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INNOVAZIONE E
SVILUPPO DEL PRODOTTO
Docente I.Tagliavini
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a.a. 2017 / 2018
TUTORING
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TUTORING QUANDO ORARIO DOVE
SESSION 1 28 MARZO 9-12 MRDCOMPANY
SESSION 2 4 APRILE 9-12 MRDCOMPANY
SESSION 3 11 APRILE 9-12 LIUC
SESSION 4 18 APRILE 9-12 MRDCOMPANY
• In MRD: su prenotazione per singolo Gruppo
• LIUC: sessione libera
OVERVIEW DEL MODULO 1
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Episode 1: “Il mercato, questo sconosciuto” ▪ Il concetto di Innovazione
▪ La comprensione del mercato
▪ L’analisi dei Customer Needs
• Case Studies
• Experimenting
Episode 2: “Hyperconnected Society”▪ Il processo di new product development (NPD)
▪ Come è cambiato il processo nell’era digitale
▪ L’impatto dell’IoT sul NPD
• Case Studies
• Experimenting
Episode 3: “Tempeste di cervelli”▪ Idea Generation: il fuzzy front end
▪ Il concetto di brainstorming
• Case Studies
• Experimenting
Episode 4: “Proof of Concept”▪ La prototipazione
▪ Agile development
▪ Lean Startup methodology
• Case Studies
• Experimenting
EPISODE 4: «PROOF OF CONCEPT»
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La prototipazione• L’importanza della prototipazione
• Il Proof of Concept
• La stampa 3D nel contesto digitale
• L’importanza del Design
Agile development
Lean Startup methodology• Minimum Viable product
• Business model innovation
Business model canvas
Case Study• Agile hardware development: il caso Wikispeed
• Il proof of Concept Technogym
LA PROTOTIPAZIONE
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Il Proof of Concept
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Per Proof of Concept (PoC), si intende un'incompleta realizzazione o abbozzo
di un certo progetto o metodo, con lo scopo di dimostrarne la fattibilità o la
fondatezza di alcuni principi o concetti costituenti.
Wikipedia
Il Proof of Concept
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In the business world, POC is how startups demonstrate that a product is
technically & financially viable.
Providing a high-quality proof of concept to a potential investor gives them
something tangible, something they can touch, and can add an extra layer of
confidence in your ability to deliver and be a successful business partner.
It includes examination of the revenue model, in which companies show
projected revenue from products and services, and indicate development cost.
Technopedia
La differenza tra una SW e una HW Startup
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SOFTWARE STARTUP
• Software design & development
• SW validation and bug fixing
• UI design
• Product Launch
HARDWARE STARTUP
• Software design & development
• SW validation and bug fixing
• UI Design
• Hardware Development
• Physical Product Design
• Industrialization
• Certification
• Pre-series
• Product Launch
• Manufacturing scale-up
LOW RISK & LOW CAPITAL HIGH RISK & CAPITAL INTENSIVE
Case Study Technogym
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The 3D Printing Era
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✓ Makers revolution
✓ 3D printing Services
✓ Industrial Applications
The 3D Printing Era
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Una stampante 3d lavora su un principio “additivo” (modellazione a deposizione fusa), rilasciando
il materiale su strati.
Il filamento di PLA è srotolato da una spirale ed estruso da un ugello. L’ugello è riscaldato per poter
sciogliere il materiale e può essere spostato sia in direzione orizzontale che verticale da un
meccanismo di controllo numerico, controllato direttamente da un software.
Makers: gli Artigiani Digitali
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3D Printing Services
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How 3D printing is impacting the business
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1. True Rapid Prototyping. 3D printing has been used for nearly 20 years for new
product design. Often referred to as rapid prototyping, this process has typically been
anything but rapid. But recent breakthroughs in technology and automation are
dramatically collapsing design cycles. Products are getting to market faster, and
companies are saving significant time and money.
Source: Rick Smith, Forbes
2. Rapid Design Iteration (A/B testing of physical products). 3D printing has moved
beyond prototyping into first-run production, allowing for true market testing and rapid
design iteration. The result of advances in 3D printing production will be an eventual
blurring of the lines between prototype and product. The sort of A/B testing that is
constantly done in the digital world is now possible in the physical world.
3. Low volume production. With 3D printing, there are no set-up costs whatsoever.
Today, for production runs of less than 1,000 items, most companies will consider 3D
production as a cost effective alternative.
How 3D printing is impacting the business
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6. The Long Tail of Parts. 3D printing fundamentally changes how companies view the
end of a product’s life. But with 3D production, you now have “the long tail of parts.” Hold
on to the digital design files, and you can print any part for as long as it is needed. Older
but still-useful products don’t become waste
Source: Rick Smith, Forbes
4. Mass Customization. large quantities of an item are produced, each one customized.
Invisalign has built a multi-million dollar business producing teeth alignment devices using
3D printing to completely customize every single device. With customization comes
premium pricing.
5. Virtual Inventory. Manufacturing companies making a new product typically also
manufacture a multi-year supply of spare parts. But holding inventory is very expensive.
With 3D printing production, you make what you need, when and where you need it.
Virtual inventory improves the efficiency of every business that uses anything
manufactured.
How 3D printing is impacting the business
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7. Product Innovation Renaissance. 3D printing’s lower entry barriers and ability to
enable radically more complex and useful objects are initiating a new era of product
innovation.
