userdriven innivation - listen to your customers
TRANSCRIPT
Listen to your customers
User-‐driven Innova.on
Pic: Isamizdat CC
Peter Møller Consultant, Keynote Speaker: LinkedIn: dk.linkedin.com/in/pmoller Twi4er: h4p://twi4er.com/tweete_pete
I fight: "We can not do that ..." ”This is how we always have done ..." ”This is how you do things in this industry ..." "There are too many doing this already ...”
Userdriven Innova.on
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduc?on of a new order of things…
-‐ Niccolo Machiavelli; ”The Prince”
Innova.on -‐ defined
Innova.on is to use crea.vity of employees and corporate
resources to make new things
happen ...
Innova.on -‐ defined
To go from a new idea – To a new, usefull solu3on!
Pic: ralphbijker
Innova.on -‐ where?
-‐ Where in the value-‐chain? What type of innova.on?
-‐ How big a ”leap”, what level of innova.on?
Innova.on -‐ type of innova.on
• Product • Process • Procedure
Innova.on -‐ type of innova.on
• Product
Product development – classic innova?on… The idea of a new product. Completely new products or small changes to exis?ng products…
Innova.on -‐ type of innova.on
• Process
Innova?ons in the produc?on process… Can we do things differently? Example: FedX buys Kinkos and is now sending documents digitally across the US, prints them -‐ and delivers. Saves a lot of transporta?on costs…
Innova.on -‐ type of innova.on
• Procedure
Innova?ons in the business model… Can we change the tradi?onal way we do commerce? Example: Itunes changed the way people consume, store and buy music… How about soWware that is financed through voluntary dona?ons…?
Innova.on -‐ level of innova.on
• Incremental • Dis.nc.ve • Breakthrough
Innova.on -‐ Incremental
Innova?on in small steps, one at the ?me… Small improvements to exis?ng products!
Innova.on -‐ Dis.nk.ve
Extend the possibili?es of an exis?ng plaYorm… ‘Horizontal’ innova?on.
Telephone Penicillin
Innova.on -‐ Breakthrough
The revolu?onizing, never seen before inven?ons…
Innova.on -‐ level of innova.on
Telefonen
The revolu?ons… Things that change our everyday life – might not always come as breakthrough innova?ons!
Innova.on -‐ one comment
There is NOT a type or level of innova.on that is “beNer” or more
innova.ve than others!
Breakthroughs are nice, but need luck! Small incremental innova?ons might oWen be the realis?c, helpful alterna?ve. Adding more colours than black might considerably expand our markets...
Innova.on -‐ is important!
Innova.on -‐ why?
Because it’s an important prerequisite for future growth!
…ask McKinsey &Co
Innova.on -‐ why?
• Expand market share
• Expand exis.ng markets • Create new markets • Gain access to other markets
• Increased profit • Reduce Costs • Develop, aNract and retain talent
Innova.on -‐ is important, but fails anyway!
60% -‐ of all product development is stopped early
40% -‐ of all new products, fail and are withdrawn from the market
75% -‐ of investments in innova.ons are lost
Clayton Christensen, The Innovators Solu.on
Innova.on -‐ is important, but fails anyway!
75% -‐ of all investments in innova3on
”down the drain” Clayton Christensen, The Innovators Solu.on
Innova.on -‐ Why does it go wrong?
• Not mee.ng customer needs
• Lack of technological skills and understanding • Ineffec.ve implementa.on • Poor .ming
• The culture does not support innova.on • Wrong mo.ves for innova.on
Innova.on -‐ Hvordan undgår vi det går galt?
“People don’t buy products they buy solu.ons to problems” THEODOR LEVITT, 1975
Innova.on How can we do beNer?
• Strategy – plan • Meet customer needs – ask • Understand the organiza.on, its competencies, capabili.ues and culture -‐ look
• Plan the implementa.on -‐ go
Understand the customer – and our selfs
Userdriven Innova.on Case: Emporia
Small producer of mobile phones.
Develops and sells phones that are ergonomically well thought out and are targeted towards older people
• Well defined strategy
• Insight and interest into the customer's needs • They master the technology • They have a good basis for implementa.on
How does Emperia meet the criteria for successful innova.on?
Userdriven Innova.on Case: Emporia
• One buNon per func.on • Few basic func.ons • Large numbers • Large display • Large buNons
The product:
Userdriven Innova.on Case: Emporia
• One buNon per func.on • Few basic func.ons • Large numbers • Large display • Large buNons
The product:
Consumer insight!
Userdriven Innova.on Case: Emporia
Communica.on addaptet to the segment…
Needs
Userdriven Innova.on Case: Emporia
Reverse innova.on…?
Userdriven Innova.on Case: Emporia
NO! Breakthrough to the target group!
Incremental and dis3nc3ve on the product side!
Userdriven Innova.on Case: Emporia
Let the market be the founda.on for understanding the full process of
innova.on -‐ From idea to finished product
Userdriven Innova.on The approach
Market-‐driven Innova.on …myths
• The customers don’t know what they want…
• The customers can’t express their needs…
• The customers have needs they don’t know…
… companys don’t know what the customers want either! So it can’t hurt to ask…!!
Implement
Market-‐driven Innova.on -‐ Road map
4. Rate the relevance of results for clients and iden3fy unmet needs
5. Brainstorm innova3ons that meets those needs
Plan
6. Select, deselect, priori3ze -‐ and set in progress
Market-‐driven Innova.on …last comment
There is NOT a place in an organiza.on which can not par.cipate to, or with innova.ons!
Therefore: Start to build a innova.ve culture through out Your en.re organiza.on!
Market-‐driven Innova.on …Usefull liNerature
Resources …thanks to: Google Clayton N. Christensen McKinsey & Co Flickr/Crea.ve Commons Emporia isamizdat
What I fight:
"We can not that ..." ”This is how we always have done ..." ”This is how you do things in this industry ..." "There are too many doing this already ...”
Theodor LeviN Apple Microsoj Machiavelli Tim Ralph Bijker