Transcript Project Identification

Module: Project Identification
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Project Identification
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Module: Project Identification
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RELATED READINGS
• Canfield, J. (2011). Plan: Ideation skills for improvement and
innovation tomorrow. Holland, MI: Black Lake Press.
• Cooper, R. G. (2011). Winning at new products: Creating value
through innovation. New York, NY: Basic Books.
• Crawford, M. and DiBenedetto, A. (2010). New Products
Management. Columbus, OH: McGraw-Hill.
• Trias De Bes, F. & Kotler, P. (2011). Winning at innovation: The
A-to-F model. London, UK: Palgrave Macmillan.
 Many more to be listed later…
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Module: Project Identification
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EXAMPLE: STEVE JOHNSON —
NEONATAL INCUBATOR & WHERE IDEAS COME FROM
Source: “Steven Johnson: Where good ideas come from Ted Talk
http://www.ted.com/talks/steven_johnson_where_good_ideas_come_from.html
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Module: Project Identification
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AGENDA
• Core Concepts
• Inputs
• Tasks
• Tools
• Deliverables
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Module: Project Identification
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ELEMENTS OF PROJECT IDENTIFICATION
• Ideation is the generation, collection, and evaluation of ideas.
• Ideation Management is the processes involved in managing
the generating, collecting, sharing, analyzing, and executing
ideas.
• Idea Manager is the person within the organization responsible
for managing and executing ideation management.
• Idea Generation is a term to encompass these elements that
ultimately leads to project identification.
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Module: Project Identification
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PROBLEMS WITH IDEA GENERATION
• Too often, idea generating approaches produce a mass of junk
– Too many unworthwhile or unactionable ideas
– Too few gems worthy of pursuit
– Filtering required negates the advantages
• Instead some innovators place their efforts on structured and
focused questions
– Ideas-first versus Needs-first
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(Matheson, 2011)
Module: Project Identification
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IDEA GENERATION APPROACHES
Ideas-First
Needs-First
Lots of Ideas Created
Market Selection
Brainstorming/Synthesis
Unmet Needs/Value
Concept Testing
Evaluate Options
Select Concepts
Select Options
Product Development Process
Product Development Process
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(Skarzynski & Gibson, 2008; Ulwick, 2004)
Module: Project Identification
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THE BIG FRAMEWORKS
• Idea-Management System
• Outcome-Driven Innovation
• Blue Ocean Strategy & Value Innovation
• A-to-F Model
• IDEO’s Deep Dive
• Crowdsourcing & Open Innovation
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Module: Project Identification
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IDEA MANAGEMENT SYSTEM
Systematic system for collecting and screening lots of ideas
controlled by the idea manager
Ideas
from
Many
Sources
Collect &
Organize
Incubate,
Enhance, Grow
& Visualize
Periodic Review
& Update
yes
NPD
Process
no
Ideas on Hold &
Dead Ideas
Source: adapted from Cooper, R. G. (2011). Winning at new products: Creating value through innovation. Basic Books. Figure 6.3.
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(Cooper, 2011)
Module: Project Identification
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IDEA MANAGER RESPONSIBILITIES
1. Checks ideas weekly
2. Creates and maintains files for idea database / idea bank
3. Does preliminary screen of ideas and forwards those that meet
criteria to appropriate individuals
4. Communicates with Idea Initiator regarding idea acceptance
5. Coordinates and schedules meeting to review and evaluate ideas
6. Works with others to assure presentation of materials are in
proper format for review and evaluation meetings
7. Monitors and analyzes idea bank on a regular basis to identify and
report trends
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Module: Project Identification
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OUTCOME-DRIVEN INNOVATION
• Ulwick, Anthony (2004). What customers want. Columbus,
OH: McGraw-Hill.
• Ulwick, Tony (2011). What is outcome-driven innovation?
Retrieved from http://www.strategyn.com/ resources/ whitepapers/what-outcome-driven-innovation-odi
• www.strategyn.com
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(Ulwick, 2004)
Module: Project Identification
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OUTCOME-DRIVEN INNOVATION:
PROBLEM ADDRESSED
• Obtaining the most valuable ideas based on customers’
desired outcomes
• Uncovers all customer needs and then prioritizes those with
the most impact
• A formula approach to innovation
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(Ulwick, 2004)
Module: Project Identification
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OUTCOME BASED INNOVATION:
ACTIVITIES
1. Design interview
2. Conduct interviews
3. Capture and organize expressed needs using very specific
need language
4. Ask customers to rate importance of outcomes
5. Identify key outcomes
6. Brainstorm means of achieving selected opportunities
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(Ulwick, 2004)
Module: Project Identification
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BLUE OCEAN & VALUE INNOVATION: RESOURCES
• Kim, C. W. and Mauborgne, R. (2005). Blue ocean strategy:
How to create uncontested market space and make
competition irrelevant. Boston, MA: Harvard Business Review
Press
• www.blueoceanstrategy.com
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(Kim & Mauborgne, 2005)
Module: Project Identification
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BLUE OCEAN STRATEGY
• Goal is to create new markets with little immediate competition
– “blue oceans”
• Create a new “value curve” that results in a product with appeal
to a blue ocean
• Four core factor questions:
– Eliminate: What can be eliminated that the industry has taken for
granted?
– Reduce: What can be reduced well below the industry's standard?
– Raise: What can be raised well above the industry's standard?
– Create: What can be created that the industry has never offered?
