Immerse, Imagine, Invent, Articulate: A framework for disruptive innovation

Immerse, Imagine, Invent & ArticulateA framework for disruptive innovation

ModernHuman.MH

Presented by Paul-Jervis Heath at UX Cambridge on Wednesday 4 September 2013.

• I’m most at home in a design studio. I’ve spent 15 years designing services and digital products for big, international clients and small, disruptive start-ups.

• I’m Principal of a design practice and innovation consultancy called Modern Human; I lead the team there. I’m also Head of Innovation at the University, while we establish an innovation centre.

• We use human-centred design to help businesses invent their future. We’ve worked in lots of different sectors and done lots of different design projects such as in-car information systems, smart home appliances, concepts for retail stores of the future, established an innovation practice at University of Cambridge, and lots of other things.

Hello!

🕅🕆Photo credit

Flickr user andreaskopp - http://bit.ly/12yywna

Today’s workshop squeezes a week of our innovation intensive course into 3 hours.

Inevitably, we’ve left quite a lot out but I hope today will give you some useful skills to take back to work and a taste of that course.

http://bit.ly/12yywna


Standing out from the crowd is never easy

Prod

uct P

erfo

rman

ce

Time

Disruption

Source: The Innovator’s Dilemma, Clayton Christensen. (1997).

Disruptive thinking does not rely on the invention of disruptive technology.

Satisfied

Dissatisfied

Low Investment High Investment

Excitement

Performance

Basic

Source: Attractive quality and must-be quality - Journal of the Japanese Society for

Quality Control (in Japanese), Noriaki Kano, (1984)

http://ci.nii.ac.jp/Detail/detail.do?LOCALID=ART0003570680&lang=en

http://ci.nii.ac.jp/Detail/detail.do?LOCALID=ART0003570680&lang=en

http://en.wikipedia.org/wiki/Noriaki_Kano

http://en.wikipedia.org/wiki/Noriaki_Kano

The rate of adoption is accelerating

(Time to Reach 150 Million Users)

89 years

38 years

14 years

7years

5 years

Immerse

🕅🕆Entypo Pictograms

by Daniel Bruce - http://entypo.com.

Imagine💡

Invent🚀

Articulate📣 👥

👥

👥

👥

http://entypo.com

http://entypo.com

Everyone can use creative techniques to solve business challenges.


Flickr user asadotzler - http://bit.ly/15sTd0V

http://bit.ly/13ObNXf


🕅🕆🕇🕊Photo credit

Flickr user djking - http://bit.ly/13ObNXf



Immerse

Focus groups are not design research.

Usability testing is vital but it will not uncover users’ needs.

• Workarounds: Quick, seemingly efficient solutions that address the symptoms of a problem not the root cause.

• Values: People’s values play an important role in their motivations. What do they value? What’s important to them? What’s not?

• Inertia: Situations in which customers act out of habit. How can you leverage or break that inertia?

• Shoulds vs. Wants: People struggle with the tension between wants: things they crave in the moment; and shoulds: things they know are good for them in the long term. How can you help people move from where they are to where they want to be?

What are we looking for?

Early Adopter Early Majority Late Majority Laggards

Adapted from: Diffusion of Innovations, Everett M Rogers. (1962).

Crossing the Chasm, Geoffrey Moore. (1991).

• Close your laptop and revert to low-tech methods for analysis! It moves you out of your own normal situation.

• Write each observation on a post-it note (get some rectangular post-its for this). Print out all the photos you took.

• Build an insight board of all of the post-its and photos.

• Affinity Sort: organise it into themes. Code your observations. This all lays the groundwork for recognising insights.

• Observations are raw data. Insights are the interpretation of patterns in your observations.

What did you find out?

• Don’t try and think about everything at once. Find a good place to start.

• Don’t focus on the obvious. There’s a risk that you just confirm your own preconceptions and prejudices.

• Start with unexpected observations.

• Why is this a pattern? Why is it unexpected? Why is it meaningful?

Look for the unexpected and ask, why?

Insight: A common failure of cleaning floors is not a lack of water but an excess of water that causes water to slop dirt around.

Cliché: People use mops with water to clean floors

Hypothesis: What if mops did not use water

Opportunity: Provide people at home [who] with a faster way to clean floors [advantage] without using water [gap].

🕅🕆🕇Photo creditFlickr user Chiot’s Run - http://bit.ly/16ZgcVw

http://bit.ly/16ZgcVw

http://bit.ly/16ZgcVw

• Recruit some users, or go out and find them guerrilla style.

