Category Archives: Strategy

Fingerprints of mCommerce Success on iPhone 5S?

Fingerprints of mCommerce Success on iPhone 5SLast August I wrote about Apple’s pending acquisition of Authentec, a biometric authentication company (which has since closed). At the time Apple was in a real hurry to complete the acquisition and it made me wonder whether Authentec’s fingerprint authentication technology would make it into the home button of the iPhone 5 and eventually into the iPad and the iPad Mini. It didn’t.

But today, as part of the new iPhone 5S, Apple has finally integrated this biometric technology into their flagship mobile phone.

Why does this tiny little sensor represent such a potential sea change for the mobile industry?

Let’s look at all of the ways that this technology addition makes the iPhone more valuable than other phones.

1. Security and Personalization

By integrating the Authentec technology into the iPhone 5S home button, and eventually the iPad and the iPad Mini, Apple can not only create a handy way (no pun intended) to eliminate the need for remembering passwords, but also enable people to make their devices easily personalized for MULTIPLE users of the same device.

But if Apple takes advantage of all the purported abilities of the Authentec technology, the new iPhone 5S may also have the ability to recognize multiple fingers from a single individual, allowing for the home button to potentially achieve multiple functions – like the multiple button mouse.

In practical terms, this means for example that if your five-year-old gets a hold of your iPhone 5S, or you let them have it to keep them occupied in a restaurant, the iPhone 5S could potentially keep them from making phone calls, opening your work emails, etc. or just limit them just to accessing the Apps you grant them access to. But there is also no reason why apps like Netflix could also become personalized based on whose finger was used.

And maybe finally Apple will finally introduce some parental controls on the iPad. It’s maddening as a parent that my only choice on our iPad is to either give my daughter full access to Safari, or no access to Safari and that I have to go in and re-enable Safari when I want to use it. What decade is this? Hopefully iOS 7 will fix this.

2. iTunes and App Store Authentication

For Apple, there are also legal and financial benefits from adding fingerprint authentication, as it will help to prevent (or at least reduce) unauthorized iTunes purchases made by account hackers or children playing with their parent’s iPhone 5S (or upcoming iPad 5). Fingerprint authentication in iPhone 5S and iPad 5 may also encourage people to begin utilizing Apple’s Passport.

3. Universal mCommerce Authentication v1.0

It is embarrassing that the United States is so far behind the rest of the world when it comes to mCommerce. Mostly this has been because the financial services companies (Citibank, Bank of America, Chase, Wells Fargo, American Express, Mastercard, Visa, Verisign, etc.) and mobile phone carriers (Verizon, AT&T, Sprint, T-Mobile, etc.) have been fighting to control mCommerce in the United States to the detriment of United States citizens and consumers and mobile innovation. Shame on you!

The new iPhone 5S might help to reignite mobile innovation and mCommerce activity in the United Sates. And given that Apple makes most of their money selling hardware and are facing a market share challenge from Android and Windows 8 devices, it is in Apple’s best interest to open up a fingerprint sensor API in iOS 7 for third party app developers to utilize. This would maximize the potential differentiation and hardware sales, and the incremental device lock-in offered by this new capability.

But there are also increased revenue opportunities for Apple, as integrated fingerprint authentication is likely to lead to an increase in impulse iTunes and App Store purchases. Why will a fingerprint sensor likely lead to an increase in music and app purchases for Apple? Simple, it will make it easier and faster for people to buy things from iTunes or the App Store, and give consumers less time to change their mind after they get the urge to buy something.

One thing I didn’t see mentioned in Apple’s iPhone 5S announcement was the inclusion of any kind of Near Field Communication (NFC) capability in this latest flagship model. So v1.0 of Apple’s universal mCommerce authentication capabilities may only include authentication of eCommerce purchases made via mobile web sites or mobile apps. Without NFC I’m not sure exactly how authenticated purchases in the physical world would be made, short of a scanner reading a post-authentication-generated QR Code or something like that. Of course there is a way (or several) and mobile innovators surely will find them until NFC is incorporated into future iPhones and iPads.


