This document discusses principles of innovation and management. It emphasizes that successful innovation starts with understanding why something is being developed, not just how or what is being developed. It provides examples of companies like iPhone, Tesla, and Microsoft that solved problems or envisioned new possibilities to create value for users. The document also discusses the importance of communicating the why clearly to users and ensuring products address users' pain points or needs. Finally, it notes that management principles should standardize how innovation is executed and how business is conducted to successfully deliver innovative products and get users to pay for the value provided.

2. Innovation & Management
Guo Ren, (Mike) Lee
Toothfilm Inc.
2015.3.4 @ NCKU

3. Not Yet A Successful Story

4. But We Learned…..
The Golden Rule
Why We Do It
Why We Exist
Selling “WHY”

7. When It Comes To………
Technology Innovation
• It’s NOT about how to do it
• It’s about WHY we do it….
Problems to be solved?
EX: Toothfilm / T-Spray by toothfilm Inc
Changes to be made to better life?
EX: MSN/Skype by Microsoft
Envisioned life that people want?
EX: Space Travel by XSpace

8. Remember Again…
People Buy Why You Develop It….
NOT How you make it happen and not even
WHAT you have with it….

9. Startups/Enterprises
What is Successful Innovation ?
Innovations that make $$$.....
The question is NOT “What” makes $ or “How” to make $
The question is “Why” people want to buy In
It’s the start of any business partnership

10. WHY
HOW
WHAT
Clients
Consumers
1. Product doesn’t have to be
perfect. Apple & Tesla included.
2. Message has to be clear and
simple. Communication can be
very costy. Geek languages
(牙本質小管再礦化、牙周囊袋抑
菌) v.s Human language (牙敏感、
牙周流血)
3. People buy why you deliver it.
Do you hit customers’ pain
points? Do you create their
needs?
There is NO so-called customer
royalty if there is no palpable
value (why) the org. exists.

11. Palpable Value Creation…
• Solve Problems – iPhone
Pain Point palpable enough ?
Market big enough ? Matters?
Cost to get TA pay?
• Envision New Life – Tesla
Needs wanted badly?
Market big enough? Matters?
Cost to get TA pay?

12. Now we talk about
“HOW”
• Know-How determines execution performance and
ability to make it big.
• Either Me-Only or Me-Better innovative products could
rely on Old Business Models.
• New Business Models beyond
the scope of the course today.
Old
Business
Model
New
Business
Model
Me-Only
Products
Me-Better
Products

13. Business Model is how you
sell and how you get
people pay
 Channels (margin game)-where consumers are
 Marketing (communication ability)-what consumers
listen
 Regulations: obstacles but also entry barrier
 Business terms: payment and time of AR.
 Repeated-buying & product life cycle strategies

14. Understanding “WHO” ?
• User-oriented : both products & biz models
• Style : User-friendly design & Aesthetically design
• Content : Technical design
• Keep asking why….
why 1. why 2. why 3……..
Style/Materials used/Formula functions
Production OK  High Yield & Risk
Regulations OK  Time is $ & Risk
Cost OK  Margins & Risk

15. Technology Innovation &
Management
• Technology Innovation
 “WHATs”, already in all the WHYs
• Management
Standards/Principle/Guidelines
All the WHYs that touch consumers and all the
HOWs that make doing business easier.

16. Case Insights & Inside
Case
Innovate & Manage
with Why/How/What principles
6 mins each, 30 secs leeway

17. Get All These Done :
You Win
If You Fully Understand Why You Innovate
If Your Communication With Users Is Sound
If Your Target Audience Buy In Your Why
If You Happen To Make It Easily
Available & Affordable & Accessible
Survival Rate Is Higher