An innovation must provide convenience in order to be adopted. Convenience exists when an experience aligns with expectations across personal, group, and market perspectives. For an innovation to succeed, it must generate experiences that correspond to the desired goals and preferred experiences of users in each perspective. Failing to enable this correspondence leads to inconvenience and failure of adoption. Managing expectations is crucial to avoid hype and disappointment that can undermine adoption.

1. The Convenience of
Innovation
The How of Who Cares

2. Why shouldn’t we assume that User-Centric Innovation would be the most valuable thing that a
business can do?
It fits perfectly with the two major strategic assumptions of the day: that innovation is necessary
to competitive survival, and that the value of what is produced must be defined by the consumer
that is the user.
There are lots of ways to argue it or dismiss it, depending on your mood. But in every case:
• you have to point out who (or what) the User is;
• and you have to define why something is an Innovation.
Then of course you have to explain why the innovation is said to “deliver value” to the user,
which is really just stating why the user would rather take it than leave it.
One way to discuss Why is to point out things that Users Like kind of a Lot, when they can get it.

3. FAST CHEAP PRETTY
SIMPLE
RELEVANT
AVAILABLE
Special
AbundantHandy
Correct
Easy
satisfying
Supply with
LOW RISK
to potential
Usability
satisfying Demand with HIGH BENEFIT to actual Experience
Attractive
EfficientSmart
Reliable
User
Concerns:
Trade-offs.
Measures:
Quantitative
User Concerns: Options. Measures: QualitativeUniversal Objectives of
Technology Automation
Typical usage “experiences” created with automation
Distinctive impacts on the Supply
and Demand of capability are a
signature of technology’s value.
The balance of impacts generates
well-known experiences that drive
user acceptance and user desire
for whatever the technology is.
©2015 Malcolm Ryder / Archestra Research

4. Most people pursue goals on basically similar terms, notably including a desire for Need,
Precision and Comfort that help justify the decision to continue pursuit.
Enjoying doing something important the right way is an excellent use case for
any product or other kind of “solution”...
As a solution, Technology can greatly enhance the opportunity and ability to “pursue”.
Technology provides automation.
Automation helps relieve the three most prominent hindrances to a pursuit:
• available time,
• excessive complexity,
• and laborious effort.
In short, automation makes pursuit convenient.
A pretty good use of automation is to generate convenience where convenience didn’t, and
maybe even couldn’t, exist before. Reason: convenience is powerfully decisive to pursuit. And
pursuit is powerfully decisive to technology adoption.

5. Technology innovations:
the automation of Convenience
Automation makes pursuit convenient.
Innovations are often a “breakthrough” to convenience in situations where
convenience had been conspicuously lacking.
Automation through technology makes innovation more probable.

6. The mindset of Convenience
Goal orientation is the basic supporting factor of product adoption.
Convenience is the “coming together” – literally the correspondence – of the desired aspects of the
future state and the preferred aspects of the current state.
Correspondences occur on different levels for different reasons. Personal, Group, and Market levels
each have their own distinctive mindset constituting Convenience.
©2015 Malcolm Ryder / Archestra Research

7. “User”
Perspective
“Fitness”
Driver
Target
Expectation
Enablement
Criterion
Value
Timing
“Value”
Indicator
Target
Experience
Market
(aspiration)
imagination ambition proven whenever proof-of-
concept
validation
Group
(confirmation)
convention proposal practical presumed trend agreement
Personal
(recognition)
intention impact relevant immediate event affect
CONVENIENCE is a condition: a correspondence realized between the desired and the actual.
INCONVENIENCE describes an obtained current state (experience) that will not correspondingly
enable that targeted immediate future (expectation). Unlike Necessity (the type of outcome)
and Requirement (the outcome enabler), Convenience is a characteristic of enablement itself.
Value indicators signal a relationship of experience to expectations. The value indicators are
“selling points” assessed against the characteristic driver (mindset) of the personal, group or
market perspective. In that assessment, they represent convenience as the presence of a
personal influence (affect), group persuasion (agreement), or market opportunity (validation).
©2015 Malcolm Ryder / Archestra Research

8. How Convenience is a key value
of Innovation
In order to say that something is “new”, it must be unprecedented in the context where it
is observed. By definition, that means a change has occurred. The importance of a change
can be merely that things are “different” but it can be specifically that things are “better”.
Convenience is a particular and powerful form of better. To propagate, the innovation may
have created desired convenience; but if not, it must otherwise still be convenient.