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4. Universal mCommerce Authentication v2.0

Once NFC capabilities are added to the iPhone, then people like Square, but also traditional banks, and even Google could add iPhone 5S fingerprint authentication to apps for mCommerce for users to download and install on their phone. This represents a HUGE opportunity for Square and a challenge obviously for the established players. It will be interesting to see whether Apple will be the first to integrate fingerprint authentication together with NFC or whether Samsung or someone else will beat them to it, or even whether it might be able to be added via a 3rd party case or backing for the phone. What do you think?

Wrapup

The initial iPhone turned your finger into a more useful tool for the digital world. The new iPhone 5S turns your finger into a key, and how many locks it will help you open remains to be seen. Let’s hope that in the same way that the iPhone broke the stranglehold that the mobile carriers had on application innovation on the handset, the new iPhone 5S will create a new wave of mobile innovation in the mCommerce space.

Let’s hope that Apple’s new iPhone 5S gives new meaning to the phrase ‘Digital Innovation’.

Okay this time the pun is intended, and hopefully it will help some of you think of new possibilities for digit-driven computing.

Keep innovating!

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Las Ocho I’s de la Innovación Infinita

Las Ocho I’s de la Innovación Infinita

Gracias Vanessa López De la O para su traducción!

Algunos autores argumentan que la innovación exitosa es la suma de la idea más la ejecución; otros hablan más de la importancia de la intuición (insight) y su papel en impulsar la creación de ideas que será sustantiva para los consumidores; y unos cuantos se refieren al papel que la inspiración desempeña en desatar la intuición potencial. Mas la innovación está totalmente vinculada con el valor y cada una de las definiciones, marcos y modelos que existen, sólo cuentan una parte de la historia de la innovación exitosa.

Para alcanzar un éxito sostenible en la innovación, debes trabajar para incorporar un proceso y un modo de pensar reiterativos al interior de tu organización; y es por ello que es importante tener un lenguaje común y marco guía sencillos para la innovación infinita, que todos los empleados puedan comprender fácilmente. Si la innovación se vuelve muy compleja o parece muy difícil, entonces la gente ya no la buscará o no la apoyará.

Algunas organizaciones buscan alcanzar esta simplicidad, o hacer que la búsqueda de la innovación parezca más alcanzable, considerando a la innovación como una actividad impulsada con base en proyectos. Sin embargo, un enfoque por proyecto a la innovación no le permitirá jamás convertirse en un modo de vida en tu organización. En lugar de ello, debes trabajar para posicionar a la innovación como algo infinito, como un pilar de la organización; algo con su propia búsqueda de la excelencia – una práctica profesional con la cual se está comprometido.

Así pues, si tomamos bastantes de las buenas prácticas de excelencia en la innovación y las mezclamos con algunos pocos nuevos ingredientes, el resultado es un sencillo marco que las organizaciones pueden utilizar para guiar su búsqueda sostenible de innovación – las Ocho I’s de la Innovación Infinita. Este nuevo marco ancla lo que es un proceso muy colaborativo. Aquí está el marco y algunos de los muchos puntos que las organizaciones deben considerar durante cada etapa del proceso continuo:

1. Inspiración

  • Los empleados están navegando constantemente un mundo siempre cambiante, tanto en su contexto nacional, como en el que se encuentran si viajan por el mundo de negocios o placer, o incluso a través de varias páginas web en el navegador de su PC, tableta o teléfono inteligente.
  • A medida que se mueven por el mundo, ¿qué es lo que ven que los inspire y posiblemente también a los esfuerzos de innovación de la empresa?
  • ¿Qué perciben que la tecnología haga posible pronto, que no era posible antes?
  • La primera vez buscamos inspiración en torno a qué hacer; la segunda, buscamos inspirarnos acerca de cómo hacerlo.
  • En las ideas que fueron seleccionadas, ¿qué inspiración encontramos para su implementación, iluminación y/o instalación?

