit in many companies. Innovation ini- tiatives frequently fail, and successful innovators have a hard time sustaining their performance—as Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others have found. Why is it so hard to build and maintain the capacity to innovate? The reasons go much deeper than the commonly cited cause: a failure to execute. The problem with innovation improvement efforts is rooted in the lack of an innovation strategy. Innovation Point, a consultancy, reported in their white- paper “A Framework for Strategic Innovation” that: “Strategic Innovation takes the road less traveled–it chal- lenges an organization to look beyond its established business boundaries and mental models to participate in an open-minded, creative exploration of the realm of possibilities. Some organizations may feel that seek- ing breakthrough innovation is too grandiose a goal, and would be content in “simply growing the business.” Experience shows, however, that simply focusing on the short-term yields short-term results–while teams aspir- ing to seek significant breakthroughs will both identify “big ideas” and also generate “closer in” incremental ideas. Strategic Innovation is not characterized by mundane, incremental product extensions, the “me-too” models of close followers, or band-aids for inefficient processes. It does not consist of simple facilitated creativity ses- sions or brainstorming new ideas. Instead, it spans a journey of inquiry and activity–from creative inspiration at the ambiguous “fuzzy front end” through the detailed requirements of successful execution that lead to busi- ness impact4 .”
  • 4. PROCESS The strategic innovation process, as Innovation Point asserts, calls for a holistic approach that operates on multiple levels. First, it blends non-traditional and tradi- tional approaches to business strategy, deploying the practices of “Industry Foresight,” “Consumer/Customer Insight” and “Strategic Alignment” as a foundation, and supplementing them with more conventional approaches and models. Second, it combines two seemingly par- adoxical mindsets: expansive, visionary thinking that imaginatively explores long-term possibilities; and prag- matic, down-to-earth implementation activities that lead to short-term, measurable business impact. And that’s the challenge. It requires different mindsets and different skillsets. Many people who are creative problem solvers and innovators don’t actually realize or even admit that they have a process. The percep- tion is that the ideas flow from intuition. This intuition though is taught over time. It’s learned by following a process, developing skills and practicing that process over and over until that process becomes intuition. How does a firefighter know to leave a building before it collapses? Intuition. But that firefighter wouldn’t have known that his or her first week on the job. The intuition is gained by learning new skills, being in similar situa- tions and following a process many times over. Once the experienced is gained, the process doesn’t feel like a process–it feels like intuition. AdaptedfromInnovationPointLLC: “AFrameworkforStrategicInnovation.” 1. Scoping & Planning Framing, Brief Writing, Developing Hypothesis 2. Consumer Insight Listening, Field Observation, Trendspotting, Empathy & Exploration 3. Industry Foresight Researching, Trendspotting, Listening, Exploration 4. Opportunity Identification Synthesizing, Pattern-Recogni- tion, Sense-making, Prioritizing 5. Business & Product Design Concepting, Experimenting, Testing 6. Consumer Validation Listening, Incremental Experimentation, Evaluating 7. Implementation Execution
  • 5. FOCUS HBR in their June 2015 issue3 asserts that an innovation strategy should answer these questions: • How will innovation create value for potential customers? • How will the company capture a share of the value that its innovations generate? • What types of innovations will allow the company to create and capture value, and what resources should each type receive? The answers to these questions posed by author Gary P. Pisano, help align business strategy with innovation strategy. Once innovation strategy is aligned, it’s time to execute. Many organizations have a disciplined approach or method or even utilize multiple approaches. Others execute without a disciplined process. No matter where your organization falls on this spectrum, there are four common approaches to innovation that companies utilize.
  • 6. APPROACHES Many of the most innovative organizations are deploying a combination of methods in order to solve challenges in various ways. The combination of these approaches is a powerful way to maximize the benefits of each. In order to help think about when and how to take advan- tage of a specific method, we’ve outlined the four broad innovation approaches in use today: Lean Startup, Design-Driven, Open Innovation and Crowdsourced Idea Management.
