商業(yè)創(chuàng)意模板之創(chuàng)新殺手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、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月-2212月-22Thursday,December22,202210、雨中黃葉葉樹(shù)，燈下下白頭人。。。07:08:2407:08:2407:0812/22/20227:08:24AM11、以以我我獨(dú)獨(dú)沈沈久久，，愧愧君君相相見(jiàn)見(jiàn)頻頻。。。。12月月-2207:08:2407:08Dec-2222-Dec-2212、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。07:08:2407:08:2407:08Thursday,December22,202213、乍見(jiàn)翻疑夢(mèng)夢(mèng)，相悲各問(wèn)問(wèn)年。。12月-2212月-2207:08:2407:08:24December22,202214、他鄉(xiāng)生白白發(fā)，舊國(guó)國(guó)見(jiàn)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、行動(dòng)出成成果，工作作出財(cái)富。。。2022/12/227:08:2407:08:2422December202217、做前，能能夠環(huán)視四四周；做時(shí)時(shí)，你只能能或者最好好沿著以腳腳為起點(diǎn)的的射線(xiàn)向前前。。7:08:24上上午7:08上上午07:08:2412月-229、沒(méi)有失失敗，只只有暫時(shí)時(shí)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結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒(méi)沒(méi)有有。。。。07:08:2407:08:2407:0812/22/20227:08:24AM11、成成功功就就是是日日復(fù)復(fù)一一日日那那一一點(diǎn)點(diǎn)點(diǎn)點(diǎn)小小小小努努力力的的積積累累。。。。12月月-2207:08:2407:08Dec-2222-Dec-2212、世世間間成成事事，，不不求求其其絕絕對(duì)對(duì)圓圓滿(mǎn)滿(mǎn)，，留留一一份份不不足足，，可可得得無(wú)無(wú)限限完完美美。。。。07:08:2407:08:2407:08Thursday,December22,202213、不不知知香香積積寺寺，，數(shù)數(shù)里里入入云云峰峰。。。。12月月-2212月月-2207:08:2407:08:24December22,202214、意志志堅(jiān)強(qiáng)強(qiáng)的人人能把把世界界放在在手中中像泥泥塊一一樣任任意揉揉捏。。22十十二二月20227:08:24上上午07:08:2412月月