2. Investigación

  • ¿Qué podemos aprender de los diversos elementos de inspiración que los empleados generan?
  • ¿Cómo se reúnen y conectan los elementos aislados de inspiración? O ¿lo hacen?
  • ¿Qué percepciones intuitivas de los clientes se encuentran ocultas en estos elementos de inspiración?
  • ¿Qué tareas-por-hacer son las menos atendidas y en las que vale la pena profundizar?
  • ¿Qué necesidades no satisfechas de los clientes que identificamos vale la pena intentar resolver?
  • ¿Cuáles son las oportunidades más prometedoras, y cuáles podrían ser las más rentables?

3. Ideación

  • No queremos sólo generar montones de ideas, queremos generar montones de buenas ideas.
  • Las intuiciones y la inspiración de las primeras dos etapas incrementan la relevancia y la profundidad de las ideas.
  • Debemos de proveer a la gente de algún medio para compartir sus ideas, de una manera en que se sientan seguros.
  • ¿Cómo podemos integrar de la mejor manera posible los métodos de ideación, existentes tanto dentro como fuera de las comunicaciones virtuales (Internet)?
  • ¿Qué tan bien hemos comunicado los tipos de innovación que buscamos?
  • ¿Hemos capacitado a nuestros empleados en una diversidad de métodos creativos?

4. Iteración

  • Ninguna idea surge completamente formada, por lo que debemos darle a la gente una herramienta que les permita contribuir ideas de manera que los demás puedan basarse en ellas; y contribuir a descubrir las potenciales fallas fatales de las ideas, a fin de que puedan ser superadas.
  • Debemos hacer prototipos de las ideas y realizar experimentos para validar suposiciones, así como probar obstáculos potenciales o incertidumbres para obtener aprendizajes que podamos utilizar para fortalecer cada idea y su respectivo prototipo.
  • A medida que realizamos cada experimento, ¿estamos instrumentando para el aprendizaje?

Las Ocho I's de la Innovación Infinita

5. Identificación

  • ¿De qué maneras dificultamos a los clientes desatar el valor potencial de esta solución potencialmente innovadora?
  • ¿Cuáles son las mayores barreras potenciales para la adopción?
  • ¿Qué cambios necesitamos hacer desde una perspectiva financiera, mercadológica, de diseño o de ventas, para facilitar a los clientes el acceso al valor de esta nueva solución?
  • ¿En relación a qué ideas estamos mejor posicionados para desarrollar y llevar al mercado?
  • ¿De qué recursos carecemos para llevar a cabo la promesa de cada idea?
  • Con base en todos los experimentos, datos y mercados, ¿qué ideas deberíamos seleccionar?

Como podrás apreciar en el marco, antes de proceder a la implementación, las cosas vuelven al circuito a través de la inspiración nuevamente. Hay dos razones principales de por qué ocurre esto. La primera consiste en que si los empleados no están inspirados por las ideas que has elegido comercializar y/o por algunas de las cuestiones potenciales de implementación que has identificado, entonces o has elegido las ideas equivocadas o tienes a los empleados equivocados. La segunda razón es que en esta intersección podrías volver en el circuito a través de las primeras cinco etapas con una visión previsora de la implementación (antes de comenzar a implementar de hecho tus ideas), O podrías desatar mucha inspiración y aportes de una audiencia interna más amplia, para llevarlos a la fase de implementación.

6. Implementación

  • ¿Cuáles son los medios más efectivos y eficientes para hacer, comercializar y vender esta nueva solución?
  • ¿Qué tanto nos llevará desarrollar la solución?
  • ¿Tenemos acceso a los recursos que necesitaremos para producir la solución?
  • ¿Estamos fuertes en los canales de distribución que son más adecuados para concretar esta solución?

