One of the reasons behind this failure is the limited understanding of innovation. Most companies tend to innovate is one direction rather than thinking of innovation as holistic approach inside the organizational structure. This limited vision reduces the opportunity for success in the innovation process, lowers the return of investment, and reduces the competitive position in the market. These types were discussed in their book; Ten Types of Innovation. After years of research, Doblin says that any organization can achieve success in innovation if it focuses on at least four types of the ten highlighted in the model. The configuration is considered the backend of the innovation process, it is related to the core of the business.
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CustomerEngagement Experience These types of innovation are focused on more customer-facing elements of an enterprise and its business system. Great ones reflect a deep understanding of what customers and users actually cherish and where new revenue or pricing opportunities might lie. This is a big part of their power: in most industries the dominant profit model often goes unquestioned for decades. These innovations mean a firm can capitalize on its own strengths while harnessing the capabilities and assets of others.
Network innovations also help executives to share risk in developing new offers and ventures. These collaborations can be brief or enduring, and they can be formed between close allies or even staunch competitors. Structure How you organize and align your talent and assets Structure innovations are focused on organizing company assets—hard, human, or intangible—in unique ways that create value.
They can include everything from superior talent management systems to ingenious configurations of heavy capital equipment. Process innovations often form the core competency of an enterprise, and may include patented or proprietary approaches that yield advantage for years or even decades.
This type of innovation involves both entirely new products as well as updates and line extensions that add substantial value.
Too often, people mistake Product Performance for the sum of innovation. Too quickly, it all devolves into an expensive mad dash to parity.
Product Performance innovations that deliver long-term competitive advantage are the exception rather than the rule. Product System How you create complementary products and services Product System innovations are rooted in how individual products and services connect or bundle together to create a robust and scalable system. This is fostered through interoperability, modularity, integration, and other ways of creating valuable connections between otherwise distinct and disparate offerings.
Product System innovations help you build ecosystems that captivate and delight customers and defend against competitors. Service How you support and amplify the value of your offerings Service innovations ensure and enhance the utility, performance, and apparent value of an offering. They make a product easier to try, use, and enjoy; they reveal features and functionality customers might otherwise overlook; and they fix problems and smooth rough patches in the customer journey.
Done well, they elevate even bland and average products into compelling experiences that customers come back for again and again. While e-commerce has emerged as a dominant force in recent years, traditional channels such as physical stores are still important — particularly when it comes to creating immersive experiences.
Skilled innovators in this type often find multiple but complementary ways to bring their products and services to customers. Their goal is to ensure that users can buy what they want, when and how they want it, with minimal friction and cost and maximum delight. Brand How you represent your offerings and business Brand innovations help to ensure that customers and users recognize, remember, and prefer your offerings to those of competitors or substitutes.
They are typically the result of carefully crafted strategies that are implemented across many touchpoints between your company and your customers, including communications, advertising, service interactions, channel environments, and employee and business partner conduct.
Brand innovations can transform commodities into prized products, and confer meaning, intent, and value to your offerings and your enterprise.
Customer Engagement How you foster compelling interactions Customer Engagement innovations are all about understanding the deep-seated aspirations of customers and users, and using those insights to develop meaningful connections between them and your company.
Great Customer Engagement innovations provide broad avenues for exploration, and help people find ways to make parts of their lives more memorable, fulfilling, delightful — even magical.
Overview About the Authors Testimonials The innovation framework was built around a seminal Doblin discovery, that there are ten distinct types of innovation that need to be orchestrated with care to make game-changing innovations. We wrote this book to address how you can think about innovating effectively; how you can work to get the future to show up just slightly ahead of its regularly scheduled arrival; and how you can ensure your teams are equipped with the robust methods they need to succeed.
Larry Keeley is a globally recognized leader in innovation effectiveness, a topic he tackles as a professor in design and business schools, and a speaker, writer, and researcher. Obsessed with understanding why innovation mostly fails, he has worked to grow the field as a science rather than an exercise in applied creativity.
Larry was a Senior Fellow of the Center for Business Innovation in Boston, serves on the external advisory council for the Mayo Clinic, and is also a board member for Chicago Public Radio, where he helped to develop shows like This American Life and other innovative programs. Ryan Pikkel is a Doblin alumnus. While at Doblin he was responsible for guiding clients and teams through innovation programs to articulate and develop solutions to benefit both the client and the end user.
His work spanned industries, and he helped establish innovation capabilities for clients in Seoul and Mumbai. Ryan is also a member of adjunct faculty at the Institute of Design at IIT, where he teaches innovation tools and techniques. Brian Quinn is a Doblin alumnus. While at Doblin, he was responsible for designing and overseeing scaled innovation programs with some of our largest clients — working with them both to innovate and become more effective innovators.
His work spanned many industries with particular experience in health care. Brian has also worked as a screenwriter for the film industry, and is fascinated by the power of narrative. Previously the editor of innovation and design at BusinessWeek and then at Bloomberg BusinessWeek , she joined the firm to help develop editorial strategy. And she tweets incessantly helenwalters. Ten Types of Innovation is a must-read for any manager seriously interested in building an innovation culture rather than waiting around hoping for the next immaculate conception.
Nicholas F. Great innovators follow disciplined approaches and Larry Keeley outlines an evidence-based methodology which takes innovation well beyond product tweaking.
Ten Types of Innovation provides great frameworks to help you rethink the role innovation plays in your business and will raise the quality of the innovation dialogue from a black art to a serious science. Ten Types of Innovation captures the entire innovation ecosystem, from essential organizational structures and processes to critical aspects of the product or service being introduced.
It distills three decades of innovation research into an action-oriented framework, offering a comprehensive map to guide creative teams as they venture into challenging new territory. Ten Types of Innovation provides the insights necessary to get you started on your innovation journey.
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