Lecture for design students at University of Technology of Sydney about communicating design in the commercial world. (originally developed by Anthony Colfelt)
This is a random selection of some thoughts on the process of developing strategies and the discipline of planning. The slides focus on communications planning. I used these slides for some internal presentations and for educational purposes, e.g. at a seminar at the University of Mainz.
Guaranteeing the commercial success of an innovation is a key challenge across industries. In fact, a surprisingly high percentage of companies initiating a radical innovation – i.e. an innovation which consists of a novel technology bringing novelty to the market - fail to convert them into commercial success. In this presentation, I look at some examples of successful and unsuccessful launches across various industries to explore and uncover what it takes to take innovation all the way.
Although different industries require different approaches to innovation commercialization, we observe that the barrier to success often is not a failure in technology but the reliance on a commercialization strategy that is not sufficiently innovative. To fuse both the technology/science side and the innovative market perspective, a grassroots innovation process – in which innovation is generated bottom-up with support, however, of top management – is a good approach. Following such a process allows companies to find the “sweet spot” which is a combination of matching an unmet customer need with a great solution and a profit generating strategy.
Successful companies have in common that they identified the right commercialization strategy for their innovations. To achieve this, three steps in successful commercialization are essential. First, developing a solid hypothesis on the market through observation of customers: Customer intimacy -instead of customer surveys- is the key to success here. Dropbox, PatientsLikeMe, and Tesco are good examples of how a market hypothesis through observing the customer led to a successful innovation. Second, experimentation (on a limited scale) to validate that hypothesis early on. Experiments are the best way to find out whether your solution could be effective for your customers. Third, finding a matching business model: pricing and costing is an essential part of the innovation process and not just the job of specialists. Throughout these 3 steps, learning and adapting are key in becoming successful as you can be sure that you will not execute according to the plan. You thus need to prepare for failure in innovation because otherwise, you are probably not innovative enough.
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
The 5 secrets of building a winning sales culture - live@Saleshacker AmsterdamTerry van den Bemt
Nothing will grow your company as getting en keeping the right people. To be able to do so, you need to build a winning culture. Here I show you the 5 secrets to build that winning culture.
Conference: How Does Structure Affect Industrial Districts Innovation? Gabaldón-Estevan, D., Fernández de Lucio, I., Tortajada-Esparza, E.; Danish Research Unit for Industrial Dynamics Summer Conference. Copenhagen, (Denmark) 18-20 June 2007.
This is a random selection of some thoughts on the process of developing strategies and the discipline of planning. The slides focus on communications planning. I used these slides for some internal presentations and for educational purposes, e.g. at a seminar at the University of Mainz.
Guaranteeing the commercial success of an innovation is a key challenge across industries. In fact, a surprisingly high percentage of companies initiating a radical innovation – i.e. an innovation which consists of a novel technology bringing novelty to the market - fail to convert them into commercial success. In this presentation, I look at some examples of successful and unsuccessful launches across various industries to explore and uncover what it takes to take innovation all the way.
Although different industries require different approaches to innovation commercialization, we observe that the barrier to success often is not a failure in technology but the reliance on a commercialization strategy that is not sufficiently innovative. To fuse both the technology/science side and the innovative market perspective, a grassroots innovation process – in which innovation is generated bottom-up with support, however, of top management – is a good approach. Following such a process allows companies to find the “sweet spot” which is a combination of matching an unmet customer need with a great solution and a profit generating strategy.
Successful companies have in common that they identified the right commercialization strategy for their innovations. To achieve this, three steps in successful commercialization are essential. First, developing a solid hypothesis on the market through observation of customers: Customer intimacy -instead of customer surveys- is the key to success here. Dropbox, PatientsLikeMe, and Tesco are good examples of how a market hypothesis through observing the customer led to a successful innovation. Second, experimentation (on a limited scale) to validate that hypothesis early on. Experiments are the best way to find out whether your solution could be effective for your customers. Third, finding a matching business model: pricing and costing is an essential part of the innovation process and not just the job of specialists. Throughout these 3 steps, learning and adapting are key in becoming successful as you can be sure that you will not execute according to the plan. You thus need to prepare for failure in innovation because otherwise, you are probably not innovative enough.
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
The 5 secrets of building a winning sales culture - live@Saleshacker AmsterdamTerry van den Bemt
Nothing will grow your company as getting en keeping the right people. To be able to do so, you need to build a winning culture. Here I show you the 5 secrets to build that winning culture.
Conference: How Does Structure Affect Industrial Districts Innovation? Gabaldón-Estevan, D., Fernández de Lucio, I., Tortajada-Esparza, E.; Danish Research Unit for Industrial Dynamics Summer Conference. Copenhagen, (Denmark) 18-20 June 2007.
Carnegie Worldwide, Inc. partners with world-class ENERGY/RENEWABLE companies in constant change and growth.
Carnegie Worldwide, Inc. is a boutique firm working within the intersection of Behavior Science and Business Management. Partnering with a select group of clients, we give strategic advice and lead the creation of customized business solutions.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
This presentation was given at the IMPA 2010 knowledge Exchange Workshop -Innovation in rough seas" as a basis for a discussion of innovation drivers and opportunities in Maritime Industry
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
Améliorez le focus et l'adoption de votre innovation avec les 'switchers'Christian Lafrance
Adoption of innovations depends on their ability to persuade people to ‘switch’. Customers don’t just buy a product — they switch from something else. Christian will introduce a simple framework and a quick customer interview technique to help product managers, designers and innovators better leverage the few drivers and blockers that drive sales and churn. It will help you improve the odds customers ‘switch’ your way.