7. Iluminación

  • Para los clientes potenciales, ¿es obvia la necesidad de la solución?
  • ¿Estamos lanzando una nueva solución a una categoría existente de producto/servicio, o estamos creando una nueva categoría?
  • Esta nueva solución, ¿encaja dentro de nuestro paraguas de marca existente y representa algo que los clientes potenciales confiarían en nosotros al vendérsela?
  • ¿Qué tanta interpretación de valor necesitamos hacer para ayudar a entender a los clientes potenciales, cómo esta nueva solución encaja en sus vidas y debe tenerse?
  • ¿Necesitamos meramente explicar esta innovación potencial a los clientes porque se ancla a algo que ya entienden, o necesitamos educarlos en el valor que aportará a sus vidas?

8. Instalación

  • ¿Cómo hacemos de la mejor manera que esta nueva solución se convierta en una parte aceptada de la vida diaria de un gran número de personas?
  • ¿Cómo eliminamos las trabas de acceso para facilitarle lo más posible a la gente adoptar esta nueva solución, y que incluso la difundan entre sus amistades?
  • ¿Cómo instrumentamos para aprender durante el proceso de instalación, y así retroalimentar nuevas lecciones dadas por los clientes de vuelta al proceso para incorporar actualizaciones potenciales a la solución?

Conclusión

El marco de las Ocho I’s de la Innovación Infinita está diseñado para ser un proceso continuo de aprendizaje, uno sin fin, dado que los resultados de un ciclo se vuelven los aportes para el siguiente. Es asimismo, un marco guía relativamente nuevo para ser utilizado por las organizaciones, por lo cual si tienes ideas de cómo hacerlo aún mejor, por favor házmelas saber en los comentarios. El marco también es ideal para empoderar a una ola de nuevas transformaciones organizacionales por venir, conforme un número creciente de organizaciones (incluyendo Hallmark) comienzan a dejar una estructura organizacional centrada en el producto, por una centrada en las necesidades del cliente. El poder de este nuevo enfoque reside en que concentra a la organización en llevar a cabo las soluciones que los clientes requieren, a medida que sus necesidades continúan cambiando, en lugar de enfocarse tan solo en cómo hacer mejor un producto en particular (o un conjunto de productos).

En resumen, a medida que dejas el enfoque por proyecto que está evitando que la innovación se vuelva un modo de vida en tu organización, considera utilizar las Ocho I’s de la Innovación Infinita para influir en la mentalidad de tu organización y para anclar su lenguaje común de la innovación. El marco es estupendo para guiar conversaciones, hacer más fuertes tus resultados de la innovación, y contribuirá a tu búsqueda de la excelencia en la innovación –así que pruébalo.

Derechos Reservados 2013 – Braden Kelley

Traducción: Vanessa López De la O.

Vanessa Lopez-De la OVanessa López De la O es Co-Fundadora de Ecology of Innovation. Una experta en Desarrollo Internacional, también es la Embajadora de México en la Red Global por un Futuro Floreciente y Sostenible.

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Renting ‘Stoking Your Innovation Bonfire’

I noticed something new on the Amazon page for my book Stoking Your Innovation Bonfire today when I popped onto their web site.

What was it?

Amazon has introduced a rental option for textbooks.

It makes sense that my book is part of the program because Stoking Your Innovation Bonfire is being used as a text book as part of innovation courses at Creighton and other fine institutions.

Professors can get evaluation copies here from my publisher John Wiley & Sons.

Here is a screenshot:

Rent 'Stoking Your Innovation Bonfire'

BUT, one thing that doesn’t make sense is that the rental price of $22.22 is only slightly less than the discounted sale price of $22.53 that Amazon charges for a new copy of my book. Which is a pretty good discount off the retail price of $34.95.

Stoking Your Innovation Bonfire makes a great bulk book buy for organizations seeking to establish a common language of innovation or to identify and remove one or more barriers to innovation they might be struggling against.

I believe in the content so much that I’ve made a downloadable free sample chapter available for everyone.

If you are in the United States and interested in making a bulk purchase of this five-star book, please contact Hooks Book Events – an independent minority women-owned business in Washington D.C.

If you are outside the United States, you might want to check out 800-CEO-Read or you can get FREE shipping to 90 countries is available from Book Depository.

