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Augsburg University Innovation. Agenda Innovation - New Product Process –Identifying Hyper trends...
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Transcript of Augsburg University Innovation. Agenda Innovation - New Product Process –Identifying Hyper trends...
Agenda
• Innovation - New Product Process– Identifying Hyper trends– Voice of customer – generating ideas– Concepts– Feasibility– Development– Scale-up– Launch– Post-launch
• Leadership & creativity• Summary
Innovation
Definition of Innovation:
“To begin or introduce something new; be creative”
* American Heritage Dictionary
More than 55 years ago William McKnight, CEO of 3M wrote:
“Those men and women to whom we delegate authority and responsibility are going to want to do their
jobs in their own way. Mistakes will be made, but if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the
mistakes management will make if it is dictatorial and undertakes to tell those under its authority exactly how
they must do their job. Management that is destructively critical when mistakes are made kill
initiative.”
“Listen to anyone with an original idea, no matter how absurd it may sound at first.
Encourage, don’t nitpick. Let people run with an idea. Hire good people and leave them
alone. If you put fences around people, you get sheep. Give people the room that they need.”
McKnight Continued……….
Change is difficult
“Just as Socrates felt that it was necessary to create a tension in the mind, so that individuals could rise from the bondage of myths and half-trusts…so must we…create the kind of tension in society that will help men rise from the dark depths of prejudice and racism.”
Martin Luther King Jr. “letter from the Birmingham jail”:
Creative Tension
• Innovation/creativity creates tension:– Individual– Team– Group & function
New Old
• The true process begins when you start getting some flack
Sony Executive VPDiscussing What is Wrong
with Sony
“We need more crazy people.”
InnovationWhy Products Fail…..
Why do most new products fail?– Leadership– Teams– Group think– Poor advertising/PR support– Value proposition– Focus– Team turnover– Poor product performance– Priorities change– Market dynamics– Competition
Criteriafor New Markets
• Entitlement of at least $100 million dollars• Market Size
– Significant enough to warrant investment• Competitive Advantage
– Differentiated Product– Based on a core competency– Patent Protection– Changes the basis of competition– Global Opportunity– Category Management
Step 1
Identify and Define Hyper- Trends
Step 2
Identify Business Innovation Opportunities
Step 3
Rank Attractiveness of Opportunities (C&E)
Step 4
Select Portfolio of Candidates (SWOT) Jan 12
Step 5
Develop High Level View of Opportunities Feb 20
Step 6
Selection of Portfolio of Candidates by Op Comm
Wk of Feb 23
Step 7
More Detailed Analysis of Final Candidates (Mkt Attractiveness Sheets)
Step 8
Rank Attractiveness of Opportunties (C&E,RWW, SWOT)
Jan 19
Step 10
Selection of the Big Tunas (Med/Long Term)
Mar 26
April 6
Step 9
Recommendation for Opp Comm Selection and Resourcing
Step 11
Resource Teams- Phase 1
Process MapBusiness Innovation
Opportunities
Process Roadmap to Prioritize Opportunities
Concept Dev’tFeasibilityPost-Launch
Ideas Scale Up Launch
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
1 2 3 4 5 6
Newe Product Process System
Goal of Each Phase
Initial Business Plan &
Technical Solution
Stable Prod’n & Sales/Support
Systems
C0 Virtual Build
Complete
Identify Best
Market Opportuni
ty
Identify Superio
r Concept
s
Robust Product &
Valid Value
Proposition
Scaled Design/ Process
Market AssessmentInitial Segmentation and Market Assessment
BCC
ABC
AAB
BCC
ABC
AAB
Op
po
rtu
nit
ies
Competitive Position
-10
0
01
00
20
0
30
0
-100 0 100 200 300
Segment 1
Secondary Research
Purpose, Planning, and Customer Selection
A
B
C
D
EF
A
B
C
D
EF
Site Observation and Contextual Inquiry Survey DesignConducting Interviews
Translation and Processing into Customer Requirements KJ
KJ
Translation Worksheet NumberName
Any KJ Images:
Key Items: Customer Requirement(s)/Needs(s):
Customer Voice:
Customer Requirements Validation Survey
Defining Product and Service Requirements (QFD)
Concept Generation, Selection, and Testing (Pugh)Sum of “+”
Sum of “-”Sum of “s”
Criteria: 1 2 3 4D 5 6 7
ATUM
Sum of “+”
Sum of “-”Sum of “s”
Criteria: 1 2 3 4D 5 6 7
ATUM
Concept Engineering Roadmap
Customer Selection Matrix
Market Segmentation
Voice of Customer
Pugh Concept Matrix
House of Quality
Three Pillars of Innovation
Organizational Capacity
Driving Innovation
TeamCapacity
IndividualCapacity
Innovation DefinedInnovation=Creativity x Risk Taking
ü Creativity is the ability to develop new ideas
ü Risk Taking the ability to drive new ideas forward in the face of adversity
Innovation is the ACT of introducing something NEW
Creativity
Ris
k-T
akin
g
Innovation
Risk-Taking x Creativity = Innovation
Building Organizational Capacity
Innovation happens in companies and organizations that have the following…..so ask
yourself these questions:
Is there a structured innovation process designed to focus on increasing both the quantity and quality of creative ideas?