GE is using 3D metal printers to produce its fully redesigned new fuel injection system for
jet engines, reducing components from 21 parts to 1 and incorporating geometries that are
simply impossible to create using any other manufacturing method, resulting in astonishing
increases in efficiency.
Source: Rick Smith, Forbes
AGILE DEVELOPMENT METHODOLOGY
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Agile Development
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Nell'ingegneria del software, l'espressione metodologia agile (o sviluppo agile del software,
in inglese agile software development, abbreviato in ASD) si riferisce a un insieme di
metodi di sviluppo del software emersi a partire dai primi anni 2000 e fondati su un insieme
di principi comuni, direttamente o indirettamente derivati dai princìpi del "Manifesto per lo
sviluppo agile del software«.
I metodi agili si contrappongono al modello a cascata e altri processi software tradizionali,
proponendo un approccio meno strutturato e focalizzato sull'obiettivo di consegnare al
cliente, in tempi brevi e frequentemente (early delivery/frequent delivery), software
funzionante e di qualità.
Wikipedia
Modello di sviluppo tradizionale vs Agile
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Gli svantaggi dell’approccio tradizionale
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The waterfall approach has three significant drawbacks:
1. It assumes that requirements don’t change. Customer requirements are frozen at the
beginning of the project. The assumption that requirements won’t change is, of course, almost
never correct. New technologies, discoveries, and market fluctuations are bound to introduce
changes.
2. It goes too long without customer feedback. Here, most of the customer interaction is
front-loaded, when the team is capturing requirements. Once the product-specification
document is completed (and frozen), the team gets to work. But customers rarely know exactly
what they want at the beginning of a project…..
3. It requires too much thinking without building. A waterfall-driven design is pretty much
locked when the project moves from Design into Make. This is problematic because the team
will probably learn things during Make that may impact the design, and the customer hasn’t
seen anything “real” before the design is locked. And changes on a locked design are difficult
and costly to make.
Metodologia Agile: «Sprint» Iterations
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I vantaggi dell’approccio Agile
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1. Sprint iterations. force teams to go through Design-Make-Use cycles earlier, faster, and for
smaller slices of the design. Shorten the time between “thinking” and “building”; and provide
opportunities to revise requirements based on learnings from each sprint.
2. No static product-specification documents. requirements should be valuable, actionable,
sized to be deliverable in one sprint, negotiable, and testable. They should also capture the
who, what, and why. (resulting in verifiable use cases).
3. Collaborative teams. Agile fundamentally redefines the structure and roles of the product-
development team. Instead of teams organized by departments (design, analysis, production,
and so on), Agile advocates for small teams that are cross-functional, self-organizing, self-
managing, and collaborative. A team assumes the responsibility to complete a “sprint”.
4. Smaller deliverables throughout the process. Opponents of using Agile hardware
development argue that, unlike software, it is not economically and practically feasible to build
something for release at the end of every sprint. This misses the point: Physical deliverables
are not the only way to make incremental progress. Computer simulations, virtual-reality
demonstrations, digital twins, and conceptual prototypes are all valuable deliverables.
Traditional vs Agile
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Why Agile Engineering
is the Future of
Product Design
March 7, 2016,
FormLabs
Case Study Wikispeed
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https://www.youtube.com/watch?v=x8jdx-lf2Dw&t=358s
LEAN STARTUP METHODOLOGY
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Lean Startup Methodology
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“Startup success can be engineered by
following the process, which means it
can be learned, which means it can be
taught.”
- Eric Ries
Lean Startup Methodology
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Il Lean Startup è un approccio radicale per il lancio di idee e attività innovative - siano
imprese esordienti o progetti nuovi all'interno di grandi imprese consolidate - che aiuta ad
individuare un percorso verso un business sostenibile, riducendo drasticamente tempi e
costi, e, di conseguenza, la possibilità di fallire.
La metodologia elaborata nel 2008 dal giovane imprenditore Eric Ries, propone un
processo di ideazione-verifica-modifica continuo, con massiccio uso del web, volto ad
adattare passo dopo passo il prodotto alle necessità dei clienti, tenendo sotto controllo i
costi.
L'imprenditore, per elaborare la metodologia, ha preso spunto dalle società operanti nel
settore delle alte tecnologie nella Silicon Valley, una filosofia che si è da allora allargata fino
ad essere applicata ad individui, gruppi, o società che stanno cercando il modo di introdurre
sul mercato, nuovi prodotti o servizi.
Wikipedia
Lean Startup Methodology
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Minimum Viable Product
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Si tratta di una versione iniziale del prodotto costruita in modo tale da ricomprendere il set
minimo di caratteristiche indispensabili al team per capire cosa desiderano i clienti.
Il Minimum Viable Product consente di ottenere il maggior numero possibile di
informazioni con il minimo sforzo in termini di capitale, di tempo e di energie: grazie ad
esso, la startup evita di mettere sul mercato un prodotto che nessuno vuole comprare.
Titolo
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HBR Video
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https://www.youtube.com/watch?v=s7WRUyJPYxk
Innovation: Looking for a Business Model
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One of the critical differences is that while existing companies execute a business model,
start-ups look for one.
This distinction is at the heart of the lean start-up approach. It shapes the lean definition of a
start-up: a temporary organization designed to search for a repeatable and scalable
business model.
Innovation: Looking for a Business Model
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Nespresso Business Model canvas
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https://www.youtube.com/watch?v=dhQh-tryXOg