And what better way to get the most value out of a bulk purchase of my book than to invite me to come deliver an innovation keynote or workshop? 🙂


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Philadelphia – Food Fail

Kraft Philadelphia - Food FailIn a continuing series of articles exposing the gradual degradation of our food supply, I’d like to highlight what used to be called Philadelphia Cream Cheese, but now you will notice that the logo has dropped the cream cheese phrase from the logo.

Why is that you might ask?

Kraft Philadelphia - Food FailWell, Kraft might say because they are trying to extend the brand into new areas, but I would also say that, hopefully, legally now (or soon) they can no longer call it cream cheese because really it is no longer cream cheese, but is now instead is a cream cheese spread.

Cream cheese is technically cultured milk (you can use yogurt) that has been strained of its whey and you can even make it at home using whole milk yogurt.

If you look at the ingredients of most cream cheeses, or sour creams, or chocolate milk and possibly even some yogurts, you will notice that one of the ingredients will be carageenan or some kind of tree gum like xantham gum or locust bean gum. Some of these products even though they are no longer the food you might think they are, you will find might even be labeled “All Natural.”

You will notice that if you get a bagel and cream cheese at Starbucks that the packet they give you is labeled “cream cheese spread”.

At least Starbucks is honest about it that they are not really giving you real cream cheese, but you will notice again the presence of a qualifier word – “spread” – just like honey sauce from KFC.

And if you have any doubts in your mind whether cream cheese can or sour cream be made without these tree gums, check out the products from the Springfield Creamery sold under the Nancy’s brand on the west coast:

Nancy’s All Natural Sour Cream
Nancy’s All Natural Cream Cheese

So, Kraft and Starbucks and others are unfortunately responsible for providing another terrible example of cost cutting gone mad, degrading our food supply again as a result.

What is your favorite food fail story?

Stay tuned for more high profile food fails…


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Kentucky ‘Fraud’ Chicken – Food Fail

Kentucky Fraud Chicken - Food FailCost Cutting Gone Mad

Every time I turn around, food continues to get less and less real.

Imagine my surprise when in a fit of weakness I turned up at my local KFC (yes, the word chicken is no longer in the name) and they simultaneously handed me honey sauce that is only 7% honey and told me that they were going to soon be offering chickens without bones as an option.

How can a chicken walk around without bones? 😉

Needless to say, that was my last visit to KFC unless I get stranded in an airport somewhere with no other option.

Is the unending quest for corporate profits in the food industry and our own quest for convenience killing us?

I’ll let you draw your own conclusions, but there is no doubt that chain restaurant food is getting less and less real and this is just the latest example of a company crossing the line of decency (in my opinion) in pursuit of profits.

What is your favorite food fail story?

NOTE: While not technically fraud, I bet that if you surveyed 100 people after they consumed honey sauce, that probably 80% of the people would tell you that they just ate honey, not corn syrup with a taste of honey. For what it’s worth.

Stay tuned for more high profile food fails…

P.S. Thanks to Glenn for turning me on to some Far Side humor to the boneless chicken issue.

Boneless Chicken Ranch

Image credit: Gary Larson, Just-Ask-Jill.com


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Showrooming vs. Retail Warehousing

Showrooming vs. Retail WarehousingOld School vs. Old School

As the saying goes, ‘what’s old is new again’. Only this time robots and hand-held computers (aka smartphones) are involved.

I was having a conversation recently with a colleague about the retail industry and I made the point that all retail stores are warehouses, only some are prettier than others.

Walk into the average Macy’s or other department store and you’ll see piles of inventory out on display in the store, of every size (from small to XXXL) and variety (white, black, brown, etc.) with even more in the back. Retail WarehousingAll of this inventory has been tagged for individual sale and is there every day, just in case the person who wants that size, color, style, whatever, walks into the store ready to take it home today.

Contrast this with Argos in the UK or the now-defunct Best and Service Merchandise in the United States whose business model was to have only certain items out on display in the retail store, with the rest of the inventory in the back ready to be picked (much like an eCommerce environment) once the product(s) were ordered.

