Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Little “i” Innovation: Why Small Ideas Matter as much as Big OnesGuthrie Dolin
When it comes to design-led innovation, we love the big idea — those breakthrough inventions that signal a disruptive change. But these big ideas are rarely the result of a single moment of genius. Instead, it comes from the culmination of smaller ideas, developed over time, from the minds of many. The ideas that really stick in our fast-paced digital world are the ones that “live in beta” — embracing a culture of learning, adapting and improving everyday. In Little “i” Innovation, we will explore how the process of continual, incremental improvement has been used to develop some of the worlds most innovative and dominant consumer brands.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Little “i” Innovation: Why Small Ideas Matter as much as Big OnesGuthrie Dolin
When it comes to design-led innovation, we love the big idea — those breakthrough inventions that signal a disruptive change. But these big ideas are rarely the result of a single moment of genius. Instead, it comes from the culmination of smaller ideas, developed over time, from the minds of many. The ideas that really stick in our fast-paced digital world are the ones that “live in beta” — embracing a culture of learning, adapting and improving everyday. In Little “i” Innovation, we will explore how the process of continual, incremental improvement has been used to develop some of the worlds most innovative and dominant consumer brands.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Slides presented by Prof. Rishikesha Krishnan at CIO Leadership Summit at Hotel Movenpick on April 26, 2013. It gives an overview of the book "8 steps to innovation: Going from jugaad to excellence" by Vinay Dabholkar and Rishikesha Krishnan.
This is the third of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation theories an models, a viewer will be ale to discern the main themes and points of the workshop. (The other deck in the workshop was an introduction to the workshop).
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Innovation and creativity produce new technology, entrepreneurship turns ideas and innovations into manifest everyday practice. It can be argued that entrepreneurship is the process by which the future is created from ideas and innovations. This study unit will use the creation of a new venture as a method of entrepreneurship, so called Quasi-Enterprise model of Private-Public-Partnership. The course will simulate the development of a new venture through the creative practices of the participants. In the process key theories and ideas will be presented and discussed. The structure is designed to support the kind of learning required, a cognitive structure emphasizing key concepts, themes and intellectual abilities. The module covers some fundamental concepts and trends in research in the field. Linkages are made with innovation, creativity and foresight. The module then explores the processes of entrepreneurship in the discovery, evaluation, and the exploitation of opportunities. This follows a logical sequence from initial ideas and innovation through the emergence and evaluation of the opportunity into a planned and shaped activity and into the implementation process.
Innovation is a wellspring of growth (Romer, P.M. 1987). Although innovation itself is a
continuous process for producing new ideas, productions, services and tools, conducting
innovation is highly environment-dependent or platform-dependent (Ping Lan, 2004). The rapid
development of information technology forces environments to change at a great speed that also
makes great changes to innovation itself in the digital-business environment. Given this
background, this paper is an attempt at examining the great changes to innovation brought by
information and technology, especially the Internet. Therefore, we put forward a new innovation
platform: E-innovation. In this paper, we discuss the definition, management, application of Einnovation;
we provide a five-D architectural framework of E-innovation; we also present an
example on the application of E-innovation and drive recommendation for E-innovation based on
research available.
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Slides presented by Prof. Rishikesha Krishnan at CIO Leadership Summit at Hotel Movenpick on April 26, 2013. It gives an overview of the book "8 steps to innovation: Going from jugaad to excellence" by Vinay Dabholkar and Rishikesha Krishnan.
This is the third of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation theories an models, a viewer will be ale to discern the main themes and points of the workshop. (The other deck in the workshop was an introduction to the workshop).
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Innovation and creativity produce new technology, entrepreneurship turns ideas and innovations into manifest everyday practice. It can be argued that entrepreneurship is the process by which the future is created from ideas and innovations. This study unit will use the creation of a new venture as a method of entrepreneurship, so called Quasi-Enterprise model of Private-Public-Partnership. The course will simulate the development of a new venture through the creative practices of the participants. In the process key theories and ideas will be presented and discussed. The structure is designed to support the kind of learning required, a cognitive structure emphasizing key concepts, themes and intellectual abilities. The module covers some fundamental concepts and trends in research in the field. Linkages are made with innovation, creativity and foresight. The module then explores the processes of entrepreneurship in the discovery, evaluation, and the exploitation of opportunities. This follows a logical sequence from initial ideas and innovation through the emergence and evaluation of the opportunity into a planned and shaped activity and into the implementation process.