  • 7. DEFINITION An agile process of searching for an innovation that can be economically viable and technically feasible. By incorporating user feedback and experimentation early in the process, the methodology embraces “failing early to succeed sooner.” USE WHEN? • Need to test validate core assumptions early in the process • Limited resources, specifically time • Competitive environment is dynamic • Threat of disruption of product, service, model BENEFITS • Cultivates a fast-moving, learning culture that can quickly adapt • Provides nimbleness speed towards minimum viable product • Encourages action responsiveness while limiting risk (agile development pivoting) • Encourages greater sense of urgency to “ship” • Elimination of wasted time resources CULTURE IMPACT • Agile mindset • Values customer feedback over intuition • “Failing fast” mentality LIMITATIONS/CHALLENGES • Setbacks can kill projects too early • Ability to implement in cultures where planning or “black white” decision making is emphasized • Challenging to implement ideas at scale due to embedded infrastructure of organization • Could pose risk when testing market with current customers • More qualitative than quantative in market research/ feedback • Build-measure-lean aligns with tech better than other product development workflows WHO’S GREAT AT THIS? • 3M • Coca-Cola (Founders Program) • Unilever TOOLS • Batterii • Launchpad Central • Strategyzer LEAN STARTUP
  • 8. DEFINITION Design-Driven is a mindset, method, approach and set of tools applied in order to achieve human-centered inno- vation, which will add sustainable and meaningful value. USE WHEN? • The need or problem is unknown or ambiguous; the question might not even be clear • Need for product, service business model transfor- mation • Need to develop a consumer or customer-centric mindset • Working to understand need vs. finding a market for a solution that has been created • Making sense of information BENEFITS • Provides experience deep knowledge by being close to the consumer/customer • Encourages action while limiting risk: prototyping iteration loops • Celebrates inspiration as a catalyst for innovation • Provides insights to make critical business strategic choices CULTURE IMPACT • Cultivates a creative and human-centered company culture • Creates interdisciplinary collaborators: thinkers doers across business units • Promotes open-mindedness and curiosity • Celebrates inspiration as a catalyst for innovation • Purpose-driven challenges/problems LIMITATIONS/CHALLENGES Mindset shift for many cultures and employees, there- fore initial execution cycle to instill in teams is long and process is hard until practice becomes habit DESIGN-DRIVEN WHO’S GREAT AT THIS? • Dyson • Frog Design • Herman Miller • IDEO • Intuit TOOLS? • Batterii • Concept Board • Murally
  • 9. DEFINITION Innovating with partners outside the organization to share risk reward to solve a specific problem. Typically sourced within a specific community of interest and often used for RD. USE WHEN? • To solve a specific problem with a prescribed solution • Lack expertise in-house • Speed-to-market is critical and solution involves extensive research and possibly trials • To solve “part” of an innovation vs. development of a product, service or model OPEN INNOVATION BENEFITS • Enables sharing of risk resources with potential partners • Provides ability to leverage proven solutions • Expands resources capabilities in areas lacking expertise • May reduce cost of development CULTURE IMPACT • Provides diversity of expertise, viewpoints ideas • Encourages sharing of knowledge • Promotes open-mindednessdedness Connectionn engagement with stakeholders customers LIMITATIONS/CHALLENGES • Requires strength in identifying, connecting, part- nering effectively • Potential exposure to strategies plans to market • Requires transition integration process with external stakeholders • Potential for IP contamination WHO’S GREAT AT THIS? • GE • Netflix Prize • Panasonic • PG (Connect Develop) TOOLS? • Innocentive • Nine Sigma • QMarkets