Showrooming and Retail Warehousing HybridApple Stores are a hybrid between the two. Accessories are out on the floor boxed for individual sale, while iMac and iBook computers, iPad tablets, and iPod mp3 players are all out of the box and display in droves for customers to try out and hopefully purchase. Then if they do, the box appears from the warehouse in the back.

But there is a new wave of entrepreneurs trying to bring back the catalog retailing business model into the modern age. Version 1 was standard eCommerce where the catalog was available online instead of in the store and no physical retail stores had to be maintained, leading to a financial advantage for online retailers like Amazon. But eCommerce has a weakness, and that is in product categories need to know how something fits or feels or otherwise fits their style or life.

ShowroomingThis has led to the rise of what physical retailers rail against, the concept of showrooming. If you’re not familiar with what showrooming is, it is the pattern of behavior where potential customers come into a physical retail store, explore the product, try it on if necessary, and then leave the store and buy the product online from a competitor like Amazon.

Some entrepreneurs are beginning to recognize the collision of some of the mobile technologies that underlie the showrooming trend together with automated robotic picking technologies and the recognition of inefficiencies in the traditional retail warehousing model.

Hointer Founder

One example is a Seattle area entrepreneur who left Amazon to launch a business called Hointer that while they are talking about how they are revolutionizing the premium jean shopping experience for men, their real strategy is to use their store as a rapid prototyping and testing environment to develop a technology platform supporting the browsing, trying, and checkout process that they hope to sell to a number of different retailers all around the world. Their modernization of the catalog showroom business model is predicated on reducing the square footage and personnel required to operate a store, thus increasing (hopefully) the dollars per square foot ratio that most retailers use as their success metric. One side benefit of the approach is that salespeople will be able to spend less time folding clothes and more time helping customers. Imagine that.

Will this robotic retailing concept catch on with more than utilitarian shoppers?

Image Credits: Daily UW, Hointer


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Marketing Throwdown – Pull versus Push

Marketing Throwdown - Pull versus PushDescribing push marketing is easy (or at least it should be). Push marketing is the traditional marketing and advertising seen everywhere. Push marketing starts with the product or service, identifies the features or benefits that potential customers will find most compelling, and then utilizes targeting and segmentation to “push” carefully crafted marketing messages out via a variety of advertising, sales, and social media channels to the most likely potential customers.

But, stray into the pull marketing universe and prepare to be inundated by a plethora of widely divergent definitions. Some people would define pull marketing as similar to push, but instead of marketing to potential customers, potential decision makers or consumers (or even influencers) are targeted so that hopefully they will pull customers to the business. Still other people talk about technology push versus market pull in the context of determining which products get developed and sold (or should be developed and sold). Making it even more confusing, some people call the direct advertising to consumers of prescription medications like Viagra a pull marketing strategy. So just what is a pull marketing strategy then anyways? Who’s right?

I would argue that none of them are correct. While the communications produced might to talk to different groups of people than traditional marketing or in a slightly different way, they all are still, at their core, push marketing strategies. Pull marketing is something else entirely (and should be in order to maximize your investment in marketing). While push marketing focuses on the most likely potential customers, pull marketing should be focused on a totally different group of people – non-customers who are not yet ready to become customers at this time.

An effective pull marketing strategy begins with extensive research into what makes a person evolve from someone who is disinterested and unaware of a solution area, to seeing how it might fit into their personal or professional lives and make it better. This usually involves the creation of content that will raise awareness, interest, inspiration, and understanding of the whole solution area, and the need for it, not just the features and benefits of one company’s particular product or service. Pull marketing strategies are very uncomfortable for most marketers, and as a result most companies have no pull to balance their push.

So which is better push marketing or pull marketing?

Any organization that is interested in sustained revenue and profitability growth over time should invest in both, but most companies are seduced by the immediate payback of push marketing and pursue only push marketing strategies. Meanwhile, pull marketing helps grow new potential customers (or accelerates their purchase readiness timeline), so it is equally important in the long run. Smart companies, organizations that intend to succeed in the long run, need to invest in both push and pull marketing strategies in order to keep their sales pipeline full both for now AND for the future. And if your company is focused on innovation, then the more disruptive that you try to be, the more important that having a pull component to your marketing strategy will become. Push or pull? The answer lies in… the balance.


