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Innova8™ combines design thinking, service design and user experience within an 8 hour process, that takes business issues and delivers customer validated solutions and prototypes.
Innova8™ is a process that fits into Agile and Lean, facilitating DevOps Organisational Design and brings the business closer to their customers through a lens of digital technology and customer validated interactive behaviours.
Design Thinking should never be used to define software, it’s the wrong method. It will create software that only executives want to use, not customers
Design Thinking is a great method to distil the strategic needs of an organisation defining ‘How do we make money’ and ‘What are our services’. Service Design defines ‘How a service works’ and the interrelated model to setup, deliver and manage services, defining customer touchpoints, potential communication routes, digital technologies and key interaction models for a defined service in a blueprint. UX engages directly with customers to deliver the detailed product blueprint for communication routes, digital technologies and their individual key interaction models.
Paradigm Interactions Inc. owns the worldwide rights to the innovation process Innova8™ developed by Karl Smith. The process outline (without critical details) was first published online in 2001. Innova8™ is a unique innovation technique that mashes counterintelligence techniques with human-centered design methods, clients, customers and creative people.
International Class042 – Scientific and technological services and research and design relating thereto; industrial analysis and research services; design and development of computer hardware and software; legal services.
The process enables clients or consultancies to establish rapid innovation labs to an 8-hour process, where real innovation that meets customers and business needs can be done in hours rather than months or years.
Some completed projects
- Innova8™ with Deutsche Bank – No film
- Innova8™ with The Roundhouse – No film
- Innova8™ with Vodafone UK – No film
- Innova8™ with Bank of Moscow – No film
- Innova8™ with Bradford College – No film
- Innova8™ with Pearson Education – No film
- Innova8™ with Oxford University Press – No film
- Innova8™ with Oxfam UK – No film
- Innova8™ with Zoopla Property Group – No film
- Innova8™ to launch Accenture Financial Services Innovation
- Innova8™ to launch Wipro Digital Company
It is worth noting that design thinking used to be called UX strategy, service design was part of UX too, the fact that these have been reinvented as new things is concerning for clients costs as in 2010 when you request UX you could get all three types of skills in one UX person. In the case of senior UX people clients still can. Innova8™ does not rely on these more experience people, but can be done through a group of people with various skills and backgrounds.
For more information please contact the Author: Karl Smith https://www.linkedin.com/in/karlsmith2/ or visit http://paradigm-interactions.com/paradigms/innova8/
A great deal of effort is being spent on customer experience and user experience that misses the point, experience is about desire, not process or fulfilment.
Desire drives behaviour
Thomas Hobbes (1588–1679) proposed the concept of psychological hedonism, which asserts that the “fundamental motivation of all human action is the desire for pleasure”. Georg Wilhelm Friedrich Hegel (1588–1679) claimed that “self-consciousness is desire.” Psychologists often describe desires as different from emotions as they are mechanical and a response to chemical imbalance or lack, such as the stomach which needs food, the body needs oxygen, as opposed to, emotions that arise from a person’s mental state. There is a huge study in this area but that not the focus here, if we can agree that desire is a key driver in behaviour how is customer experience and user experience meeting this central requirement? The image above is one key to desire but not the only one.
In accepting the above we open the digital realm to a fundamental understanding that changes the paradigm from understood and herded users into a much wilder and complex behavioural model that explains why user experience and customer consultancy is not scaleable or easily globalised.
Desire affects the digital business paradigm
The constant attrition and expense of the current digital model is hugely frustrating for business, if they buy plant equipment there is a defined cost, depreciation, training model and risk factors, in digital much of what they are sold is hopeful. Key performance indicators are fudged and often refined later (as unattainable) however if desire is considered the starting point and an opportunity this disruptor can change the outcome and all the project outputs.
Understanding desire for disruptive innovation
Many of the current bunch of disruptive innovations are technology lead, where people have attributed their desires to the capabilities and experiences provided. This works with cutting edge or refocused technologies, how does it work with travel, banking, food shopping? Engaging customers in desire based research with a sub focus on a concept like banking as a counterpoint enables the target audience to create the disruption rather than be disaffected they become the leaders of product revolutions.
Delivering disruptive innovation in a consultancy
The exact method of delivering disruptive innovation is proprietary to Karl Smith.