Innovation is a Cultural Action

Having a strategy in business is critical, but a business without a focus on innovation and an understanding of how to do it efficiently and effectively won’t survive. This articles talks about innovation being based on a truth and how it can be done efficiently and effectively. There is a huge amount of information about Innovation out there, please read it all, but more importantly TAKE ACTION. Take small action not grand plans, actual innovation can’t be planned, only the frameworks, funding, people and physical resources, the outcomes can’t be planned.

Innovation Culture is a Strategy

Below is from the Huawei Europe Innovation day in Paris, this is the only example I have first hand, as I was invited to attend. What’s really impressive here is the commitment to innovate being backed up with money and not words. #HuaweiHID

Innovation is Based on Knowns

Innovation is about building on something you already know to be true, even if that truth is just geographic, cultural, brand bases, technology based, time (date relative) or customer based.

A truth in time is essential for innovation to succeed, always test your truth to ensure its not a perception, a lie or a dream

Karl Smith

An example of a truth may be drawn from quantitative or qualitative data. For example “customers do not buy when the journey to buy is more than three clicks”, “in the cluture of xxxxx country, this product won’t sell”, the next big thing is 5G “our 4G product will sell well in 5G as its just about speed”.

Once you have a truth there are three ways to respond to it, either by Progression or in Counterpoint and rarely but interestingly sometimes by Accident. As its very easy to get wrapped up in ownership over value principals, someone not involved also needs to conduct Triage (prioritisation, relationships, backlogs) and Due Diligence (similarities, copies, brands, people, etc.) at this point to avoid waste.

Progression Innovation

In Progression Innovation, the most common way in business and technology you need to set what your values are then look at what are the success factors currently delivering value to your organisation.

EXAMPLE: If your value is P&L then shipping millions of low margin high complexity products is not a success, especially if you have not properly understood the supply chain costs and risks, you may be working for free. Your innovation attributes should then included a full lifecycle cost, margin and profit valuation.

EXAMPLE: If your value is Market Penetration, then your innovation attributes need to include regulatory, tax, political, killer product

Counterpoint Innovation

In counterpoint Innovation the focus is taking any truth and seeking to invalidate it and reviewing the by products of that invalidation as a starting point for a new branch of thinking products or services. Just think if you could go back in time and get their touch screen mobile to market in 2001 when it was ready instead of waiting till 2005 for the iPhone. How different would the world be now. Counterpoint invention allows companies to think this was and to discover hidden catalysts for invention.

Accidental Innovation

This is perhaps the one most organisations hope for, like the invention of a new stronger glue by 3M that was a failure. In fact it let you stick things and remove them constantly without much degradation in its effectiveness as ‘sticky’ but not bonding enough to be a glue. The product Post-its.

Quick Innovation

I have seen various posts focused on tightly structuring innovation that include top level components of Incremental, Disruptive, Architectural and Radical, to me these all sound expensive and time consuming. There are much quicker ways of doing innovation, in fact it can be done to a level of confirmation to proceed or not in just eight hours.

The following film shows a process for quick innovation based upon both Progression Innovation and Counterpoint Innovation both exposed through the Innova8™ process.

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#Innova8 combining #designthinking #servicedesign and #userexperience #customer validated services and products

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.

Innova8™ 86681840 in the United States of America

International Class
042 – 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/

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#Dependant on #dumb #data and is making #bad #choices? #Douglas #Adams

Data, Big Data, Artificial Intelligence

Clients don’t understand their customers, they just think they do!

It’s not for the lack of trying or spending millions on developing and building huge data systems, the problems are many but can be traced back to one simple thing;

“Data only describes part of the what is happening and almost nothing of the why, let alone what should be done to change the situation”

Clients have been sold that data gives them the answers and that big data will close the loop for them to understand the upstream and downstream thinking of their customers, WRONG.

Douglas Adams noticed the real problem

Douglas Adam’s said  “But even Amazon has only got part of the picture. Like real world shops, they can only record the sales they actually make. What about the sales they don’t make and don’t know that they haven’t made because they haven’t made them?” Douglas Adams “The Salmon of Doubt” by Permission of Pan Macmillan. That pretty much covers the problem if you extrapolate the thinking for Data Analytics, Big Data or even Artificial Intelligence based Data and Decision systems.

“Data is binary a yes or no (even complex views), it does not capture motivation, intention, desire, cognition, distraction or any other human reasoning or pattern”

child pretending to be robot data prentending to be truth
child pretending to be robot data prentending to be truth

A child pretending to be a robot just as data pretends to be the truth, he is a kind of robot and data is a kind of truth

A pure Data approach to understanding customers will provide the wrong data because data is an absolute and people are not. Even with Artificial Intelligence it only works from the starting point you give it, if any of the perimeters are wrong the whole data sample is wrong.

Guide to understanding Customers

  • Data, Big Data, Artificial Intelligence – Tells you what
  • People in target demographic – Tell you why

People in target demographic

User research answers the question Why have we not made the Sale? through the only people equipped to answer the question, consumers. This is not market research, its scientific without a predetermined agenda or outcome. User Research is a problem solving method that offers solutions by finding the right questions, finding the right people and asking the questions in a way that does not lead or direct the answers.

There are right questions and people to ask?

This may sound a little Adamsesque (if you ask the answer to Life, the Universe and Everything you get 42, because it the wrong question). Getting the questions or setup wrong is the real problem with an Analytics approach to a Diagnostic process. While it may be reasonably expected by a seller to directly ask, why didn’t a visitor become a buyer or register. Visitors may be asking themselves where am I? what does this do? this does not make sense, should that be happening? technology, why do I bother? Why has my screen gone pink? None of these “in mind” experiences are expressed in the data or even a consideration for the data schema design.

A visitors experience is not only defined by the online environment but they bring past experiences, desires and doubts about their current experience. Without these insights from research, it is difficult for clients to grasp potential problems, gain a good return upon their investment (ROI), innovate to fit the market and consumer needs or break into a new market sector.

Reasons that Data is Trusted and People are Not

It appears to come down to scale and a short sighted approach to costs. Buying an Analytics Solution appears to tick all the boxes, even if in reality it does not. While using Research Companies or in-house Research Teams seems expensive in comparison.

“The real trick is to understand you need both, you always did”

retro robot toys, not what you expect when you say robot today
retro robot toys, not what you expect when you say robot today

When I first started using Web Position Gold (the analytics tool), bought by Webtrends long before Google Analytics existed or the current proliferation of products promising the impossible, we used it to spot trouble only. We would then do some user testing in the area, working out possible failure scenarios, from there we would suggest two or three solutions and build them for A/B testing to see what worked and what did not. Everything was monitored and all the data from both analytics and user testing was collated into one final solution. Sometimes there was a single resolution, a re-architecting of a section, in one project I kept 16 pathways active because they all delivered transactions for different types of customers.

The thing is just as there is no absolute way to find out the problem, resolution or adaptive innovation except byDiagnostics a digital and human activity.

Diagnostics

[Data+Human+Solution+Testing=Resolution]

+

[Feedback+Data+Human=Adaptive Innovation]

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#Customer #desire leads #disruptive #innovation

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.

Reactive behaviour

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

UCD Innovation Process Invested by Karl Smith in 2001, updated in 2003, 2008 Copyright 2001 Karl Smith
UCD Innovation Process Invested by Karl Smith in 2001, updated in 2003, 2008 Copyright 2001 Karl Smith

The exact method of delivering disruptive innovation is proprietary to Karl Smith.

 

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