What do we expect from Innovation? Mostly disappointment

October 1, 2018Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Leading innovation, Polymers, Tackling innovation2 Comments

Good innovation is notoriously hard to achieve. There are so many obstacles and uncertainties as you take an idea or concept through to eventual release. Often, we are dealing in the unknowns and uncertainties. We continually lack facts, we keep seeking validation. We are pressured for results. Others looking at the innovation progress keep demanding tangible evidence and quantifiable guarantees that the outcome provides clear returns.

Much of the innovation discovery journey is a disappointing one. A hunch or insight becomes a dead end. A promising idea did not foresee a roadblock that cannot be resolved. Resources constantly “churn” and get depleted, waiting for others to be brought up to speed. Those not involved directly within the innovation project constantly remain skeptical or require more proof. The status quo of the existing places an increasing drag on the forces of change.

Then we have that often-delusional aspect; where the organization has this total belief they are well ahead of their competitors and simply point to their financial performance as the justification that their innovation is superior when it is so many other factors that have determined that. Superior is often so transitory.

When they are constantly scanning reports on the “state of innovation” it can often lull them, to give some that warm glow, others quickly being dismissive, disregarding many of the key messages as “not applicable to me”.

Sinking the unthinkable

December 3, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Antibodies, Building Innovation Capability, Foster Performance, Fresh thinking, innovation execution delivery, Uncategorized1 Comment

Innovation and the TitanicThe days of simply having ideas moving through a pipeline and coming out the other end as finished product and services seems part of our great past.

I believe Innovation is becoming overwhelmed by all the changes we are applying into innovation activity and its management.

I would say the IM system is under even greater strain from the shifts coming from the multiple applications of technology, new approaches to design and modelling as well as all the necessary engagement and touchpoints.

Yet we are still expecting this deluge of change occurring to happily move our innovations through that past established, often manual processes, we have presently in place. I think not.  We are deluding ourselves, that all is well.
There are such changes occurring.

Tackling the internal Jobs-to-be-done for improving Innovation

December 2, 2014Posted inAchieving innovation engagement, Advancing innovation, Building Innovation Capability, Foster Performance, Improve Collaboration & Communication, Innovation Ecosystems, Leading innovation, Polymers, Shifting dynamics in innovation, Tackling innovation
internal-frustration
We are constantly nudged toward understanding the needs of customers through the jobs to be done approach to shaping our innovative solutions. So why do we still seem to not achieve this ‘higher purpose’ of providing solutions to customers’ needs?
Predictable growth has run its course as we live in unpredictable times; we need a better way to identify ALL those unmet needs that our customers have.
That need comes from knowing the “job which needs to be done”. We need to sharp shoot to hit clear targets, we need to become a lot more explicit in our knowledge of a customer’s unmet needs, and they need to make the connection of that need with our product (or service).
Mapping the hierarchy of customer needs
We need to map the jobs and generate desired outcome statements that are specific and of real interest to the customer, not our list of multiple ideas generated based on where we are or what we think we know. We need to build a hierarchy of customer needs.
By even attempting to follow a ‘needs first’ approach we are often left to figure out the unmet needs. The flaw lies in not having these fully understood. All needs can be captured but this requires combining a more rigorous, controlled approach, coupled with astute observations.
The key still requires us to accurately quantify the degree to which a proposed solution will increase customer satisfaction – and that means knowing the jobs they want to complete.
We need to segment by jobs and to do this we need to capture this in clear, precise job outcome given statements. We need to become clearer on the product, service or business model ‘job’ it is intended to perform, measured by a customer’s desired outcome.
I really believe our internal processes are letting us down.

Twenty critical questions on innovation to be resolved for succeeding

April 16, 2012Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Building Innovation Capability, innovation execution delivery, Integrated Innovation Thinking, Leading innovation, Shifting dynamics in innovation, Tackling innovation

Some time back I compiled a list of those critical areas that I felt need addressing for innovation to have a chance of success. Going through them again today and in light of different insights picked up on the way, I added more of a descriptor to each.

I certainly think these reflect the struggles within innovation that need working upon constantly, so it has a better chance to succeed.

This revised thinking I feel has upgraded my own focal points as areas I will be exploring even further in my work in the period ahead.

What do you think? Do you think the list is missing something?