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Innovation Inside the Box

Innovation Inside the Box. Drew Boyd Assistant Professor of Marketing and Innovation University of Cincinnati March 6, 2014. “ Think Outside the Box ”. A Myth!.

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Innovation Inside the Box

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  1. Innovation Inside the Box Drew Boyd Assistant Professor of Marketing and Innovation University of Cincinnati March 6, 2014

  2. “Think Outside the Box” A Myth!

  3. "As usual, for these co-written things, John often had just the first verse, which was always enough:  it was the direction, it was the signpost and it was the inspiration for the whole song.  I hate the word but it was the template." Paul McCartney

  4. The Method • Systematic Inventive Thinking is a new innovation method developed by Dr. Jacob Goldenberg (Columbia University). • Innovation follows a set of patterns that can be re-applied to any product, service, or process.

  5. Surprisingly, most innovative products follow one of only five patterns…. The elimination of core components rather than an addition of new systems and functions Subtraction The assignment of new tasks to an existing resource within the vicinity of the problem Task Unification A multiplication of elements already existing in the product along with a qualitative change Multiplication The division of a product and/or its components either physically or functionally Division The creation/removal of dependencies between existing product properties. Attribute Dependency

  6. Problem Solution

  7. Function Follows Form

  8. Brainstorming Dates Back to the 1940’s

  9. Control Group

  10. The Challenges of Brainstorming • Productivity Loss • Free Riding • Distraction • Lack of Direction • Fear of Assessment • Consensus Seeking • Competition • Undermining • Fear of Theft • Fear of Risk

  11. A Flawed Tool • “Fifty years of research shows brainstorming does not simply kill ideas, but disproportionately eliminates better ideas and the very best ideas.” • G. Schirr, PhD, Journal of Product Innovation Management, May 2012

  12. What Do These Items Have in Common? 12

  13. Subtraction • List internal components. • Remove one essential component. • Visualize the resulting virtual product. • Identify potential user needs. • If necessary, replace function with something from Closed World. • Modify new product to improve it. 13

  14. The Experience • 12-16 team members • Cross functional, diverse • Duration: • 4-5 days for new product workshops • 2-3 days for strategy workshops • 1-3 days for training programs • Frequency: Once per month 14

  15. Implications for Leaders • Adopt the Function Follows Form mindset • Foster constraints • Find your fixedness • Innovate from your core • Innovate across business units • Link innovation to strategy • Force non-obvious connections

  16. Adopt Function Follows Form

  17. Foster Constraints

  18. “People are very open-minded about new things – so long as they are exactly like the old ones.” –Charles F. Kettering

  19. Find Your Fixedness

  20. Innovate From Your Core • 5. • 2. • 1. • 3. • 4. Consumer insights: understanding what customers want Design: making things easy to use Innovation: coming up with new ideasroutinely Systems integration: making things worktogether Customer relationships: forming andmaintaining customer loyalty • 8. • 6. • 7. Imaging science: color management,sharping, and calibration Organic chemistry: deep knowledge ofsilver and its uses Photography: "It's in our DNA."

  21. Innovate Across Business Units

  22. Link Innovation to Strategy

  23. Force Non-Obvious Connections

  24. by Drew Boyd and Jacob Goldenberg

  25. For More Information Drew Boyd drew.boyd@uc.edu www.innovationinpractice.com @drewboyd Pinterest/drewboyd

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