• Is there a Senior Executive charged with being a “Sponsor?”
• Are there opportunities for cross-business-unit or cross division synergy?
• Are there idea-generation opportunities provided away from daily work?
• Is attention given to anticipating future customer/citizen/client needs—unarticulated needs that they may not sense?
• Is there an understanding and a tolerance for risk?
• Is there a willingness to tolerate failure?
• Is there a culture of learning at all levels=to keep everyone at the “top of their game?”
Source: Research Conducted By Susan Harper, Ph.D., Consultant with Synergy, Inc., Creatrix Consultant
Sel Becker, Ph.D. Professor Emeritus, University of Chicago Graduate School of Business
Building Team Capacity
AIM What’s your purpose—breakthrough ideas/product extensions?
ASSESS What’s the Creatrix Profile for this aim—this purpose?
ACTIVATE The Creativity and Risk-taking DRIVERS
APPLY Develop and implement new ideas
Creativity
Ris
k T
akin
g
Modifier
Practicalizer
Planner
Sustainer Dreamer
Challenger Innovator
Synthesizer
Creativity
Ris
k T
akin
g
Modifier
Practicalizer
Planner
Sustainer Dreamer
Challenger Innovator
SynthesizerSynthesizer
Select a team based on the AIM
The Creatrix Inventory©
Creativity
Ris
k T
akin
g
Modifier
Practicalizer
Planner
Sustainer Dreamer
Challenger Innovator Exposes
sacred cows, likes taking risks
May be perceived as critical
Backbone of the organization, gets things done.
May get stuck in a rut.
Sense break-throughs Won’t compromise
Fixated on ideas Single minded
Lot of ideas Unmined gold
Very creative Under-achieving
Constant Improvements
Incremental change Usually liked
May not fight hard for a solution
Action oriented Politicians
Compromiser May be Impatient
Synthesizer• Endless possibilities
• Creative• May avoid risk
• Just short of break-throughs
• Map makers• Good staff people
• Many alternatives
• Avoid risks• May not be action orientated
Building Team Capacity
Creativity Drivers
Ambiguity
Independent
Inner-Directed
Uniqueness
Risk-Taking Drivers
Authentic
Resilient
Self-Accepting
Creativity & Risk-Taking Drivers
Activating Creatrix DriversAMBIGUITY
Work with the information you have—not asking for more details.
Ask, "how might this work?" rather than, "here are the problems.
"Have meetings without Agendas to get new ideas.
INDEPENDENT
Act without checking with others
Do what you want to do rather than what others always expect
Empower others
INNER-DIRECTED
Ask, "What’s my/your idea?
List five new ideas everyday for a week
Diagram as many different things that don’t initially seem to go together
Follow hunches
UNIQUENESS
Appreciate the value of everything different—ask people for their opinions who you normally would not
Find a special talent in everyone you work with, even those who you don't like
Hire people who are not like you
AUTHENTIC
Say it how you see it, and then live with others' reactions
Say, “I disagree.
Readily give feedbackState a controversial opinion
RESILIENT
Focus your energy on tenacity
Ask, "what would I do differently next time”—not focusing on what mistake/s you’ve made.
Study history - focus on obstacles that great leaders overcame
SELF-ACCEPTING
Acknowledge your mistakes quickly and move on
Look for the good things that happened in a bad situation—rather than beating yourself up
Review a list of all your talents when you think you could have done a better job
Say “I did” /we did rather than I/we should have!
Ten Challenges• “We don’t have time for this stuff!”• “We have no help!”• “This stuff isn’t relevant!”• “They’re not walking the talk!”• “This stuff is .”• “This stuff isn’t working!”• “We have the right way!”• “Who’s in charge of this stuff?”• “We keep reinventing the wheel!”• “Where are we going?”
Summary• Lessons learned:
– Marketing is not brain surgery– Innovation is not a linear path– Lessons will be repeated until they are learned– Definition of insanity……– Growth is mandatory - Eat or be eaten!– Growth is rarely without tension or pain– The art of the pre-sell– “If it was easy everyone would do it” – Art Fry– Bad bosses are a fact of life- choose to learn from them– You learn more from your failures than you do from your successes – failure is
inevitable– Color outside the lines– Short- term versus long-term– Follow your passion– Seek out differences of opinion– Opportunities rarely appear Monday morning @ 9:00am– Leadership versus management