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Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
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Copyright © 2008 Inovo Technologies Inc.
INDUSTRIALIZATION OF INNOVATION
The ADOPTS process and innovation methods „Mind of the
Customer‟ and „Persona Modeling‟
Copyright © 2008 Inovo Technologies Inc.
The Need for Process To be successful innovation must be more than
just an individual endeavor
Innovation is a set of knowledge and skills that
can be learned and practiced
Ad-hoc
Gut-feel
Haphazard
Opportunistic
Serendipitous
Organized
Disciplined
Structured
Directed
Purposeful
The Technology of Innovation “Systematic innovation
therefore consists in the
purposeful and organized
search for changes and in the
systematic analysis of the
opportunities such changes
might offer for economic
or social innovation”Peter Drucker
Copyright © 2008 Inovo Technologies Inc.
CommercializationDevelopmentDiscovery
Design compelling
new offerings
Connect with customers.
Create market pullUnderstand
demand creation
So-So
Failure
The Front End Determines Success
Blockbuster
Inc
rea
se
th
e
„ba
ttin
g a
ve
rag
e‟
Determines success here
What you
do here
Ge
t m
ore
„ho
me
ru
ns
‟
Copyright © 2008 Inovo Technologies Inc.
Understand
the minds of
future
customers
Model to test
solutions
before
development
• Gain insight into motivation and behavior
• Capture insights using persona models
• Create compelling solution concepts
• Test using persona models
• Develop a portfolio of options
Start with
Opportunities
• Hold off on defining solutions
• Seek evidence of unmet needs & desires
dd/mm/yy – RG/vs
Key Principles
Copyright © 2008 Inovo Technologies Inc.
A Front-end Process
5
Strategic
Domains
Bu
sin
es
s S
tra
teg
y
Ne
w B
us
ine
ss
Offe
ring
s
Business
Hypothesis
Copyright © 2008 Inovo Technologies Inc.
ACTIVE DISCOVERY OF OPPORTUNITIES
Discovering unmet needs and desires
Strategic
Domains
Bu
sin
es
s S
tra
teg
y
Ne
w B
us
ine
ss
Offe
ring
s
Business
Hypothesis
Copyright © 2008 Inovo Technologies Inc.
An “American Idol” Model of Discovery
RegionalAuditions
Holly-wood
10,000
164 24 14 Televised Contests
Valuable
Asset
Rigorous, Iterative Discovery Process
Insight using “Wisdom of Crowds”
Critical Feedback Throughout the Process
2
Real Investment Begins Here
All are Welcome
14
3
5
6
Copyright © 2008 Inovo Technologies Inc. 8
Case – Opportunities in a new domain
StartingSub-Domains
New ExplorationDomain
Hypothesis
Cycle
Profile
Cycle
Statement
Cycle
192
Opportunity
Hypotheses
51
Opportunity
Statements
8
Opportunity
Profiles
4 on to PTS
Copyright © 2008 Inovo Technologies Inc.
Opportunity Hypothesis (OH)
What is
the need
or desire?
Who cares?
Why do they care?
How much
do they care?What are the
alternatives?
Copyright © 2008 Inovo Technologies Inc.
Case - Exploring Mobility
Community Drivers
Municipalities
Researchers
Solutions 10 application areas
> 20 end-use products
3 new business models
Copyright © 2008 Inovo Technologies Inc.
Iteration to focus and
shape opportunities
Wisdom of Crowds
decision support
Volume of opportunities discovered
based on evidence of need or desire
dd/mm/yy – RG/vs
Key Principles for Discovery
Copyright © 2008 Inovo Technologies Inc.
THE MIND OF THE CUSTOMER
Finding what customers really want.
Getting at the tacit, subconscious knowledge
Strategic
Domains
Bu
sin
es
s S
tra
teg
y
Ne
w B
us
ine
ss
Offe
ring
s
Business
Hypothesis
Copyright © 2008 Inovo Technologies Inc.
Target Level of Innovation
Incremental BreakthroughDistinctive
Focus Groups
Needs Gap Surveys
Habits & Practices SurveysRetail Exit
Interviews
Contextual Interviewing
Immersion Programs
Increasing need to
interpret the unmet
needs of customers
Decreasing ability of
customer to articulate
their unmet needs
Persona Modeling
Trends Analysis
Ethnography
Community Engagement
Voice of the
Customer
Mind of the
Customer
Technology Roadmapping
Getting Beyond “Voice of the Customer”
The Mind of the Customer™
De
pth
of M
otiva
tio
n In
sig
ht
Copyright © 2008 Inovo Technologies Inc.
Adoption Dynamics
Persona Model
Perception
AdoptionInfluence
Needs & DesiresWhat can a
company do
to affect
perceptions
and influence
acquisition
behavior?
How and why are perceptions
formed and changed?
How do
perceptions
affect
propensity
to purchase
at a specific
time and
place?
Copyright © 2008 Inovo Technologies Inc.
Case - How do Drivers Feel Safe? Technology
Drivers form perceptions of safety using much
more than a vehicle‟s safety features
The most important effects are those that are
directly experienced – 15 relevant effects
dimensions
Community
20 Internal, 40 external individuals
Focus on knowledge-experience diversity
Solutions
More than 25 specific safety influence
recommendations
10 existing vehicle features and
programs assessed for effectiveness
Assessment of competitive offerings
Copyright © 2008 Inovo Technologies Inc.
