iGNITIATE

Monday 12 July 2021

Service Design - Making Moving To A Self Contained Mode Of Delivery Happen

Design itself has had major internal transformations via its capabilities but none so much over the past 70 years as with the emerging of a softer and more inclusive ways of connecting the dots of the future that local and global firms are enabling. But how?

Recently in Service Innovation Design in Cultural and Creative Industry we see how the evolution of the teams F's model: for “Function” ; “Friendly”; “Fun” ; “Fancy” and most recently for “Feeling" has greatly shaped the way that innovation and more specifically the service of delivering a ground breaking new capability continues to emerge and change while at the same time staying true to delivery of possible game changing end goal functionality thus increasing the value usability of what has been uncovered. Interestingly as more and more capability is centered around an integrated model of convergence in the design process, we see multiple models for the way evolution and granularity can work hand in hand to deliver the future we are evolving into.

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Friday 4 June 2021

Operational ( Design ) Innovation Means Practical Quality

Innovation itself as a specific effort is often not a linear process by any stretch of imagination ( although there are countless systems that an create a feeling of linear innovation ) and especially within the context of corporate innovation, the process itself often sits somewhere between new product development and brainstorming. But what if there were a specific way to not only codify but shepard more effectively the innovation process to as to increase effectiveness ? Well there is.

In " Exploring Operational Practices and Archetypes of Design Thinking " we see the way and some of the underlying capabilities of Cooperative Understanding, Aspirational Visioning, Truth Seeking, Comprehensive Solution, Optimistic Collaborating, Analytical Prototyping, Personal Reflecting and how this directly impacts the most effective manifestations of design, design thinking and specifically disruptive design efforts such as Training ( more formally known as warmups ) Marathons, Relays, and Sprints.

When it comes to the integration of such tools and capabilities, what is key to understand in the innovation cycle is that the ability to balance designer led v.s team driven and low urgency v.s high urgency needs to be carefully articulates to determine the exact nature of the innovation process to use, with, the most important factor to understand is that by the time a full systemic innovation is taking place the above processes are more often associated with new product development efforts but where the same tools still can be used effectively.

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Tuesday 4 May 2021

Connecting The Innovation Dots = Full Ecosystem Awareness

Without full Ecosystem awareness innovation is often disjointed, but pull it all together and innovation connection equals rapid ROI creation like it or not.

Never in the history of humanity has the power of disconnectedness been more unlikely than today when algorithms we can’t see and sometimes can’t even understand have almost complete control over the success or failure of rapid innovation advancement effectiveness. As such, every innovator now has the initial ( before an innovation even begins ) responsibility to be completely aware of the ecosystem to which an innovation ( disruptive or incremental ) is emerging into. Without this awareness comes not only the harsh reality check of past capabilities set to either be re-enforced the current system or the which can be re-programmed. This also does not ignore the possibility of missing key areas for specific creativity and thus further breakthroughs unnoticed due to black box data directly driving the algorithms due to specific systematic obscurification.

But, put all the pieces together and within the context of the Product / Service Systems ( PSS ) and a much stronger case is possible for full Ecosystem Awareness via a Connecting The Innovation Dots mentality. In Designing Product/Service Systems: A Methodological Exploration we see how a fully integrated PSS means extensions of a service component around a traditionally product-oriented situation or the introduction of a new service component marketed as a product for business activities that are usually service-oriented. What is more important often is how the ratio between product and service components due to technological developments, economic optimization, and the changing needs of users in the eco system means a stronger barrier to entry ( when protected by legitimate patent, copyright and trademark defenses ) means different combinations of products and services can fulfill the same needs.

This overlap however means the common point of those services is where they are conceived and offered as products, which are designed by taking into account a series of economic and technological criteria specific to the knowledge that a full ecosystem mentality is the only way for innovation success, ala, ( in today’s world many of the times ) the black box of search engine effectiveness. This not only emphasizes the relevance of the designer in the definition of new PSS environments but also that ignorance of them means certain doom for truly breakthrough innovation efforts.

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Sunday 18 April 2021

When Innovation Agents Become Almost Autonomous

How could you ever predict that a major economic down turn would spark an entire industry – AirBnB ? In many aspects this is not possible. However macro level agent based modeling does in some aspects approximate the uptake of major disruptive innovation efforts.