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(Kim & Mauborgne, 2005)
Module: Project Identification
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BLUE OCEAN ACTIVITIES
• Primary market research – e.g., customer interviews
• Secondary research of environment – market trends,
demand, competitors’ strategy and actions
• Structured brainstorming process to create a value curve
1.
2.
3.
4.
5.
6.
trade-offs customers make (e.g., NetJets)
strategic groups in an industry (e.g., Toyota)
users, influencers, and buyers (e.g., Websense)
complementary products customers use (e.g., Barnes & Noble)
emotional vs functional appeal (e.g., Starbucks)
trends impacting value (e.g., Apple)
• Create possible value curve
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(Kim & Mauborgne, 2005)
Module: Project Identification
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Example: International Traveler
Source: Provided by Value Innovations using their Slalom automated system. See www.ValueInnovations.net. Used by permission.
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Module: Project Identification
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A-TO-F MODEL
• Trias De Bes, F. & Kotler, P. (2011). Winning at innovation:
The A-to-F model. London,UK: Palgrave Macmillan.
www.aipmm.com
(Trias De Bes & Kotler, 2011)
Module: Project Identification
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A-TO-F MODEL:
TRADITIONAL STEPS OF THE INNOVATION PROCESS
Objective
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Research
Ideas
Evaluation
Development
Launch
(Trias De Bes & Kotler, 2011)
Module: Project Identification
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A-TO-F MODEL: INNOVATION ROLES
1.
2.
3.
4.
5.
Activators: Initiate the innovation process
Browsers: Experts in searching for information
Creators: Produce ideas and find solutions
Developers: Make ideas tangible
Executors: Get the product out – to the organization and
the market
6. Facilitators: Approve investment and manage the
innovation
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(Trias De Bes & Kotler, 2011)
Module: Project Identification
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A-TO-F MODEL: WHO IS IN CHARGE
A
Activators
B
Browser
C
Creators
D
Developers
E
Executors
F
Facilitators
Top management
(GM or Chief
Innovation officer)
Market research
department
Advertising
agency
R&D
Current marketing
department (shared
team)
Top management
(GM or Chief
innovation officer)
Employees
Market research
supplies
Creativity
agency
New products
department
Current sales department
(shared team)
Financial director
Suppliers
Sociologists
Marketing
Operations
Dedicated marketing
team
New projects
committee
Distributors
Marketing
Creative
types
Manufacturing
New division
Chief innovation
officer
Clients
Sales
R&D
External
suppliers
New company
Board
Investors
Opinion leaders
Clients
Marketing
Third party alliances
Shareholders
See Table 9.1 in “Winning at Innovation” for the complete table.
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(Trias De Bes & Kotler, 2011)
Module: Project Identification
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A-TO-F MODEL: TECHNIQUES EMPLOYED
A
Activators
B
Browser
C
Creators
D
Developers
E
Executors
F
Facilitators
Scope of innovation
Innovation review
Synectics
Helping concept
definition
Marketing plan and
launch plan
Subjective
assessment
Innovation levels
Analysis of adjacent
categories
Blue Ocean strategy
Concept test for
improving design
Morphing
Purchase intention
according to test
levels
Focus of innovation
Internal consulting
Morphological analysis
Pictures
KPIs’ evolution
Delphi method
Innovation
guidelines
Social trend/social
classes
Lateral marketing
Conjoint analysis for
features definition
Next marginal
evolution
Nominal group
techniques
Innovation checklist
Market trends
Attributes listing
Drawings
Area testing
Company wide
rating
See Table 9.2 in “Winning at Innovation” for the complete table.
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(Trias De Bes & Kotler, 2011)
Module: Project Identification
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IDEO’S “DEEP DIVE”
• IDEO describes innovation in terms of 10 “faces” or roles
grouped into three categories:
– Learning roles: anthropologist, experimenter, cross-pollinator
– Organizing roles: hurdler, collaborator, director
– Building roles: experience architect, set designer, storyteller,
caregiver
For details: www.tenfacesofinnovation.com/tenfaces
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(Kelley, 2005)
Module: Project Identification
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IDEO’S PROCESS FRAMEWORK
• Described as a loose process; focus is on roles
• Five activities:
1.
Understand the market, the client, the technology, and the
perceived constraints on the given problem
2. Observe real people in real situations
3. Visualize concepts and the customers who will use them
4. Evaluate and Refine the prototypes in a series of quick iterations
5. Implement the new concept for commercialization
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(Kelly & Littman, 2001)
Module: Project Identification
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CROWDSOURCING & OPEN INNOVATION
• Howe, J. (2009). Crowdsourcing: Why the power of the crowd
is driving the future of business. New York, NY: Random
House.
• Sloane, P. (2011). A guide to Open Innovation and
Crowdsourcing: Advice from leading experts. London,UK:
Kogan Page.
• Chesbrough, H. W. (2006). Open innovation: The new
imperative for creating and profiting from technology. Boston,
MA: Harvard Business School Publishing.
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Module: Project Identification
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Open Innovation
Ideas-First
• Ideas can come from inside
or outside the organization
• Paths to product
development and launch
can be internal or external
Lots of Ideas Created
Brainstorming/Synthesis
Concept Testing
Select Concepts
Product Development Process
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(Chesbrough, 2006)
Module: Project Identification
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OPEN INNOVATION EXAMPLE
• Colgate-Palmolive needed a better way to get toothpaste
into tubes
• Internal R&D did not have an answer
• Turned to InnoCentive (an ideagora) to create an open
competition
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(Chesbrough, 2006)