• Immerse yourselves: diary study, shadowing, contextual interviews.

• Analyse the findings; look for the opportunities.

Just your team?

• Train & Facilitate: Teach others how to be the researchers. Have them go out and immerse themselves through contextual research. Work with them to structure the study and get together to analyse the findings and insights.

• Open: Ask people to submit their own observations and insights on a challenge using an Open Innovation platform. At Modern Human use our own platform to manage innovation challenges for our clients.

… or, involving everyone.

Imagine💡

1. What do you want to disrupt?

2. What are the clichés?

3. What are your disruptive hypotheses?

3 questions:

Adapted from: Disrupt: Think the unthinkable to spark transformation

in you business, 2010, Luke Williams.

• How do you meaningfully differentiate this product or service from everyone else in the same space?

• What situation are you going to challenge?

• For example,

- This is an area where profit performance is average – it really should be more successful than it is.

- This is a category where growth is slow and everything seems the same.

- It boils down to… “How can we disrupt the <category> by delivering an expected solution”

What do you want to disrupt?



Wii: How Nintendo challenged everyone’s perceptions of Video Games.

🕅🕆🕇🕋Photo credit

Flickr user lincolnblues - http://bit.ly/1dC6LBm



Searching for clichés

📦Product Interaction Pricing



Forming a disruptive hypothesis

Invert Scale Deny

🔄



Source: Disrupt: Think the unthinkable to spark transformation


Open the briefing pack, read the contents.

• What disruptive intervention could you make?

• What are the clichés in that industry, and about that experience? Generate 12-18 cliches about that experience.

• How could you invert, deny or scale those clichés? Try inverting, denying or scaling each of your clichés.

• What would be your disruptive hypotheses? Identify the strongest 3 as your disruptive hypothesis.

• Tell us about it! Take the rest of the room through your thinking in a 5-minute presentation.

Let’s try it out. 🕔 30-mins

Brainstorming gives ideation a bad name.

Quantity of ideas people come up with

in a brainstorm

Quantity of ideas people

come up when working alone

x2

Source: Does Group Participation When Using Brainstorming Facilitate or Inhibit

Creative Thinking? Administrative Science Quarterly. Taylor, Berry & Block, 1958.

Using traditional brainstorming

Encouraged to discuss and critique

each others ideas

20%more

Source: The liberating role of conflict in group creativity: A study in two countries.

European Journal of Social Psychology, Nemeth et al, 2003

– Plato: Greek Philosopher, Mathematician & Student Of Socrates

You can discover more about a person in an hour of play than in a year of conversation.

“

”

Six Eight Five

What?

• One reason teams end up with under-developed ideas is that we stick with the first good idea we have, rather than taking the time to explore complementary approaches.

• This game combats that pattern by forcing us to generate lots of ideas in a short period of time.

• Take 8 sticky notes

• You have 5 minutes from when I say “go” to sketch 6 to 8 ideas.

• We’ll play 4 rounds.

• After each round I’ll ask you to present your ideas to the group very briefly (2 minutes each).

• The idea in each round is to either generate new ideas, build on your own ideas or build on ideas of other people.

Rapid Ideation

Source: Gamestorming: A playbook for innovators, rulebreakers

and changemakers. 2010. Gray, Brown and Macanufo.

Brain Writing

What?

• In a space visible to the players, write the topic around which you need to generate ideas and draw a quick sketch of it.

• Take your set of index cards and silently write an idea on each card.

• Pass the first of your ideas cards to the person on your right.

• When you receive a card, read the card and think of it as an “idea stimulation” card. Add an idea inspired by what they just read or to enhance the idea and then pass again to their right.

• Continue this process of brain writing and passing cards to the right until there are various ideas on each card.

Quickly building on ideas



Heuristic Ideation Technique

Step 1:

• As a team decide on two sets of attributes that define a matrix. E.g.

Interesting Combinations of Attributes



Step 2:

• Populate the matrix creating a grid of possible new combinations

Step 3:

• Do a quick sketch of each idea that comes out of those combinations.

Interesting Combinations of Attributes



When you get stuck, go in new directions

Force Connections Blend ideas Blend benefits

Let’s do it. 🕔 30-mins

• Use one or more of the ideation techniques we’ve discussed to create a concept.

• Generate as many ideas as possible in 45-minutes.

• Do not critique the ideas now.

• Practice divergent thinking.

How? Now. Wow!

Now.

Wow! How?