In-depth engagements to
uncover tacit knowledge
and experience
Robust and selected
knowledge community
Synthesis of knowledge using Persona Models
dd/mm/yy – RG/vs
Key Principles for Customer Insight
Copyright © 2008 Inovo Technologies Inc.
PREDICTIVE TESTING OF SOLUTIONS
Creating solutions using knowledge of the customer and predicting
their adoption dynamics
Strategic
Domains
Bu
sin
ess S
trate
gy
Ne
w B
us
ine
ss
Offe
ring
s
Business
Hypothesis
Copyright © 2008 Inovo Technologies Inc.
Insight into Demand Creation
New
Solution
Concepts
Existing
Reference
Alternatives
Personas
Adoption
Dynamics $
Time
Software
Persona Model
Capture the Mind
of the Customer™
Predict Adoption &
Demand Creation
Customer insight
A portfolio of
new options
Examples of
adoption
Business potential
Copyright © 2008 Inovo Technologies Inc.
Predictive Testing of Solutions
CommunityBuilding Engagement ModelingAuction
PersonasTypes of Adopters
IdeasSatisfying Needs
Community MembersSource of knowledge & experience
Modeled ConceptsAdoption Dynamics Solution
ConceptsTop Few
• 200+ Community members
• 100+ Engagements
• 30 distinct personas
• 4 Ideation sessions
• 350+ ideas created
• 24 concepts modeled
• 11 identified as best
Copyright © 2008 Inovo Technologies Inc.
Case - Operating Room Experience
$0
$500
$1,000
$1,500
$2,000
$2,500
SurgiStar UR Here ZipFix 2000
Iron Curtain
Duh! Pampered Patient
$000
Auctioned Value
Technology
Process technology – the surgical
procedure from admittance to recuperation
Service technology – the effects of the
actions of all the various participants,
nurses, doctors, administrators, equipment
Product technology – the effects of all the
various machines, devices, equipment etc.
Community
The entire surgical ecosystem from
the patient and the surgeon all the
way to the administrator and regulator
Solution
New patient experiences resulting
from a combination of new process,
service and product concepts
Copyright © 2008 Inovo Technologies Inc.
Anchoring with reference
solutions to get plausible
approximations
Solution concepts based
on customer insight
Predictive modeling of adoption
dd/mm/yy – RG/vs
Key Principles for Solutions
Copyright © 2008 Inovo Technologies Inc.
Questions?
22
Strategic
Domains
Bu
sin
es
s S
tra
teg
y
Ne
w B
us
ine
ss
Offe
ring
s
Business
Hypothesis
Copyright © 2008 Inovo Technologies Inc.
MAKING IT HAPPEN
Copyright © 2008 Inovo Technologies Inc.
Becoming an Innovative Enterprise
Process to
Manage
Innovation
Pro-Innovation
leadership
Copyright © 2008 Inovo Technologies Inc.
The Innovation Space
Scope of Change
Product and
Operational
Excellence
Product
Reinvention
Operational
Reinvention
New Business
Creation and
Transformation
TransformationalIncremental
Expansion
Operation
Be
st
Pra
cti
ce
sC
orp
ora
te F
oc
us
Gro
wth
Copyright © 2008 Inovo Technologies Inc. 26
Innovation Dynamics
CommercializationDevelopment
Fail
ROI
Blockbuster
Discovery
CompressTime
IncreaseYield
IncreaseAdoption
SpeedAdoption
Copyright © 2008 Inovo Technologies Inc.
Effect of an Innovation ProcessAssumptions Baseline Factor Accelerated
Rate of idea generation (# per month) 0.75 10% 0.825
% of ideas that make it to NPD 10% 10% 11.0%
% of NPD projects that make it through pipeline 90% 0% 90.0%
% of commercial products that
Fail to meet ROI goals 75% 10% 67.5%
Meet ROI Goals 15% 10% 21.5%
Greatly exceed ROI goals 10% 10% 11.0%
Time in NPD (months) 12 10% 10.8
Time to midpoint on adoption curve (months) 24 10% 21.6
Cost to develop ($M) 1 0% 1
ROI Goal - Revenue at adoption midpoint ($M) 5 10% 5.5
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
200.0
Y1 Y2 Y3 Y4 Y5
Total Revenue - With Process
Total Revenue - No Process
Copyright © 2008 Inovo Technologies Inc.
Are You Distinguishing between opportunities and
solutions?
Because understanding needs and desires informs how
to meet them.
Creating literally hundreds of new opportunity
ideas in 2-3 months?
Because volume counts. It lets you cover the domain to
find the best.
Using Personas to understand future customers?
Because understanding motivation reveals deeper
insights than behavior.
Copyright © 2008 Inovo Technologies Inc.
Are You Predicatively testing new concepts with your
future customers?
Because early insight into adoption leads to better
decision making.
Using the „wisdom of crowds‟ to help with decision
making?
Because having multiple perspectives improves the
quality of the decision.
Actively building a knowledge community to learn
about the future?
Because it‟s what‟s inside the minds of people that
counts the most.
Copyright © 2008 Inovo Technologies Inc.
The next steps
How are you, as an individual, going to
increase your innovation knowledge and
skills?
How are you, as a leader, going to create a
culture and a climate of innovation?
How are you, as an implementer, going to
take the next steps in improving your
organization‟s innovation results?
Be bold, Be specific, Be committed
Copyright © 2008 Inovo Technologies Inc.