Idea StageGenerating a large number of creative ideas and validating until your left with your best ideas that are documented as a business case. product culture, technology and industry trends.pushing your products to their limits. creative ideas. Idea generation and screening are separated into completely different activities that require a different frame of mind. Idea screening is more of a pessimistic process of filtering ideas that are likely to fail until you are left with your best ideas.conceptual level. For example, pitching product ideas to lead users with a poster.
Business ExperimentsValidating your best ideas by developing experiments that will produce useful data.partial implementations to test ideas.Innovation management may track the number of failures in a period as a positive metric. For example, a firm that generates ten ideas and implements ten ideas might be unlikely to innovate as compared with a firm that tests thousands of ideas and implements ten. problem solving to fix failures. Innovation is associated with allowing things to fail. However, it is common to fix problems along the way, particularly for ideas that have high potential.
Business CaseDocumenting the value of your best ideas as a formal business case as a means of communication to support strategy and decision making.
Design & DevelopmentImplementing ideas in a lightweight and risk managed process that doesn't produce overly costly failures. customer needs, customer perceptions and the competitive environment.
Goals & ObjectivesDefining goals and objectives. This is often a backlog of things you'd like to achieve. creative vision and direction.charrette is an intensive group process of producing design work.Implementing work in small chunks that are quickly put in front of customers. This typically involves creating a backlog of work that is prioritized for each development cycle.minimum set of work that is required to operationalize a product.Identifying and managing risk. The more risk you take, the more important it is to manage it. As such, aggressive change and risk management aren't mutually opposed or inconsistent. culture where aggressive change is a norm and expectation. An innovation culture also requires a creative environment such that people bravely offer ideas as opposed to hiding in mediocrity.leadership of change.
Launch & OperationsThe process of launching, measuring and improving.marketing process of generating demand for a product or service. Innovation can be particularly difficult to sell if it requires customers to change their habits and methods.
PilotsLaunching on a limited basis to reduce risk and gain information for improvement.
LaunchThe commercial launch of innovations.moment of truth is a type of customer interaction that is a strong indicators of the success of a product or service. For example, when customers first throw a new bowling ball or first need to return an item to an ecommerce seller.innovative it represents a large improvement over the best results in an industry. Metrics that are relevant to innovation such as time to market and time to volume.product management processes such as identifying and managing competitive threats. minimum viable product that is shown to be valuable it often makes sense to rapidly improve quality.
|Overview: Innovation Management Process|
The process of managing programs of creativity, experimentation and aggressive change.