9. Perspective Adoption Driver
(“Fitness”)
Correspondence
(“Awareness”)
Value Indicator
Market (aspiration) Imagination Feasible options proof-of-concept
Group (confirmation) convention Significant practices trend
Personal (recognition) intention Viable situations event
INNOVATION includes Convenience when an experience of the innovation confirms a new idea
about what fits well in the perspective of the person, group or market. In effect, an innovation
raises awareness in the user perspective.
The aspect of acknowledged “newness” provides either:
• Improvement, enhancement, optimization of the status quo, or…
• Preferred displacement of the status quo by a fundamentally different premise
The specific details of the adoption Drivers may also update, when either of those changes
occurs. Whether they do or not, if ongoing experience of the innovation then proves to be
inconsistent with the Drivers, the innovation may not survive as part or whole of the next
“normal”. This makes enablers of correspondence critical to the adoption of the innovation.
Insufficient enablers leave things in an Inconvenient state that fosters adoption failure.
©2015 Malcolm Ryder / Archestra Research

10. Notable riddles
assessed regarding Convenience
Why does hype, then disillusionment, accompany desirable innovations?
Why is there often a need for a given innovation to change its target (“pivot”)?
Why is being the first provider of an innovation often less successful than a later provider?
invention
provision
niche
misses
primitives
hype
The Challenge of Expected Value

11. Perspective Fitness Target Created awareness Adoption sponsor
Market (aspiration) imagination Feasible options Supplier
Group (confirmation) convention Significant practices Manager
Personal (recognition) intention Viable situations Operator
The presumed value type of an innovation can originate from the personal, group or market
perspective. But the awareness that ultimately most drives its adoption may occur in a
perspective other than the original one, sponsored by a certain point of view.
Each perspective acknowledges its own distinctive enablers of correspondence critical to the
adoption of the innovation. Obtained current experience must reflect immediate expectations.
Insufficient enablers leave things in an Inconvenient state that fosters adoption failure. Three
types of situations that represent an innovation’s failure of Convenience are:
• Market-level: over-promised (requiring restraint and deflation of hype)
• Group level: mis-aligned (requiring re-direction to an appropriate target)
• Personal level: under-delivered (requiring redesigned support of intent)
©2015 Malcolm Ryder / Archestra Research

12. Perspective “Fitness” Adoption
sponsor
Innovation
scenario
Experience Expectation Value
Indicator
Market
(aspiration)
imagination supplier Game changer validation ambition proof-of-
concept
Group
(confirmation)
convention manager Play changer agreement proposal trend
Personal
(recognition)
intention operator Role changer affect impact event
Management Trend: The “hype cycle” traces the innovation
through a sequence of imagination, then intention, then
convention. Per each related perspective, actual experiences cause
adjusted expectations of the innovation, for better or worse.
Managers ultimately decide if adoption is worth the effort to them.
Market Concept: when an intro path of intention, then
convention, then imagination fails to produce an outcome
that displaces the importance of retaining the status quo,
an innovation may need to be re-targeted. Suppliers
ultimately decide if it is worth the effort to them and how.
User-centricity: when an intro path of convention, then imagination, then intention
occurs, an innovation may become highly visible to consumers but largely dependent on
the personalization that it enables across their number and diversity. Operators ultimately
decide if adoption is worth the effort to them. If managers can’t do change management,
for users, then (other) suppliers must pre-empt that problem with superior designs.
Aiming For Convenience – regardless of
where an innovation primarily originates, it
takes a run through multiple perspectives
on whether immediate expectations and
current experience are well-enough aligned.
©2015 Malcolm Ryder / Archestra Research

13. A Recap:
Desire versus Fulfillment
Convenience is a qualifier aside from the conditions of Need (specified outcome type) or Requirement
(specified outcome enabler).
We know that imagination, convention, and intention are all flavors of desire. Desire is a form of excitement
that motivates acceptance. Disappointment is a powerful barrier to acceptance. Personal self-recognition,
group confirmation, and market aspiration are all flavors of “identity” that (a.) project desire as immediate
expectations while (b.) looking for reinforcement of expectations by current experience, with (c.) the risk of
disappointment.
Inconvenience is the condition in which that reinforcement is not (or will not be) occurring with the given
means. Inconvenience leads to rejection; convenience leads to attraction.

14. Innovations tightly aligned to Needs and Requirements
still fail…
We’ve seen it more than a little. If we always knew Why
they did, it might not be as hard to predict whether
another future innovation was going to succeed.
PROPOSED: Given two innovations with apparently equal
relevance to Needs and Requirements, the one that is
more convenient will likely win out over the other.

15. ©2015 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com