Balance Prospect vs. Defend & Analyze vs. React For Breakthrough Design Focus

With the value of “new” often outweighing trial and error it’s not necessarily efficiency or timing that drives innovation. Fully contrary to the belief of efficiency as the primary driver of use, in many regards, innovation is not as easy as there must be a need to literally will an innovation into existence.

Throughout the history of science and/or engineering based innovation efforts, one of the prevailing values of the innovation cycle is that if X can increase efficiency, increase speed, decrease cost, it is valuable. That X can fall into any number of buckets from materials, user functionality, etc, it is an efficiency based mindset at play. Streamlining. 

With that and in a Coherent Strategy for Innovation and Change we see a clear and present system of how Defend & Analyze / Prospect & React can create far more innovation value and where, in general ( via a sample size of more than 150 ) start to 5yr running innovation centric firms, if a reactor mentality was implemented, this produced the worst performance, i.e., 35% of organizations presented a decrease in their capability. Simply whether or not a firm or group has the capability to influence use, and as connected to the timing of said usage to innovate in a particular way, it’s often, more, the effort of constantly Prospecting for new use cases modifications that creates the push where breakthrough innovation takes place.  

                    

   

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Execution Empowerment = Innovation Ideation Indexing

Does validated vision mean automatic innovation ? Surprisingly not only is the answer no, but more often than not, it’s not even a question of validation and internal innovation teams face this challenge at every turn. But how can be validated innovation breakthroughs be modulated to maximize end user use? The secret is in not only sample sizing but real impact v.s lead user influence.

 

In Empowerment Strategies for Ideation through Online Communities we see the underpinnings of how domain-specific lead user status has a direct impact on the positive relationship between the empowerment strategy ( what and how X will be implemented ) and the perceived impact that it has on end user usage. More, the one of the realities of the innovation game is revealed in how empowerment strategy has higher positive effect on perceived impact when domain-specific lead user status is higher even if that status and output is not a scientifically and/or measurably validated focus.

Further and more surprisingly is the investigation into whether higher domain specific lead user status strengthens the positive relationship between the empowerment and the outcome for the effort being investigated. When it comes to open innovation not only are the hurdles high but the cost of a missed hurdle of go / no-go effort decision even more complex, however, not insurmountable once we take into account what we have uncovered here.

 

                    

   

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Social Networks Organize Ideation, Creation & Innovation But Then What ?

In the race to innovate, and when across multiple time zones, countries, and organisational structures the capability of social networks, wither intra-organisationally or inter-organisationally have become the backbone of tacitly increasing the innovation capacity of any organisation. But how can social networks get right into the raw capability of innovation and creativity development and what is that exact capability ?

 

Created by one of the strongest international groups in the world in 2007, the UN, the World Intellectual Property Organisation and more specifically its Global Innovation Index correlates over 80 indicators into 7 main pillars, 21 sub-pillars, 2 sub-indices and, finally, an overall index on a planet wide scale, a ranking ( via the Statistical Model for Global Innovation Function of the worlds countries ( and thus the firms within those countries ) exact capabilities, to in fact, deign and innovate. While this effort may seem massive ( and on a planet wide scale ) the factors are equivalent to what happens on a local level.

More specifically, and as detailed in Social Networks in Organizing Ideation, Creativity and Innovation we see some of the key drivers that determine inter company and even inter country design and innovation breakthrough capability stemming from factors other than individual knowledge and expertise such as personality traits, empathy and emotional aspects of individuals. These factors in addition to raw individual functional capability predict that person’s their level of engagement, participation and commitment and thus their organisations innovation performance as stated in the above. These factors combined with the metrics for global design and innovation show  how firms that ultimately design together, innovate and breakthrough together.  

                    

   

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Diffuse or Detail ? Both mean Design & Innovation Breakthroughs

The phrase ” the fit is the fashion ” is an old television ad that focused on why a tools can at any time be adjusted to create a more perfect connection between user and function. Except in financial models for ROI in startups and intraprenuring efforts of course.

In Innovation in Techniques for Medical Devices we see some of the clearest evidence for how the effort of innovation and new product development requires specific activities such as diffusion which will not be effective unless it is in a specific quantity such that manufacturers, who frequently co-operate with key opinion leaders, consistently use testimonials working with users so as to be sufficient for the product, is specifically designed, to be used and connected to a non complex technique to create efficacy for the end user.

This is further explored in where firms find themselves in a position where isolated marketing efforts of the product are bound to fail due to external fores ( either market or environmental ) which puts an ever higher emphasis on selling their product vs. incentivizing the innovative user to diffuse the technique of the end process to attain product efficacy. More, where manufacturers are involved in the techniques of development as early as possible yet not aware of innovation activities going on among their users ( those that design for a manufacturer ) the manufacturers that actively scan for and track the development of user innovations in techniques of how they use products increase the likelihood of continued growth as a firm and where new opportunities to work with new designers is constantly maintained. Manufacturers then continually build up capabilities and develop deeper understanding of use and need-related knowledge thus constantly increasing the flow of transferring user knowledge to the specialists inside the manufacturing company as well as the design team tasked with the innovation efforts being focused on.

Diffusion then becomes a key aspects the complex innovation effort which allows for even further breakthroughs to happen and the goal of any forward thinking firm.

 

                    

   

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Multimodal R&D Environments Mean Increased Multidisciplinary Effectiveness

or R&D breakthroughs too many cooks in the kitchen do make the best soup imaginable.  More, it's the spatial relationship of the teams that actually have the most over arching effect, very similar to the way renaissance courtyards were constructed.

In "Design for Knowledge Exploration & Exploitation in R&D" we see how specific  spatial design is a strong tool for implementing specific workspace staging along the process chain of raw R&D to increase breakthrough probability. Via contextual ambidexterity, through different workspace designs co-located with different discipline and functional teams, even within the same office or laboratory environment, exploration and exploitation can be increased to foster organizational learning, and a consistent increase in breakthroughs for those involved.

More, what is ignored often is the simplicity of coordinating specific R&D activities with spatial queues to increase R&D effectiveness and the ramifications of modifying the R&D process windows to utilize the above to increase the likelihood of successful outcomes.

                    

   

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