McKinsey says Organize for Breakthroughs? Or Hearding Cats? Here's How

McKinsey, famous for defining darkness as a standard and then inventing lighbulbs, has outlined the model for breakthroughs. Hearding cats is also possible. But how do you encourage breakthroughs? Here's how.

In a recent McKinsey Insights, The discussion turns to "Organizing for Breakthroughs" and clear steps that can create successes in a field that is beset with a very long term window: 
- everyone is aware of the products and technologies from the secretary to the scientist
- global heads cause "preferences" but diagnostics reports to X and pharma to Y
- champions determine success: global development or the head of product strategy
- pursue, pursue, pursue. at your own risk
- keep it in the family becuase "giving...a few shares..delivers the worst of both worlds"
- innovation hubs don't help solve specific problems, go where the challenges are
- de"risk" to help late stage efforts make it rather than axing them
- "10 percent more innovation [is better] than 10 percent more efficiency"
- thinking in 30yr cycles means 10-15yr goal windows and 3-5yr focus areas

With these fully valid windows for long term and difficult problems to solve, the outcome is never gauranteed. With shorter windows, we see a better possibility in the hearding cats model of Organizational linkages for new product development: Implementation of innovation projects and specific mechanisms to build cross functional

                               

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R&D&D How Great Ideas Become Game Changers

What is the capacity of innovators in 2016? What is the capability of R&D&Design influence in the future? How does this empower designers to create game changing environments? Here’s how.

In Understanding influences on engineering creativity and innovation: a biographical study of 12 outstanding engineering designers and innovators the basis of personality types, design mentalities, efficacy capabilities and more, management mentalities are explored and detailed to understand the value that design plays in the R&D mind. 

Via key factors such as environment, knowledge, attitude and insight, the associated values connected to moving from one illuminated state to another while in complete darkness are explored. What becomes apparent is how the systems to support such breakthroughs are not entirely complex, however it is the environmental queues that design innovators use via rapid series of iterations allowing interests by key users who work in tandem with R&D and Design to bring game changing possibilities to market.  

  

                    

   

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MIT & Design – The Next Zuckerberg Will be a Designer

More than expected design is playing a larger and larger role. Especially when the world is not content with only one Zuckerberg. But where will the next one emerge? From design.

Earlier in 2011 MIT became enamored with the capability of design and design thinking to further push the capability of “new”, R&D and the scientific method into the venture world. Giving quite a bit of detail in Will the Next Zuckerberg Be a Designer, not a Hacker? it was soon followed up by fast Company in Why VC Firms Are Snapping Up Designers and most recently in 2015 how the Star Wars BB8 made it into the world. In cases such as Designing a Real Life BB-8, there is no denial the impact of R&D and Design thinking and how it directly effects bringing the future to the real world. 

                               

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3D Is Here. Now What Will Make The World Use it?

3D has been in our lives for more than 40 years with the earliest of forms in vector graphics games of the 70’s and the early emersive work of Jaron Lanier. Times have changed.

With the advent of Occulus Rift and the more easily accessible yet not quite 3D of Google Glass, comes the efforts of how to engage users. In Understanding Factors Affecting Consumer Intention To Shop In A Virtual World a clear link is drawn to factors of enjoyment as well usability and the controls associated with each. Examples of real world experiences as well as the technology used is presented along with factors that can easily influence how nascent technologies make the jump to market reality. 

                               

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Innovation Toolkits for the First Stage New Service Development

New Services and New Products occupy the same domain of innovation but often very dissimilar interactions. This is the basis for the use of Toolkits for the First Stages of New Service Development

 

Via timely questions of users interactions and opinions of functions a series of additional entry points can be defined and enumerated allowing for factors and functions to be understood and codified thus making the final functional map of the new user experience possible. In combination with several other innovation techniques and measurement tools, the Service Card model allows for an ease of creation to take place.

                               

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The Governance of Design – How the Europeans Make Design Happen

In the world of design, it is often the many forms of interaction between manufacturers and designers that foster the complete model for pushing the boundries of new product development. But how? 

In today’s world of rapid progress and technological change, it is exactly as described in Brunelleschi's Dome: The Story of the Great Cathedral in Florence and more specifically the models described in The Governance Of Design Alliances as, the Italian’s have the model and just as the French, Portuguese, Spanish and most of Europe have had since the beginning of the Renaissance.

                               

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When Do Firms Undertake R&D By Investing In New Ventures?

When design plus R&D really get moving, it’s risk that firms are faced with: risk to show validity, risk to prove efficacy, and of course risk to scale with the latter being the largest concern of investor confidence. Is there a way to mitigate this?

Referred to in When Do Firms Undertake R&D By Investing In New Ventures? with the most success coming from areas where weak intellectual property protection and where complementary distribution capability creates the capability for design success. The data and statistical sampling of industries and functional capabilities indicate even further correlations between design functions and R&D success.

                               

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What is the Key to Innovation Disruption: Design Arbitrage – Here’s How

It’s quite clear in Jumpstarting Innovation - Using Disruption to Your Advantage the mechanisms that are used in the conversion of understanding in R&D to utilization in specific functional areas: Design Arbitrage. 

  Within the community of Jazz musicians the idea of interpretative resonance and as specified in Creativity and the Agile Mind: A Multi-Disciplinary Study we see the underpinnings of the disruptive model in action. More specifically through multiple examples in articles written in newspapers such as the Financial Times: Generating a Disruptive Idea: Unexpected Ideas Have Fewer Competitors and well seen in the ideas of Orbital Resonance or more than likely, industry conferences.   

                               

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Cross-Boundary Disruptors Are The Agents Of Change

How did Gordon E. Moore, Robert Noyce and Andy Grove create Intel with limited users yet highly advanced products? They were disruptors. Here’s how.

As detailed in Cross-Boundary Disruptors Are The Agents Of Change we see the basis for all R&D and advanced design efforts within a 4 step process of engagement of the XBD process and the 4 necessary steps for utilizing Gorve’s original model for the finialization of R&D and design thinking capabilities allowing new R&D and design products to make their ways into the hands of users. This is just one way advanced design creates advanced users and further R&D benefit.

                               

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