You will learn:
To improve product definition by reframing your competition and requirements through the lens of the customer.
The 4 forces of progress that drive or block people to switch from one product to another: Push, Pull, Anxiety and Habit. By prioritising feature definition on these forces, you can increase the odds that the switch goes your way.
A practical interview technique to uncover these forces and the few important factors that drive customer purchase decisions, insights that most companies never bother to dig up.
Keynote - Customer Experience Management Forum Sydney 2015
> Understand what customers actually buy
> Identify what CX issues lead to churn and what aspects of your CX help drive acquisition
> Prioritise CX issues and tradeoffs between CX and the rest of the product mix
> Enhance the ROI of CX for your organisation
> How ABC Radio redefined its experience for mobile
More Related Content
Similar to Design and innovation in a commercial world
Carnegie Worldwide, Inc. partners with world-class ENERGY/RENEWABLE companies in constant change and growth.
Carnegie Worldwide, Inc. is a boutique firm working within the intersection of Behavior Science and Business Management. Partnering with a select group of clients, we give strategic advice and lead the creation of customized business solutions.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
This presentation was given at the IMPA 2010 knowledge Exchange Workshop -Innovation in rough seas" as a basis for a discussion of innovation drivers and opportunities in Maritime Industry
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
Améliorez le focus et l'adoption de votre innovation avec les 'switchers'Christian Lafrance
Adoption of innovations depends on their ability to persuade people to ‘switch’. Customers don’t just buy a product — they switch from something else. Christian will introduce a simple framework and a quick customer interview technique to help product managers, designers and innovators better leverage the few drivers and blockers that drive sales and churn. It will help you improve the odds customers ‘switch’ your way.
You will learn:
To improve product definition by reframing your competition and requirements through the lens of the customer.
The 4 forces of progress that drive or block people to switch from one product to another: Push, Pull, Anxiety and Habit. By prioritising feature definition on these forces, you can increase the odds that the switch goes your way.
A practical interview technique to uncover these forces and the few important factors that drive customer purchase decisions, insights that most companies never bother to dig up.
Keynote - Customer Experience Management Forum Sydney 2015
> Understand what customers actually buy
> Identify what CX issues lead to churn and what aspects of your CX help drive acquisition
> Prioritise CX issues and tradeoffs between CX and the rest of the product mix
> Enhance the ROI of CX for your organisation
> How ABC Radio redefined its experience for mobile
Interviewing Switchers: a Reliable Shortcut to Feature Definition & Prioritis...Christian Lafrance
Customers don’t just buy a product — they switch from something else. And customers don’t just leave a product — they switch to something else.
It’s in these switching moments that the deepest customer insights can be found and are easiest to uncover.
I'll introduce a simple framework and a quick customer interview technique to help product managers better leverage the drivers and blockers that drive sales and churn:
You’ll understand why people switch from one product to another and how you can increase the odds that the switch goes your way.
What 'Milkshakes' and 'Jobs-To-Be-Done' can teach UX (UX New Zealand 2013)Christian Lafrance
The marketers and product managers have caught up. Suddenly they’re interested in embedding customer needs into their products and services through the Jobs To Be Done (JTBD) approach. Good news: JTBD aligns really well with UCD philosophy and can actually enhance our UX practice and effectiveness. Bad news: there’s a lot being written about it, but very little from a UX perspective. In this presentation we’ll try and fix this. We’ll explain how we’re applying it at the Australian Broadcasting Corporation, share our our war stories and (hopefully) accelerate your learning.
This talk is for people who want to move their UX practice upstream to ensure that product and service decisions are guided by customer insight. In it we’ll show how JTBD’s rigorous qualitative and quantitative approach can embed customer empathy in product and service roadmaps. And, how framing UX practice through a JTBD lens can make marketing and product managers our strongest allies.
http://uxnewzealand.co.nz/uxnz-2013/milkshakes-jobs-to-be-done/
Ever wondered if and how service design techniques could be applied to change management? This presentation at the Service Design Global Conference 2012 in Paris will show how research, co-design and immersive testing techniques with stakeholders and users can mitigate the risk of rejection and the cost of change failure. I shared the successes (and failures!) in the approaches they used in recent change management projects. I also proposed a framework for user centric change management to provide robust and replicable practices and tools to support effective change.
Refer to notes as the slides are just headlines.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Unit 8 - Information and Communication Technology (Paper I).pdf
Design and innovation in a commercial world
1. Design and innovation in a commercial world
Considerations for getting designs out in the real world
2. How attached do we become to our own creations?
Creator 23 cents
Non-creator 5 cents
(c) Furya
3. Different is an Experience Design Firm
We use insight into human behavior to
create products and services that engage,
delight & differentiate.
Established 2001
Team of 20 User Centred Design experts based in Sydney
27. Creating value around design
MOTIVATED
INTERESTED
ENGAGED
of need to change
APATHETIC
REALISATION
STATE OF MIND
STAKEHOLDERS’
WORRIED
OPTIMISTIC
YOUR Problems &
GOAL Credibility Solutions Proof
Consequences
YOUR Promoting
ACTIVITY Research Design Test & Iterate
Design