Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Userdriven innivation - listen to your customers
1. User-‐driven
Innova.on
Listen
to
your
customers
Peter
Møller
Consultant,
Keynote
Speaker:
LinkedIn:
dk.linkedin.com/in/pmoller
Twi4er:
h4p://twi4er.com/tweete_pete
I
fight:
"We
can
not
do
that
..."
”This
is
how
we
always
have
done
..."
”This
is
how
you
do
things
in
this
industry
..."
"There
are
too
many
doing
this
already
...”
Pic:
Isamizdat
CC
2. Userdriven
Innova.on
There
is
nothing
more
difficult
to
take
in
hand,
more
perilous
to
conduct,
or
more
uncertain
in
its
success,
than
to
take
the
lead
in
the
introduc?on
of
a
new
order
of
things…
-‐
Niccolo
Machiavelli;
”The
Prince”
3. Innova.on
-‐
defined
Innova.on
is
to
use
crea.vity
of
employees
and
corporate
resources
to
make
new
things
happen
...
4. Innova.on
-‐
defined
To
go
from
a
new
idea
–
To
a
new,
usefull
solu3on!
Pic:
ralphbijker
5. Innova.on
-‐
where?
-‐ Where
in
the
value-‐chain?
What
type
of
innova.on?
-‐
How
big
a
”leap”,
what
level
of
innova.on?
7. Innova.on
-‐
type
of
innova.on
• Product
Product
development
–
classic
innova?on…
The
idea
of
a
new
product.
Completely
new
products
or
small
changes
to
exis?ng
products…
8. Innova.on
-‐
type
of
innova.on
• Process
Innova?ons
in
the
produc?on
process…
Can
we
do
things
differently?
Example:
FedX
buys
Kinkos
and
is
now
sending
documents
digitally
across
the
US,
prints
them
-‐
and
delivers.
Saves
a
lot
of
transporta?on
costs…
9. Innova.on
-‐
type
of
innova.on
• Procedure
Innova?ons
in
the
business
model…
Can
we
change
the
tradi?onal
way
we
do
commerce?
Example:
Itunes
changed
the
way
people
consume,
store
and
buy
music…
How
about
soWware
that
is
financed
through
voluntary
dona?ons…?
14. Innova.on
-‐
level
of
innova.on
The
revolu?ons…
Things
that
change
our
everyday
life
–
might
not
always
come
as
breakthrough
innova?ons!
Telefonen
15. Innova.on
-‐
one
comment
There
is
NOT
a
type
or
level
of
innova.on
that
is
“beNer”
or
more
innova.ve
than
others!
Breakthroughs
are
nice,
but
need
luck!
Small
incremental
innova?ons
might
oWen
be
the
realis?c,
helpful
alterna?ve.
Adding
more
colours
than
black
might
considerably
expand
our
markets...
17. Innova.on
-‐
why?
Because
it’s
an
important
prerequisite
for
future
growth!
…ask
McKinsey
&Co
18. Innova.on
-‐
why?
• Expand
market
share
• Expand
exis.ng
markets
• Create
new
markets
• Gain
access
to
other
markets
• Increased
profit
• Reduce
Costs
• Develop,
aNract
and
retain
talent
19. Innova.on
-‐
is
important,
but
fails
anyway!
60%
-‐
of
all
product
development
is
stopped
early
40%
-‐
of
all
new
products,
fail
and
are
withdrawn
from
the
market
75%
-‐
of
investments
in
innova.ons
are
lost
Clayton
Christensen,
The
Innovators
Solu.on
20. Innova.on
-‐
is
important,
but
fails
anyway!
75%
-‐
of
all
investments
in
innova3on
”down
the
drain”
Clayton
Christensen,
The
Innovators
Solu.on
21. Innova.on
-‐
Why
does
it
go
wrong?
• Not
mee.ng
customer
needs
• Lack
of
technological
skills
and
understanding
• Ineffec.ve
implementa.on
• Poor
.ming
• The
culture
does
not
support
innova.on
• Wrong
mo.ves
for
innova.on
22. Innova.on
-‐
Hvordan
undgår
vi
det
går
galt?
“People
don’t
buy
products
they
buy
solu.ons
to
problems”
THEODOR
LEVITT,
1975
23. Innova.on
How
can
we
do
beNer?
• Strategy
–
plan
• Meet
customer
needs
–
ask
• Understand
the
organiza.on,
its
competencies,
capabili.ues
and
culture
-‐
look
• Plan
the
implementa.on
-‐
go
Understand
the
customer
–
and
our
selfs
24. Userdriven
Innova.on
Case:
Emporia
Small
producer
of
mobile
phones.
Develops
and
sells
phones
that
are
ergonomically
well
thought
out
and
are
targeted
towards
older
people
25. Userdriven
Innova.on
Case:
Emporia
How
does
Emperia
meet
the
criteria
for
successful
innova.on?
• Well
defined
strategy
• Insight
and
interest
into
the
customer's
needs
• They
master
the
technology
• They
have
a
good
basis
for
implementa.on
26. Userdriven
Innova.on
Case:
Emporia
The
product:
•
One
buNon
per
func.on
•
Few
basic
func.ons
•
Large
numbers
•
Large
display
•
Large
buNons
27. Userdriven
Innova.on
Case:
Emporia
The
product:
•
One
buNon
per
func.on
•
Few
basic
func.ons
•
Large
numbers
•
Large
display
•
Large
buNons
Consumer insight!
30. Userdriven
Innova.on
Case:
Emporia
NO!
Breakthrough
to
the
target
group!
Incremental
and
dis3nc3ve
on
the
product
side!
31. Userdriven
Innova.on
The
approach
Let
the
market
be
the
founda.on
for
understanding
the
full
process
of
innova.on
-‐
From
idea
to
finished
product
32. Market-‐driven
Innova.on
…myths
•
The
customers
don’t
know
what
they
want…
•
The
customers
can’t
express
their
needs…
•
The
customers
have
needs
they
don’t
know…
…
companys
don’t
know
what
the
customers
want
either!
So
it
can’t
hurt
to
ask…!!
33. Market-‐driven
Innova.on
-‐
Road
map
Plan
Implement
6.
Select,
deselect,
priori3ze
-‐
and
set
in
progress
5.
Brainstorm
innova3ons
that
meets
those
needs
4.
Rate
the
relevance
of
results
for
clients
and
iden3fy
unmet
needs
34. Market-‐driven
Innova.on
…last
comment
There
is
NOT
a
place
in
an
organiza.on
which
can
not
par.cipate
to,
or
with
innova.ons!
Therefore:
Start
to
build
a
innova.ve
culture
through
out
Your
en.re
organiza.on!
36. Resources
…thanks
to:
Google
Theodor
LeviN
Clayton
N.
Christensen
Apple
McKinsey
&
Co
Microsoj
Flickr/Crea.ve
Commons
Machiavelli
Emporia
Tim
isamizdat
Ralph
Bijker
What
I
fight:
"We
can
not
that
..."
”This
is
how
we
always
have
done
..."
”This
is
how
you
do
things
in
this
industry
..."
"There
are
too
many
doing
this
already
...”