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New Thought Paper – Winning the War for Innovation

New Thought Paper - Winning the War for InnovationThere is a war for innovation brewing, and building a deep innovation capability is the only way to win it. The question is, will you lead the charge onto the innovation battlefield, or will you let your competitors bring the fight to you?

As an increasing number of industries become commoditized, innovation has become an important way to distinguish your company from the competition, and a necessary investment just to maintain your existing market position.

In this thought paper, I lead the charge against the status quo. I explore how your organization can stay relevant, grow, and thrive with an innovation framework that addresses four key areas: Leadership & Structure, Processes & Tools, People & Skills, and Culture & Values.

To download my new FREE thought paper on Winning the War for Innovation, please visit the link below.

Download a copy of Winning the War for Innovation

And grab a copy of my book designed to help you build a continuous innovation infrastructure!

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Eight I’s of Infinite Innovation – PDF Version

Eight I's of Infinite Innovation - PDF VersionIn the wake of my hugely popular article on Innovation Excellence I’ve decided to make it available as a PDF.

Download the Eight I’s of Infinite Innovation PDF now

Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there only tell part of the story of successful innovation.

To achieve sustainable success at innovation, you must work to embed a repeatable process and way of thinking within your organization, and this is why it is important to have a simple common language and guiding framework of infinite innovation that all employees can easily grasp. If innovation becomes too complex, or seems too difficult then people will stop pursuing it, or supporting it.

Some organizations try to achieve this simplicity, or to make the pursuit of innovation seem more attainable, by viewing innovation as a project-driven activity. But, a project approach to innovation will prevent it from ever becoming a way of life in your organization. Instead you must work to position innovation as something infinite, a pillar of the organization, something with its own quest for excellence – a professional practice to be committed to.

So, if we take a lot of the best practices of innovation excellence and mix them together with a few new ingredients, the result is a simple framework organizations can use to guide their sustainable pursuit of innovation – the Eight I’s of Infinite Innovation. This new framework anchors what is a very collaborative process. Here is the framework and some of the many points organizations must consider during each stage of the continuous process…

To continue reading, download the PDF

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Eight I’s of Infinite Innovation

Eight I's of Infinite Innovation

Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there only tell part of the story of successful innovation.

To achieve sustainable success at innovation, you must work to embed a repeatable process and way of thinking within your organization, and this is why it is important to have a simple common language and guiding framework of infinite innovation that all employees can easily grasp. If innovation becomes too complex, or seems too difficult then people will stop pursuing it, or supporting it.

Some organizations try to achieve this simplicity, or to make the pursuit of innovation seem more attainable, by viewing innovation as a project-driven activity. But, a project approach to innovation will prevent it from ever becoming a way of life in your organization. Instead you must work to position innovation as something infinite, a pillar of the organization, something with its own quest for excellence – a professional practice to be committed to.

So, if we take a lot of the best practices of innovation excellence and mix them together with a few new ingredients, the result is a simple framework organizations can use to guide their sustainable pursuit of innovation – the Eight I’s of Infinite Innovation. This new framework anchors what is a very collaborative process. Here is the framework and some of the many points organizations must consider during each stage of the continuous process:

1. Inspiration

  • Employees are constantly navigating an ever changing world both in their home context, and as they travel the world for business or pleasure, or even across various web pages in the browser of their PC, tablet, or smartphone.
  • What do they see as they move through the world that inspires them and possibly the innovation efforts of the company?
  • What do they see technology making possible soon that wasn’t possible before?
  • The first time through we are looking for inspiration around what to do, the second time through we are looking to be inspired around how to do it.
  • What inspiration do we find in the ideas that are selected for their implementation, illumination and/or installation?

