This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
17. SUSTAINING AND DISRUPTIVE INNOVATION
KEY LESSONS
▸ It is not how the consumer perceives an offering but the
job that it fulfils.
▸ Sustaining and disruptive innovation improves on and
replaces much of marketing and brand theory around
positioning and competitor differentiation.
▸ Simplicity over complexity: When competitor substitutes
are good enough, your best may not be the best.
22. STRATEGY CANVAS
▸ The strategy canvas is a diagnostic
and action tool for building a blue
oceans strategy.
▸ It effectively captures the state of
play in the market being analysed
and allows the strategist to
understand where the competition
is focusing their efforts and what
the key areas of competition are.
25. TO FUNDAMENTALLY SHIFT THE STRATEGY
CANVAS OF AN INDUSTRY YOU MUST BEGIN
BY REORIENTING YOUR STRATEGIC FOCUS
FROM COMPETITORS TO ALTERNATIVES AND
FROM CUSTOMERS TO NON CUSTOMERS
Kim & Mauborgne
26. BLUE OCEANS
THE FOUR ACTION FRAMEWORK QUESTIONS
▸ Which of the factors that an industry takes for granted
should be eliminated?
▸ Which of the factors should be reduced well below the
industry’s standards?
▸ Which factors should be raised well above the industry’s
standard?
▸ Which factors should be created that the industry has
never offered?
27. ELIMINATE
‣ Enological terminology
‣ Ageing qualities
‣ Above-the-line marketing
REDUCE
‣ Wine complexity
‣ Wine range
‣ Vineyard prestige
RAISE
‣ Price versus budget wine
‣ Retail store involvement
CREATE
‣ Easy drinking
‣ Ease of selection
‣ Fun and adventure
30. BLUE OCEANS STRATEGY
KEY LESSONS
▸ Understanding the consumers’ needs is key to innovation.
▸ Challenge existing business models: just because they
represent the historic norm doesn’t mean that they are
right.
▸ Focus is more important than ticking all the boxes.
▸ Look across industries and look across time to understand
how industries can and will evolve.
34. DESIGN THINKING IS A HUMAN-CENTERED
APPROACH TO INNOVATION THAT DRAWS FROM THE
DESIGNER'S TOOLKIT TO INTEGRATE THE NEEDS OF
PEOPLE, THE POSSIBILITIES OF TECHNOLOGY, AND
THE REQUIREMENTS FOR BUSINESS SUCCESS
Tim Brown, IDEO
35. Participatory Design 1960
User testing / efficiency / end
-user development /
Scandinavian approach
User-Centered Design 1980s
User experience / needs /
user at center of
developement
Human-Centered
Design
1990s
Evolution of user-centered
design / collaborative /
multidisciplinary / social
systems / empathy
36. DESIGN IS NOT SO MUCH AS A
PHYSICAL PROCESS BUT A
WAY OF WORKING
Nobel Economics Prize Laureate Herbet Simon
45. BY LEVERAGING THE BEST QUALITIES OF BOTH
BUSINESS AND DESIGN THINKING (ONE)
ESTABLISHES A MORE SENSITIVE, POWERFUL
AND POTENT ANALYTICAL TOOL SET THAT
ESCALATES THINKING TO A NEW LEVEL
Harvard .
50. understand observe define ideate prototype test
discovery interpretation ideation experimentation evolution
uncertainty / patterns / insights concepts / prototypes clarity / focus design
what is what if what wows what works
insight
foresight
sense making
opportunity mapping
applied innovation
strategic innovation
54. THE OLD WAY IS THAT YOU COME UP WITH
A PRODUCT IDEA AND THEN TRY SELL IT
TO CUSTOMERS. IN THE DESIGN THINKING
WAY, THE IDEA IS TO IDENTIFY USERS’
NEEDS AS A STARTING POINT.
New York Times reporting on
IBM’ s design thinking efforts
64. DESIGN THINKING
KEY LESSONS
▸ Design thinking is a human-centric approach to
innovation.
▸ It represents a structured, but not rigid, movement from
complexity to simplicity.
▸ Innovation is an ongoing process that must include loop
backs into the mysteries.
68. CONCEPTUALLY, IT IS A MORE DISTRIBUTED, MORE
PARTICIPATORY, MORE DECENTRALIZED APPROACH
TO INNOVATION… USEFUL KNOWLEDGE TODAY IS
WIDELY DISTRIBUTED… NO COMPANY CAN
EFFECTIVELY INNOVATE ON ITS OWN.
Henry Chesbrough
74. OPEN INNOVATION
KEY LESSONS
▸ Challenges the fortress mentality of organisations against
the world.
▸ Is happening, even if corporate leadership does not want
it to happen.
▸ Accelerates and expands innovation, especially in
innovation ecosystems