Innovation is a wellspring of growth (Romer, P.M. 1987). Although innovation itself is a
continuous process for producing new ideas, productions, services and tools, conducting
innovation is highly environment-dependent or platform-dependent (Ping Lan, 2004). The rapid
development of information technology forces environments to change at a great speed that also
makes great changes to innovation itself in the digital-business environment. Given this
background, this paper is an attempt at examining the great changes to innovation brought by
information and technology, especially the Internet. Therefore, we put forward a new innovation
platform: E-innovation. In this paper, we discuss the definition, management, application of Einnovation;
we provide a five-D architectural framework of E-innovation; we also present an
example on the application of E-innovation and drive recommendation for E-innovation based on
research available.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
These are the slides I will be using for an executive workshop in Mexico on the topic of "Competitive Advantage through Business Model Design and Innovation"
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
Remote invited presentation in the International Symposium on Recent Trends in Global E-Learning and Collaboration (March, 2007) in Hosei University, Tokyo, Japan.
Beyond Co-design. How open collaboration formats can enhance your design proc...johanna kollmann
Open collaboration formats offer insights on how to engage, collaborate and bring ideas. This talk, presented at EuroIA 2010 (http://www.euroia.org/Programme.aspx) explores how co-creation formats like hackdays or design challenges can be used to enhance a co-design process, involving (lead) users, colleagues or clients.
Innovation training and transformational management in Belgrade SerbiaMiodrag Kostic, CMC
Presentation from the training course on how to improve business innovation and transform your organisation in Serbia, Belgrade?
http://www.businessknowledge.biz/
Procter & Gamble open innovation approach Ideon Open
Presented at the Hands On Open Innovation workshops, this presentation explains why such giant as P&G engages in open innovation. P&G shares its approach to open innovation called Connect & Develop and reveals lessons the company has learned from applying open innovation practices.
More info about the event at http://www.ideonopen.com/events
Every Consumer is a Business user is a ConsumerMichael Kogeler
Presentation on “Every consumer is a business user is a consumer”. Audience was a large group of CIO’s of large Belgian companies and my mission was to convince them of the fact that Consumers (and especially the Gen-Y people entering their companies) will drive their IT infrastructure innovation over the next years. And also make them realize they play a key role in the success or failure of their company the next years to come.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
The 50-plus population in the United States consists of close to 100 million consumers. Between now and 2030, this demographic will expand by over 34%. Additionally, by 2030 roughly 1 in 5 Americans will be 65 years of age and older, for a total of 72 million seniors.
In general, we are living longer and with more health complications. Even so, most of us want nothing more than to remain in the company of our friends and loved ones, stay in places that are most familiar and comfortable to us, and maintain our mental and physical autonomy.
This presentation explores the transformative impact that great design and emerging technologies will have on creating sustainable, supportive, and connected communities for the aging population and those who care for them.
Understanding human motivation_in_the_age_of_connected_machinesfrog
Solving large-scale, Industrial Internet problems has the potential of creating huge cost savings, new products, and market opportunities. However, beyond the technical challenges, understanding human motivations and values underpinned by the Internet of Things is difficult.
As data collection and connectivity grow exponentially, the interface to remote storage, analytics and connected systems become an inflection point through which potential value is delivered to end users and equipment operators thus, increasing the importance and value of how we interact with connected hardware.
Examples are shown of how the Industrial Internet of Things can unlock value propositions such as increased productivity, better analysis, and business intelligence by better understanding human motivation.
Envisioning the Balance: The Dyanmic Role of Design in Entrepreneurshipfrog
What is the expanding role of design in entrepreneurship? What is the interplay between them? David Sherwin, an Interaction Design Director at frog, shares his personal take on this subject from a designer's point of view, with principles you can use to drive sustainable growth and beneficial cultural change within your businesses, as well as approaches for creating valuable new products, services and business models with your customers and communities. This talk was delivered on March 5 at Think Big Partners in Kansas City as part of Kansas City Design Week 2014.
SXSW: Designing Smart Objects for Emotional Peoplefrog
Wearable technology, smart meters, and networked devices have generated an environment of abundant digital chatter. It’s now socially acceptable to compete with your FuelBand, send a text to your thermostat, and argue with Siri. Our eagerness to communicate with objects as we would a friend points to a new criterion for designing intelligent products. We want our technology to be smart, but also deeply personal. This presentation outlines the opportunities and risks associated with designing smart objects for emotional people. Through stories of emerging products and experimental research endeavors, it highlights the fine line designers must walk between enhancing the emotional intelligence of individuals, and replacing it.