Impossible

Original

Easy

Conventional

Let’s try it. 🕔 15-mins

• Use the How, Now, Wow matrix as a structure to critique your ideas.

• Not all ideas have to go on the matrix, feel free to discard ideas at this stage.

• This is the stage to critique your ideas.

• Practice convergent thinking.

• Decide what you’re going to disrupt. Identify the clichés. Form your disruptive hypotheses.

• Use the insight from research as stimulus to your ideation sessions.

• Divergent thinking is the key so run several rounds of an ideation game.

• Don’t give up until you’ve got more than 100 ideas.

• Rate the ideas, select the best.

Just your team?

How many?

• 20-30: run a series of codesign workshops inviting people into the studio to

• More than that: Run a large, open codesign workshop or idea jam (like a hack day for ideas).

- Hire a suitable space, invite lots of people, form them into teams and introduce the challenge brief then let them go for it.

- Divergent idea generation and convergent idea selection.

- Discuss at half-way point. Pitch at the end.

or, involving everyone?

Invent🚀

• What is the concept?

• Who is the primary end user?

• Why should they care? What are the benefits?

• How will this idea deliver those benefits?

Refine ideas into concepts

Illustrate the concept through a combination of…

• storyboards that describes the concept

• diagrams explaining how it might work

• high-fidelity mock-ups of the concept

Define your concept

Use this Slide to Make Bold Statements!

Early stage prototyping provides validated learning.

• Use prototypes to learn about user behaviour with your concept

• Validates emergent service against business objectives and goals

• Validates Concepts with Users

• Use Scenario Testing, Concept Probes, Cognitive Walkthroughs with Real Users, Mock environments, Roleplay.

Experimenting with prototypes.

• Iteration is vital for success

• Treat the concept as a hypothesis not as a definitive solution

• Learn everything you can

• Adapt to what you learn

• Refine the concept, refine the prototype

• Test Again

Iterate and refine.

Just your team?

✎

🎯⟳

Illustrate

TestRe!ne

• Facilitate: Do teams have time and skills to develop the concepts on their own or with support from design practitioners?

• Dedicate the team: Can teams whose ideas show promise be given dedicated time to incubate their ideas into concepts?

• Bring into a central team: Is it better to use a central design team to develop the ideas into workable concepts?


Articulate📣

• Disruptive ideas can be hard for companies to adopt because they’re disruptive – companies embrace disruptive ideas when they believe it will deliver value.

• Identify and convince the stakeholders needed to take the solution to the next level. Those who will allocate capital, technology and people.

• A longer pitch isn’t better. Constrain yourself to 9-minutes: 10 seconds to grab their attention and 8min 50sec to hold it!

• Whether you use the structure on the next slide or not, it’s a useful thought exercise.

Articulate the future state.

Structure

The Status Quo The Observations

Crea

te E

mpa

thy

The Story

The InsightTell them what they don’t

know

The OpportunityGive them the turning point

Build

Tens

ion

The AnalogyMake it familiar

The Solution The AdvantagesMake change appealing

Mak

e th

em

belie

ve The EthosLeave them on a high

• Who are you pitching to? Find the right stakeholders and sponsors that can make the concept happen.

• Pitch it. Support the pitch with concept material.

Just your team?

• Lead up to a pitch day.

• There has to be a serious commitment to adopt new ideas beforehand.

• Have designers to act as mentors and coaches.

• Have the challenge teams pitch their ideas to a panel of the business’ stakeholders and decision makers.

• Give teams the pitch structure to help them (they might not be professional pitchers).

• Select the best ideas to develop further.


Paul-Jervis [email protected]@pauljervisheath

ModernHuman.We use human-centred design to help businesses invent their future. We’re a design practice & innovation consultancy. Find out more at http://modernhuman.co



🕅🕆🕇🕊We love our ideas to spread. That’s why this presentation is released under a Creative Commons Attribution-NonCommercial-ShareAlike (CC-BY-NC-SA) license.

This license allows you and others to remix, tweak, and build upon this work non-commercially. When you do you must acknowledge us, Modern Human and license any new creations under the identical terms. When in doubt, just ask us. We won’t bite.

Paul-Jervis [email protected]@pauljervisheath

ModernHuman.We use human-centred design to help businesses invent their future. We’re a design practice & innovation consultancy. Find out more at http://modernhuman.co



mailto:[email protected]



http://modernhuman.co









Immerse, Imagine, Invent, Articulate: A framework for disruptive innovation

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Transcript of Immerse, Imagine, Invent, Articulate: A framework for disruptive innovation