2. Investigation

  • What can we learn from the various pieces of inspiration that employees come across?
  • How do the isolated elements of inspiration collect and connect? Or do they?
  • What customer insights are hidden in these pieces of inspiration?
  • What jobs-to-be-done are most underserved and are worth digging deeper on?
  • Which unmet customer needs that we see are worth trying to address?
  • Which are the most promising opportunities, and which might be the most profitable?

3. Ideation

  • We don’t want to just get lots of ideas, we want to get lots of good ideas
  • Insights and inspiration from first two stages increase relevance and depth of the ideas
  • We must give people a way of sharing their ideas in a way that feels safe for them
  • How can we best integrate online and offline ideation methods?
  • How well have we communicated the kinds of innovation we seek?
  • Have we trained our employees in a variety of creativity methods?

4. Iteration

  • No idea emerges fully formed, so we must give people a tool that allows them to contribute ideas in a way that others can build on them and help uncover the potential fatal flaws of ideas so that they can be overcome
  • We must prototype ideas and conduct experiments to validate assumptions and test potential stumbling blocks or unknowns to get learnings that we can use to make the idea and its prototype stronger
  • Are we instrumenting for learning as we conduct each experiment?

Eight I's of Infinite Innovation

5. Identification

  • In what ways do we make it difficult for customers to unlock the potential value from this potentially innovative solution?
  • What are the biggest potential barriers to adoption?
  • What changes do we need to make from a financing, marketing, design, or sales perspective to make it easier for customers to access the value of this new solution?
  • Which ideas are we best positioned to develop and bring to market?
  • What resources do we lack to realize the promise of each idea?
  • Based on all of the experiments, data, and markets, which ideas should we select?

You’ll see in the framework that things loop back through inspiration again before proceeding to implementation. There are two main reasons why. First, if employees aren’t inspired by the ideas that you’ve selected to commercialize and some of the potential implementation issues you’ve identified, then you either have selected the wrong ideas or you’ve got the wrong employees. Second, at this intersection you might want to loop back through the first five stages though an implementation lens before actually starting to implement your ideas OR you may unlock a lot of inspiration and input from a wider internal audience to bring into the implementation stage.

6. Implementation

  • What are the most effective and efficient ways to make, market, and sell this new solution?
  • How long will it take us to develop the solution?
  • Do we have access to the resources we will need to produce the solution?
  • Are we strong in the channels of distribution that are most suitable for delivering this solution?

7. Illumination

  • Is the need for the solution obvious to potential customers?
  • Are we launching a new solution into an existing product or service category or are we creating a new category?
  • Does this new solution fit under our existing brand umbrella and represent something that potential customers will trust us to sell to them?
  • How much value translation do we need to do for potential customers to help them understand how this new solution fits into their lives and is a must-have?
  • Do we need to merely explain this potential innovation to customers because it anchors to something that they already understand, or do we need to educate them on the value that it will add to their lives?

8. Installation

  • How do we best make this new solution an accepted part of everyday life for a large number of people?
  • How do we remove access barriers to make it easy as possible for people to adopt this new solution, and even tell their friends about it?
  • How do we instrument for learning during the installation process to feedback new customer learnings back into the process for potential updates to the solution?

Conclusion

The Eight I’s of Infinite Innovation framework is designed to be a continuous learning process, one without end as the outputs of one round become inputs for the next round. It’s also a relatively new guiding framework for organizations to use, so if you have thoughts on how to make it even better, please let me know in the comments. The framework is also ideally suited to power a wave of new organizational transformations that are coming as an increasing number of organizations (including Hallmark) begin to move from a product-centered organizational structure to a customer needs-centered organizational structure. The power of this new approach is that it focuses the organization on delivering the solutions that customers need as their needs continue to change, instead of focusing only on how to make a particular product (or set of products) better.

So, as you move from the project approach that is preventing innovation from ever becoming a way of life in your organization, consider using the Eight I’s of Infinite Innovation to influence your organization’s mindset and to anchor your common language of innovation. The framework is great for guiding conversations, making your innovation outputs that much stronger, and will contribute to your quest for innovation excellence – so give it a try.

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