Good design = Profits. Period

Does Good Design Directly effect ROI? How could it not? The Impact of Industrial Design Effectiveness on Corporate Financial Performance quantifies the relationship between good industrial designto a companies financial performance.  Looking at past results as well as forecasting positive result pattern for seven-years, this is a strong argument for the investment in design in business.

Knowledge is the missing link to deisgn success

Innovation is imperative in high-technology sectors, but beyond this what leads to success?  High-Technology Service Innovation Success: A Decision-MakingPerspective concludes that that there is a positive correlation between knowledgeable decision maker within an organization as well as conscientious intelligence gathering on customers and technology.

Give them what they didn't know they want? Else? They only know what they have

How does any company know what customers want before they want it? Responsive and Proactive Market Orientation and New-Product Success - details traditional responsive market orientation as well as a proactive approach.  The result is that proactive market orientation leads to new product success and increase custom loyalty.And a model to evaluate it. Of course.

The softer side of Innovaton - Corporate Cultures

Corporate Culture and Commitment: Impact on Performance of InternationalNew Product Development Programs a must read for managers of new product development, here we see the full identification of softer behavioral environment dimensions within NPD programs.  This article measures the success of 252 international NPD programs by examining indicators in three dimension: organizational, new product development and globalization.  The outcome, success = integrate soft dimensions into NPD programs.

“Disrupting” disruptive design to produce even wilder innovations.

There are alternative models to disruption if that kind of mentality is just too far for your organizations philosophy to go and Disruptive Technology Reconsidered shows a few ways to achieve such a system inside your organization. Carefully considered, these are just a few mechanisms that allow for your firm to grow to the level that you need to create market breakthroughs. Here's how.

Want international product success? Product standardization isn’t going to cut it in a global marketplace. But there is a way….

New product development is not a national sprint it is an international marathon and with firms operating in disperse geographic areas and with multimational teams of manufactures and marketers there are specific tactics to ensure international success. Internationalization and the Dynamics of Product Adaptation shows the details on how to make that a reality for your firm, and how we adapt products for our customers ensuring international success.

Want Knowledge? Want Innovation? You’re going to have to manage for it.

What is the rule of managing knowledge gathered for the purposes of innovation exchange and the ROI that comes from these efforts? Role of Knowledge Mgmt in Innovation details the specific empirical framework for the creation of a simple system for the exploitation of innovation and market gathered data to create a substantial ROI platform for your organization. Now that’s design thinking that makes every CFO happy.

Fuzzy innovations are not just loveable they are ROI’able

What is the point of a fuzz NPD efforts and how do you mitigate them when the outcomes are fuzzy and the focus is process improvement, concept generation, and concept testing – the quick path to determine the value of NPD efforts. In The Fuzzy Front End of New Product Development for Discontinuous Innovations we see the mechanisms, the models and alternatives to quickly determining NPD sweetspots for product innovations.

Ambidexterous Organizations don’t just use both hands, they use all of them.

How many hands does Shiva have? How many arms does your organization have? How can you coordinate them all for continuous innovation? In Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations we see extended time frames as the key along with several other factors that promote rapid NPD and continuous innovation plays inside and outside the organization.

Embracing Innovation as Strategy = direct ROI

Innovation and corporate venturing is usually a function of existing product lines and sometimes can even be considered disruptive incrementalism per our entry from april of this year. How can your firm imbrace innovation strategy for corporate strategy? Here’s how.

Creativity and the Exploitation of R&D – how to get your ROI straight out of design

How can you extract short-term R&D output and longterm R&D exploration of new technological goals? Focus on technological change, and second the control of complementary assets in the dominant design. And when that fails, innovate. Here’s how you can use Creativity for the Exploitation of R&D

Internal and External coordination in NPD – Making it work for your Firm

How is it that the links between external and internal NPD efforts can drastically effect the way your firm makes innovations? Breakthroughs? Mechanisms and specific behavioral changes allow for faster integration of new products and efforts by coordinating efforts in partuicluar ways. Links between Internal and External Cooperation in Product Development shows a few of them.

There are rules to innovation? Yes. At least 4.

Clay Christensen has set of rules. Emperically validated and checked, and all related to the way that new technologies are able to enter into the market and produce increasingly sophisticated users who demand more of these products and hopefully from the same value chain members. How is this accomplished? The Rules of Innovation