In ” Uses of Agent-Based Modeling in Innovation ” we see the underpinnings of how this may be possible and where Empirically Grounded Agent-Based Models of Innovation Diffusion can be unfortunately misused and or situations where results can easily be misinterpreted. Whiel the technology and underpinnings may be there for innovation simulation of usage and increased usage based on virality, limitations based on subjective interpretations of the modeler means bias can sneak in and more results may not be directly connected to the original modeled form – as Agent Based Modeling can in many ways be black box like. With the complexities of Agent Based Modeling the key is that the technological systems may be possible for fully autonomous capabilities when more artificial intelligence systems soon come into play.

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Wednesday 3 March 2021

International Innovation Requires Intermediate Interventions

Often the capability of innovation from directly inside an organization is very different from the acceptable or purchase of radical technological change. In some instances there is also the chance for powerful services changes due to environmental disruptions such as in the case of AirBnB which in many cases no one even saw coming. But is there a way to be able to also cultivate the capability to develop and specifically nurture unknown and left field innovation occurrences that can directly effect and drive an organizations unexpected growth.

In ” Critical Success Factors for Radical Technology Innovation ” we see the capability to address “planned radical innovation ” should first be analyzed from the perspective of an R&D project and its transferability to operations, and where we see the 1st breakdown of the ” innovation ” method itself, here, actualized as new product development. think Makerbot being acquired by Stratasys whose patents had ultimately expired thus allowing the doors to be opened for further development of a market almost completely ignored by Makerbot at the time. Radical innovation is not normally anywhere close to typical transferr to operations modes. Radical Innovation is itself, not likely to be accepted by the parent organization. With the reality check of technological innovation and its acceptance in the marketplace, this is again more connected to new product development rather than innovation formally. but when looked at as an internal venture, separate from ongoing business which is valid and important but again more easily accepted when the ” innovation ” itself has the capability to be easily accepted and which can sometimes co-exist inside organizations already delivering substantial revenue.

When looked at withing the context of a change in corporate strategy in terms of diversification and strategic focus, this is where there is the closest analog to shifting capabilities of a firm and as an example what happened with Apple and the purchase of NeXT which allowed the Mac product line to take a radical jump in it’s ability to push out rival firms in the education space – a place where large industry players had a very strong hold at the university level but where Apple had almost taken over at the lower educational levels with it’s Apple II line many years before

Where the idea of internal innovation is a possibility in firms who are highly R&D focused, incremental innovation ( more closely identified as new product development efforts ) have a substantial advantage over radical innovation efforts that have a completely different mechanism for success to be assured. In that way, the capability to alter and directly effect the outcome and radical innovation efforts substantial care must be made to the integration process over all other factors so that organizations/organisms easily accept the changes that are taking place.

Thursday 4 February 2021

Successful Innovations Does Not Mean Road-Mapping Less Traveled

One of the strongest indicators for later stage design and innovation success is the process that takes place when an expected series of events needs to occur in rapid succession allowing specific hurdles preventing innovation uptake to take place and allowing said innovation to get into the hands of large groups of end users ( or subsequently ) small groups of specific users inside large organizations thus allowing further dissemination at a later time. Think the original Makerbot printers ( where a necessary and simple user interface had not even been developed yet ) however this was not a make or break factor to allow for usability to increase.

In ” How Organizations Talk About The Future ” we see some of the specific markers for why certain types of future forward boundaries are the natural outliers of the later stages of the innovation process and the exact beginning phases of new product development efforts such as: when coordination is difficult to enhance the specific innovation that has become the basis for competition ; a customer voice needs strengthening ; dealing with mitigating organizational political problems

In total the capability to use road-mapping in conjunction with the tail end hand-off from now in motion innovation efforts allows for ease of acceptance where previously strife may have occurred thus allowing for larger usability for specific breakthroughs to take hold.

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Thursday 7 January 2021

Making Breakthroughs Means Innovation Autonomy

When it comes to creating a consistent innovation pipeline system, the capability of multiple R&D capabilities is often a function not only of geography ( in terms of customer and country specific capabilities necessary ) but also the core mechanisms for communication and destination of information across geographic units so to be able to quickly bubble up game changing efforts effectively.

In ” Enhancing Synergistic Innovative Capability ” we see factors such as autonomy and innovative proficiency synergy indicates that those R&D units free to make decisions regarding their project portfolios, human resources, and collaborative partners are likely to be more proficient at generating and exploiting new and successful innovations.” which is not unexpected. However what is particularly interesting is the innovation capability of firms who encourage very high levels of autonomous activity between units that have no formal interaction or need to communicate with each other and increased cross team re-usability so that ( in the case of coding ) very complex solutions to problems are reduced in terms of development time just because of the open format of communication between non formally connected geographic groups.

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