May 27, 2015 | By: Fredrik Harenstam, Ben Thuriaux-Aleman & Rick Eagar | In: Organization & Culture, Strategies
Most companies recognize the need for breakthrough innovation – it can change the fundamental bases of competition, “rewrite the rules” of an industry and transform the prospects of the successful innovator. There is no one-size-fits-all model for how best to respond to this challenge. Arthur D. Little surveyed over 80 large organizations to explore how to deliver a consistent pipeline of radically new products, performance features, business models and market space.
In today’s crowded marketplace a new product is only as good as its packaging and marketing campaigns. How can you make it stand out from the competition? How can you update the design of your product without alienating your customer? The new book “Creative Anarchy: How to Break the Rules of graphic Design for Creative Success” provides ideation techniques and creative tools to push boundaries and expectations while preserving the function and message of the design.
Clear separation of top ideas from mediocre and weak ideas is essential, before financial and other resources are allocated. The Hyperselect method provides a new, sound and improved way to fulfill this task. Moreover it reveals, that hyperbolas might be “the better matrix” in quite a lot of methods for prioritization and beyond.
Everyone plans tasks in different ways, but the largest, most complicated projects have tried-and-tested methodologies that help break processes down and ensure that stakeholders and different departments are clear about which tasks need to be completed by whom and by what time. This article breaks project planning down into seven key tasks that have to be completed before work begins to give the project the best possible chance of coming in on time and on budget.
The essence of agility is the ability to respond to new and different conditions. You cannot continue repeating the same old operating formula long beyond its utility or you will be left behind. Are you prepared to adapt to the profuse variety of new circumstances with new tactics and strategies? The principles of Agile that we examine in the next three chapter excerpts of Agile Innovation will help you understand what you need to do.
In an inspiring conversation with Terese Alstin, co-founder of Hövding, the invisible helmet company, Cesar Malacon highlights the innovator’s ability to remain naïve when developing new products and introduces a contemplative approach to find consumers’ real needs.
With the increase of, and dramatic improvement in, mind mapping software and its emergence as a value-adding toolkit conveniently available for use on our computers, laptops, tablets, etc. signifies that mind-mapping can be used within an every-day working environment. Jamie MacDonald takes a closer look at six uses for mind mapping in business situations that most of us engage in on a frequent basis.
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
Often the tasks at hand take our focus off of the big picture. In new product development (NPD) and R&D portfolio management, there are several “givens” that may seem obvious when stated but are often overlooked. Bring your attention back to these eight tried and true ways to improve your portfolio management and increase your product development productivity.
Knowing the best practices to follow is key to avoiding the pitfalls in new product development (NPD) process integration. Whether you’re a ways down the path toward a mature architecture or just getting started, here are five tips gathered from 30+ years of helping product development organizations improve their productivity and mature their full architecture of NPD.
A gated product development process is often implemented by organizations to assist in scrutinizing projects throughout their lifecycle to ensure only the fittest survive. Unfortunately, many of the checks and balances lack the teeth required to kill doomed projects before they squander resources. How can a TV show provide valuable insight into your gate meetings? Stay tuned to learn more.
Pulling the plug on an in-flight project is hard. No one wants to be the person calling it quits, offending team members and admitting defeat. It is this mentality, however, that ends up sucking the life out of resources and budgets and setting the organization up for continued failure because the process is broken. How can you ensure only the right projects survive, wrong ones are killed early and lessons are celebrated after an appropriate mourning period? It’s going to take courage.
Innovation is about moving an organization forward. But many companies are trying to get there without an execution plan; without any way to assess the how, why, where, what and when, and to adjust when the unexpected comes along (as it always does). Those involved with innovation planning are increasingly understanding that the answers are found in product line roadmapping – a critical front-end process that has finally come of age.
We know that innovation capability is a critical driver of strategic growth targets. We also know that innovation success is not a one-time occurrence, but the result of an organization’s ability to conceive, develop and commercialize new products and services on a sustainable basis. In this article Dr. Scott J. Edgett discusses a model for measuring if your organization has a mature innovation process with well-internalized innovation capabilities.
Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.