Data is the fuel of the connected world, and aspects like value, trust, transparency and ultimately ownership have been a continuous source for debate. As our technical capabilities and our comfort with and within the connected world evolves, so does the conversation about our habits and practices around customer data. As a product strategy and design company that has been leading the industry for more than four decades, I believe that frog is in a good position to reflect forward.
frogs from around the world predict the 15 most significant technology trends you will see in 2014. Check out the list and cast your votes on what you think is Likely or Not Likely: http://fro.gd/1ksg2iS
“The modern city is becoming a pointer system, the new URL, for tomorrow’s hybrid digital–physical environment. Today's Facebook will be complemented by tomorrow's Placebook. Explosive innovation and adoption of computing, mobile devices, and rich sources of data are changing the cities in which we live, work, and play. It's about us, and how computing in the context of our cities is changing how we live. A digital landscape overlays our physical world and is expanding to offer ever-richer experiences that complement, and in emerging cases, replace the physical experience. In the meta–cities of the future, computing isn't just with us; it surrounds us, and it uses the context of our environment to empower us in more natural, yet powerful ways.”
Is This Progress? More Meaning in Our Digital Lifefrog
VP of Creative Paul Pugh moderated the panel "Is This Progress? More Meaning in Our Digital Life" at SXSW Interactive 2013.
IT advances have created a mass transformation comparable to the Renaissance and the Industrial Revolution. As we use digital tools to create new connections and experiences, what is the impact on our analog realities? Consider:
1. The collective memory of our online activities far exceeds our human capacity to remember; we struggle with information overload and privacy concerns instead of treasuring our digital legacy.
2. News is omnipresent yet more compartmentalized than ever, as we invent siloes to absorb the deluge of information. We traded newspapers for online news feeds, but are we better informed, or more myopic?
3. Both human relationships and physical artifacts are decamping for the cloud. Is a Facebook friend truly nurturing? Is digital music as interesting as a hard-earned vinyl collection?
frog Interaction Designer Jennifer Dunnam explores the farmers’ market, technology, and the future urban environment. Presented at the Food, the City, and Innovation Conference in Austin, Texas.
The next big disruption in lifelong learning will be by design. We are innately trained and poised to have a global impact on how other people can survive and thrive, whether they are designers or not. In this talk from AIGA Seattle's Into the Woods 2012 conference, David Sherwin points out opportunities and shares tools he's gathered to encourage people to be better critical thinkers and problem solvers, using the activity areas of the Collective Action Toolkit as a frame (which at the time was still a work in progress).
Yes, it’s already that transitional time when our current year ends and another begins, and today and tomorrow are quickly changing hands. Rather than look back at significant trends of the past 366 days (2012 was a leap year, remember?), we asked a wide variety of technologists, designers, and strategists across frog’s studios around the world to take a look to the future. The near future, that is. “Near” in that 2013 is not only upon us, but also “near” in that these technologies are highly feasible, commercially viable, and are bubbling up to the surface of the global zeitgeist. We believe you’ll be hearing a lot more about these trends within the next 12 months, and possibly be experiencing them in some form, too.
Here's our second annual list of Tech Trend predictions for the coming year. There are 20 individual forecasts and, new for 2013, we've also related each prediction to larger waves in business, culture, and innovation.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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26. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
cycles.”
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Mining IP “We have so much IP but we cannot convert it into products that resonate
with consumers.”
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
trial and error.”
Customer Insight “Our product ideas are driven by science and engineering but fail to
recognize latent or unarticulated customer needs.”
Sustainability “We got lucky once or twice. How do we repeat our market success year
after year?”
27. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
28. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
29. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
30. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
31. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Mining IP “We have so much IP but we cannot convert it into products that resonate
Mining IP “We have so much IP but we cannot convert it into products that resonate
with consumers.”
with consumers.”
32. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Mining IP “We have so much IP but we cannot convert it into products that resonate
Mining IP “We have so much IP but we cannot convert it into products that resonate
with consumers.”
with consumers.”
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
trial and error.”
trial and error.”
33. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Mining IP “We have so much IP but we cannot convert it into products that resonate
Mining IP “We have so much IP but we cannot convert it into products that resonate
with consumers.”
with consumers.”
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
trial and error.”
trial and error.”
Customer Insight “Our product ideas are driven by science and engineering but fail to
Customer Insight recognize latent or unarticulated customer and engineering but fail to
“Our product ideas are driven by science needs.”
recognize latent or unarticulated customer needs.”
34. INNOVATION TRIGGERS
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Margin Erosion “We operate in a mature industry with a mature product portfolio and our
margins are beginning to disappear.”
Internal Churn
Internal Churn “Our new ideas are stuck in the mud of internal planning and review
“Our new ideas are stuck in the mud of internal planning and review
cycles.”
cycles.”
Competition “New competitors are moving into our space and we need to do
Competition “New competitors are moving into our space and we need to do
something to defend our market position.”
something to defend our market position.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies,
etc.) but we don’t know where and how to start.”
Mining IP “We have so much IP but we cannot convert it into products that resonate
Mining IP “We have so much IP but we cannot convert it into products that resonate
with consumers.”
with consumers.”
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
Time-to-Market “Our linear product development process doesn’t allow for nimbleness and
trial and error.”
trial and error.”
Customer Insight “Our product ideas are driven by science and engineering but fail to
Customer Insight recognize latent or unarticulated customer and engineering but fail to
“Our product ideas are driven by science needs.”
recognize latent or unarticulated customer needs.”
Sustainability “We got lucky once or twice. How do we repeat our market success year
Sustainability “We got lucky once or twice. How do we repeat our market success year
after year?”
after year?”
35. INNOVATION CATEGORIES
Sustaining (Evolve) Breakout (Expand) Disruptive (Envision)
$ $ $
0 1 ^
2 3 4 5 6 7 0 1 2 3 ^
4 5 6 7 0 1 2 3 4 5 ^
6 7
Go/No-Go Go/No-Go Go/No-Go
(Director Level)
years (VP/SVP Level)
years (CEO/Board Level)
years
Short -Term Advantage Near-Term Advantage Long-Term Advantage
Sustain product life with incremental Create new products within an existing Innovate new to the world products that
enhancements and consumer benefits. product category that leverage high value lead the creation of new markets or
Since product categories exist, sustaining benefits for consumers. industries. Market acceptance may be
products are easily accepted by the market. The greater benefits of the product and the slower to gain as multiple industry
On the other hand profitability can diminish fact that it is within a know category drives standards compete for dominance.
quickly due to ease of imitation . rapid short-term growth. These products are a long term investment
These products are low risk bets with a high These product are higher risks bets with with high potential returns over the long
probability of short term returns. higher yet diminishing returns. term. Other benefits include market
dominance & strong competitive position.
Product Level Innovation Category Level Innovations Industry Level Innovation
Competitive Advantage: 1-3 years Competitive Advantage: 3-5 years Competitive Advantage : 5-7 years
72. “In the old days, brands
wanted everybody to pay
attention to them.
Now brands need to pay
attention to everybody else.”
Umair Haque
73.
74. All products and services will be SOCIAL
Where?
Social networks
What?
Social content
How?
Social publishing Social search
Social gaming Social shopping
What for?
Social impact Social currency
75.
76. “Open it up and it will design itself.”
Norman Lewis
76
82. Chief Meaning Officer
checklist
SMALL DRAMATIC SOCIAL CONVERSATIONAL PROVOCATIVE RESPONSIBLE
Micro Making sense Connecting Listening Making you think Doing good
Customizable Cohesion Community Empathy Disruption Political
Relevant Convergence Belonging Adaptive Divergence Socially responsible
Actionable Morale Identity Changing messages Deconstruction Eco-friendly
Eye-to-eye Consistency Like-minded Two-way Surprise Ethical
Direct Imagination Affinity Let go of control Shock Human rights
Instant Entertainment New people Open Unexpected Values
Accessible Cultural relevance Status Respect Unlikely Family
Sharable Characters Compassion Flow Challenging Nation
Atomized Suspense Fun Topical status quo Common Good
Comedy Love Point-of-view Unique Earth
Tragedy Friendship Attention-grabbing
Identification Hobbies Different
Fans In your face
94. “Because the purpose of business is to
create a customer, the business enterprise
has two—and only two—basic functions:
marketing and innovation.”
Peter Drucker