  • 10. CROWDSOURCED IDEA MANAGEMENT DEFINITION An open-call for needed ideas or input from large groups of people, typically online communities of customers, employees or suppliers. It often takes the form of a broad-based competition that rewards participants for the production of ideas or leverages the collective intel- ligence to pick the best ideas. USE WHEN? • Engagement and connection with stakeholders/ public collaborators is seen as an opportunity to gather a more diverse set of perspectives • When internal teams are “stale” and want an infusion of ideas from outside • A large volume of ideas are needed • Can be used to validate ideas during the innovation lifecycle BENEFITS • Can generate a large quantity of ideas typically with low cost and with speed • Easy to execute relative to other innovation approaches • Easy to engage many people with diverse skills, expertise experiences • Viewed positively by customers/market when invited to participate • An initiative can lead to awareness building and posi- tive perceptions of the brand CULTURE IMPACT • Breeds a culture of ideation idea sharing • Generates excitement and energy LIMITATIONS/CHALLENGES • Stresses quantity over quality of ideas • Ideas generated are typically incremental vs. break- through innovation • Difficult to assess qualify ideas • Ideas are not always based on true needs, problems or opportunities • Doesn’t encourage development of innovation skills or mindsets • Crowd quickly becomes fatigued with process lim- ited participation ensues WHO’S GREAT AT THIS? • Cisco iPrize • Dell IdeaStorm • IBM Jams • MyStarbucks Idea TOOLS? • Bright Idea • Hype • Imaginatek • MindJet
  • 11. OPEN INNOVATION CROWDSOURCED IDEA MANAGMENT LEAN START-UP DESIGN–DRIVEN CONTEXT Top innovators know that to problem-solve and contin- uously reinvent within any given ecosystem, there is no “one size fits all” approach or methodology. A combina- tion of the approaches discussed in this paper, may yield the best results. Using the Strategic Innovation Process discussed earlier, the diagram to the right demonstrates when the approaches are best utilized at each step in the process. AdaptedfromInnovationPointLLC: “AFrameworkforStrategicInnovation.” APPROACHES:
  • 12. Just as the approaches to innovation cannot be “one size fits all” the tools that support those approaches cannot be either. Tools that were built and intended for crowd- sourced idea management will struggle to be useful for Design-Driven approaches and methodologies and vice versa. Tools for Open Innovation and Crowdsourced Idea Management are well known and have been deployed by most innovation teams. The desire for organizations to utilize Lean and Design-driven approaches to scale innovation is becoming more prevalent, but legacy tools are often still being utilized: paper, markers, post-it notes and whiteboards to name a few. Given the imperatives for success and the implementa- tion of these newer approaches, teams need a tool that support those approaches. Tools that allow the diverse thinking and ability to unleash the creative mindset, while structuring and organizing information in a way that enables collaboration and develops a repository of great ideas. Batterii is that tool. It is the only innovation SaaS platform that was built on Design-Driven principles. As a result, Batterii is a key driver in transforming the way the orga- nization thinks, works and innovates. Use Batterii to support your innovation and creative problem-solving processes, whether it’s research, trend spotting, business model development, product and service design, and concept development. … powering your next big idea. To learn more visit www.batterii.com or contact Shaun Chokreff at schokreff@batterii.com TOOL
  • 13. REFERENCES 1. Gittleson, Kim. “Can a Company Live Forever?” BBC News. bbc.com, 19 Jan. 2012. Web. 1 Sept. 2015. 2. Rae, Jeneanne, and Michael Westcott. “Design-Driven Companies Outperform SP by 228% Over Ten Years - The ‘DMI Design Value Index’ - Design Management Institute.” Design Management Institute Motiv, 10 Mar. 2014. Web. 1 Sept. 2015. 3. Pisano, Gary P. “You Need an Innovation Strategy.” Innovation. Harvard Business Review, 1 June 2015. Web. 1 Sept. 2015. 4. Palmer, Derrick, and Soren Kaplan. “A Framework for Strategic Innovation.” InnovationPoint LLC. Innova- tion-Point.com. Web. 1 Sept. 2015.
  • 14. NOTES
  • 15. NOTES