商业创意模板之创新杀手inroduciono

KillerInnovations

IntroductiontoabetterwaytoinnovateWhyInnovation?OtherApproachesABetterApproachBenefitsLessonsLearnedAgendaInnovationAccelerationTimeImpactInnovationsarehavingalargerimpactThelifecycleofinnovationsisgettingshorterTechnologyAdoptionisAcceleratingPhone74yearsRadio38yearsPC16yearsTV13yearsInternet2yearsBlogs1yearHowlongdoesittaketogetto50millionusers?TheInnovationRealityInnovationGapTheshortfallbetweenaorganizationsrapidlyrisingneedforideas/innovationsandtheirinadequatesupplyInnovationDelayThedelaybetweenthetimewhendecisionstoadoptstrategicinnovationsaremadeandtheireventualimpacttotheorganization.InnovationImpactInnovationhasincreasedinimportanceoverthelast10yearsInnovationplaysanimportantroleinassessmentofcompanyvalueConfidentinabilitytomanageandmeasureinnovationimpact35%73%92%Source:ArthurD.LittleResearch0%20%40%60%80%100%ExecutiveViewofInnovation87%rankinnovationasoneoftheirtop5prioritiesExecutivesboastthattheircompaniesexcelatinnovationExecutives,howevercouldn’tdifferentiatebetweenincrementalimprovementsandbreakthroughsVeryfewexecutivessaidtheirfirmshaveanykindofstructuredapproachtoinnovationSource:DiamondClusterInternational,TechtrendGroupTheChallengeofInnovationMaintainefficiencywhilefosteringinnovationStressingbottom-lineresultswithoutrestrictinginnovationAdaptingtochangingmarketsandenvironmentswhilemaintainingstabilityValueFromInnovationR&D86%14%Revenue62%38%Margin39%61%IncrementalInnovationstoexistingofferingsCreatingnewofferings/markets/industriesSource:HarvardBusinessReview,October2004What’swrongwiththecurrentapproachestofindideas?What’’swrongwithcurrentbrainstormingapproaches?InnovationsareeitherincrementalortotallyunrealisticRarelyanyrealfollow-upNoconfidencethattherearen'tbetterideastobehadLackofexecutive/organizationalsupportIncrementalversusBreakthroughIncrementalimprovementsReduceexpensesExtendbrand/productlineBreakthroughimprovementsFindnewmarketsCreatenewstrategicassetsLaunchnewbusinessesEvolutionarychangetoolsBPR/TQM/SixSigmaFeatureenhancementRevolutionarychangetoolsKillerInnovationLateralThinkingTRIZ/TIPSKillerInnovationsWhatisakillerinnovation?AKillerInnovationisdefinedassignificantandhighlyprofitabledeparturesfromcurrentofferingsorpracticesthatisdifficulttoimitateToolsThetoolstofind/create,rankandexecuteagainstkillerideasSkillsTrickstohelpchangeyourperspectiveandimproveyourabilitytoapplyempathicdesignthroughobservationKillerInnovationApproachKillerInnovationToolsUsingFIREFocusTheInnovationSearchFocustheproblemDepthisbetterthanbreadthforideaqualityIdeationStructuredquestionsthatdrivediscovery/insightRankTheIdeasWillthisideachangethecustomerexpectation?Willthisideachangethecompetitivelandscape?Willthisideachangetheeconomicsoftheindustry?ExecutionDefineclearmilestonesKillprojectsearlyQuestionbasedmethodologyBasedonSocraticmethodofaskingquestionstoeliminateideas……thebestideasaretheonesleftstandingBuildaroundacoreof+70killerquestionsBasedon““reverse””innovationanalysisDesignedtounlockuniqueinsightsStructureisbasedona““gated””modelTestedHP,Agilent,CSCandmanystart-upsHistoryoftheKIApproachTool:FocusFocusthesearchMovingintonewcompetitivearenasExpansionintonewgeographiesImprovementinindustrystructureNeworexistingcustomersInnovationinproductsorservicesInnovationinvaluedeliverysystemSearchAreasforInnovationSixdegreesoffreedomSuchas……Creatinganewbusinessbysellingexistingproducts/servicestoexistingornew,unfamiliarcustomersegmentCreatinganewproductorservice,normallyinacocoonedmannerCreatinganinnovationthatredesignsthebusinesssystemsufficientlytoalterthevaluepropositionChangingthevalueproposition,valuedeliverysystem,orcompetitiverelationshipsthatimprove/changetheindustrystructureorredefinetheindustryExpandingintoanewgeographicareawithhighvalue-addedtransferfromexistinggeographyorwhentheactivityisnewDevelopinganewbusinessinanindustrywithinwhichacompanyhasnotpreviouslycompetedorwhenthereisnooverlapincustomervaluepropositionNew/ExistingcustomersInnovationinproductsorservicesInnovationinvaluedeliverysystemImprovementinindustrystructureExpansionintonewgeographiesMovingintonewcompetitivearenasSource:TechtrendGroupFocusonthecustomerYUPPIESYoungUrbanProfessionalsYUFFIESYoungUrbanFailuresMOBY/DOBYMom/DadOlder–BabyYoungerWOOFSWellOffOlderFolksSKIPPIESSchoolKidswithIncome+PurchasingPower“Sandwichers””AdultscaughtbetweencaringfortheirchildrenandtheirolderparentsWhicharetherightsegments?Tool:IdeationThetypicalbrainstormingsessionbeginswithasimplequestion…….“Createsomenewproductideas”“Developsomedifferentiatorsforx”….yougetsimpleanswers.TheCurrentMethod….BetterQuestions=KillerIdeasNeworExistingCustomersWhatemotional,psychological,orstatusbenefitdo(could)peoplederivefromusingtheproduct?Howcanyoucreateasocialorgroupexperiencewiththeproduct?IndustryStructureWhataresomeofthebasicassumptionsunderwhichtheindustryoperates?Whatexternaljoltshavethepotentialtosignificantlyimpacttheoperationalrulesoftheindustry?Product&ServicesInnovationWhousestheproductbecauseofsomebenefitwedidnotforesee?Whatregularlyusedmakeshiftscanwecaptureinaproductdesign?ExploringBeyondtheObviousSSubstitute?CCombine?AAdapt?MModify–Magnify?PPuttootheruses?EEliminateorminify?RReverse––Rearrange?EverythingthatisnewisanadditionormodificationofsomethingthatalreadyexistsBasedontheanswerstothequestions,useSCAMPERtogenerateawidevarietyofideasIdeaQuotaIdeaquotasforceyoutoactivelygenerateideasandalternativesThefirst1/3ofthequotawillbetheeasiestThesecond1/3willtypicallyextensionsfromfirst1/3Thefinal1/3willbethehardestyettypicallycontainthekernelofakillerinnovationAlwaysfillthequotaeveniftheideasseemfarfetchedoroutlandish.Thebestideascometothosethatworkatit…….CharacteristicsoftheBestKillerIdeasPurpose-theyieldofhighqualityideasissignificantlyhigherwithaclearbusinesspurposeandasupportivebusinesssponsor.Timeliness-thedifferencebetweenagreatideaandaso-soideaismarket/technologytiming.Diversity-thepoolofcontributorsneedstobebroad,broaderthanyouintuitivelythink.PerspectiveChange-theverybestideascomethroughindividualslookingatthingsinadifferentway.CollaborativeDevelopment-environment,wherepeoplecancommentandbuildonideastherebysignificantlyincreasingtheoverallyieldofhighimpactideas.SuspendDisbeliefLet’sshelvethatforthetimebeingWhoisgoingtodoit?Ihavesomethingbetter.Wetriedthatbefore.Itwon’tfitouroperation.It’sagainstallourcombinedlogic.Notenoughreturnoninvestment.It’sgreat,but......Someonemusthavealreadytriedit.Ithoughtofthatalongtimeago.Wecan’taffordthat.You’llnevergetapproval.You’reonthewrongtrack.Don’trocktheboat.Themarketitnotreadyyet.It’snotanewconcept.Tool:RankTheIdeasIdeaCriteria:KeyQuestionsMusthaveaYEStoatleastoneofthefollowing:Willthisideachangethecustomerexperience/expectation?Willthisideachangethecompetitivelandscape/position?Willthisideachangetheeconomicstructureoftheindustry?MusthaveaYEStothefollowing:Dowehaveacontributiontomakeinthisspace?Willthisideageneratesufficientmargintothebusiness?Foreachkeyquestion,giveascorefrom0to5.IdeaCriteria:AbilityToExecuteForthetop10ideasbasedontheKeyQuestions,scoreeachideafrom0to5forthefollowingquestions:Canwegetourgroups/teamsexcited?Willseniormanagementsupportit?Dowehavetheskill/expertisetopullthisoff?Canweaccessthecustomerspreferredchannel?Younowhavearankedlistofyourbestideas.Tool:ExecutionExecution=StageGateManagementSource:TechtrendGroup“TheBest””usesomefromofaMilestone/StageGateprocesstointroducenewproductsandservicesSkills:ObservationWhatdoyousee?Whatdoyousee?Minimumspacewhichcanrepresentthefullalphabet!Lookbeyondtheobvious…….EmpathicDesign(observationaldesign)In-housevisits/recordingIn-the-worldobservationsTrendSafariEthnographicStudies/AnalysisDeepstudyofa““customer””socialgroupObjectiveDiscoverunspokenneedsandwantsofthetargetcustomersegmentObservationSkillsSkills:ChangingPerspectiveWhatishalfofthirteen?Halfofthirteen6.56or7(rounded)“thir””and““teen””XII=VIIandIIV(splithorizontal)1and3...Howmanymorecanyoucomeupwith?Becareful..Don’’tassumethedefinitionofwords(e.g.““half””)BenefitsofKI360°°searchforinnovationsensuresyouavoidablindspotSixdegreesofinnovationGeneratehigherqualityideasKillerQuestionsbasedonreverseinnovationapproachForcesparticipantstodigdeeperforanswersWorkontherightideasProcesstorankthebestideasExecutionmanagementGated/MilestonetoensurealignmentoffundingandexecutionThebenefitsoftheKIApproachLessonsLearnedChangingthecultureMetricsFindingInnovationChampionsRewardfailures&successesAdapttoyourorganizationLessonsLearned45ThankyouQ&A9、静静夜夜四四无无邻邻，，荒荒居居旧旧业业贫贫。。。。12月-2212月-22Thursday,December22,202210、雨中黄叶叶树，灯下下白头人。。。07:08:2407:08:2407:0812/22/20227:08:24AM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。12月月-2207:08:2407:08Dec-2222-Dec-2212、故故人人江江海海别别，，几几度度隔隔山山川川。。。。07:08:2407:08:2407:08Thursday,December22,202213、乍见翻疑梦梦，相悲各问问年。。12月-2212月-2207:08:2407:08:24December22,202214、他乡生白白发，旧国国见青山。。。22十二二月20227:08:24上上午07:08:2412月-2215、比不了得得就不比，，得不到的的就不要。。。。十二月227:08上上午12月-2207:08December22,202216、行动出成成果，工作作出财富。。。2022/12/227:08:2407:08:2422December202217、做前，能能够环视四四周；做时时，你只能能或者最好好沿着以脚脚为起点的的射线向前前。。7:08:24上上午7:08上上午07:08:2412月-229、没有失失败，只只有暂时时停止成成功！。。12月-2212月-22Thursday,December22,202210、很很多多事事情情努努力力了了未未必必有有结结果果，，但但是是不不努努力力却却什什么么改改变变也也没没有有。。。。07:08:2407:08:2407:0812/22/20227:08:24AM11、成成功功就就是是日日复复一一日日那那一一点点点点小小小小努努力力的的积积累累。。。。12月月-2207:08:2407:08Dec-2222-Dec-2212、世世间间成成事事，，不不求求其其绝绝对对圆圆满满，，留留一一份份不不足足，，可可得得无无限限完完美美。。。。07:08:2407:08:2407:08Thursday,December22,202213、不不知知香香积积寺寺，，数数里里入入云云峰峰。。。。12月月-2212月月-2207:08:2407:08:24December22,202214、意志志坚强强的人人能把把世界界放在在手中中像泥泥块一一样任任意揉揉捏。。22十十二二月20227:08:24上上午07:08:2412月月