Archives par mot-clé : innovation

A Physical space to innovate? A lab In a way

innovation lab

A Lab but more a physical space for innovation. Meaning not necessarily a FabLab but an innovation Lab.

Having an Innovation Lab instead of a FabLab only is much more powerful especially in corporate. It allows also to innovate on several aspect of the business including technical (with some « Fab » possibilities) and business with, just as we do at our Lab’In Lyon, the Business Model Canva and value proposition.

It gives also the possibilities to have « innovative » meeting: one can « relocate » a meeting in house. That’s a powerful way to change the state of mind of participants while staying at home.

At our Lab we have set two spaces that allow us to have on one side meetings, creativity sessions, Design thinking / service design workshop, business innovation sessions ect… and on the other side a FabLab with 3D printing capabilities, electronic mock-up capabilities, IoT and UX/UI prototyping. It gives very good results with a lot of MVP issued already this year, imagined on one side, made on the other one.

Physical space for innovation

 

INNOWEO article on Lab’In Lyon FabLab (in french)

Reshaping Business Model canva facilitation with a card deck

carddeck2

For a couple of months now I am testing the Strategyzer Business Model Design Space card deck.

It is a nicely quality printed car deck to help you make the point on what is going on on your business environment to prepare your business model innovation. It helps to understand the forces that act on your model, uncover trends, weaknesses and opportunities for a new and innovative business model.

This is not a tool to facilitate the business model canva itself but more to make the business model generation more reliable and innovative.

The goal is to map out physically around your business model canva all the forces that act on it. Thus, visually you have a representation of those forces around your business. Just as it is in real life.

The deck itself

Nicely printed on quality paper, it is composed of 5 categories of cards.

cardeck8Each card is a set of questions that one should ask to the group. Each card has a title and a subtitle that allows understanding clearly the meaning and the aim of the card.

 

  1. The “how-to” cards
    Frankly speaking this is most of the time missing in the cards deck one can buy to facilitate workshop (see IDEO design cards). Those 6 cards explains you the goals of the workshop, how to implement it, the materials, the groupe, what outcome should be awaited and what are the possible next steps. Very valuable to start.cardeck3
  1. The “Industry force” family
    Those cards aim to describe what is going on regarding the industry (competitors, new entrants, substitute, stakeholders…cardeck4
  1. The “market force” family
    They address everything related to the market tectonic: issues, demand, segments, costs…

cardeck5

  1. The “Key trends” family
    Technology, regulations, society… are seen herecardeck6
  1. The “Macroeconomic” family
    Those cards will focus more precisely on global market conditions, capital, commodities and resources etc….cardeck7

For each family you have 4 cards on each topic with about 5 questions. Once you have answered all the questions you have a nice overview of the particular topic.

Reshaping the business model canva facilitation

I have used the deck to facilitate 3 pre-workshop so far, mainly for small businesses (as pro bono facilitator). Unfortunately I have no pics of our very funny, very productive WS.

The deck opened my eyes about Business Model canva facilitation. Before I was jumping right ahead into the canva itself, neglecting in a way the entire environment in which the business was done. Even if we were pretending to take it into account, we weren’t. The visual display of the environment that allows the deck helps a lot during the business model making process itself. And some errors can thus be avoided.

Now I use a new process for Business Model Innovation:
process V1

All those workshops can be actually performed sequentially the same day, even during the same workshop. However I think it is important to have them all. I am still wondering if Actual BM workshop should be after the Environment one (please leave a comment if you have a proposition), however, the steps are here.

Having those workshops at different times and locations is of a huge interest and I really advise to do so. It helps people to fully think, aggregate and compile the data and the results of each WS in the meantime. That’s key and provide a lot of value if you plan a 30min “back-to-previous-results” slot at the beginning of the subsequent WS.

As usual, if you plan a Business Model Innovation, be sure that you work in detail and with a lot of care on the composition of the group. This is somehow the most important preparation step.

Any comments? Please feel free to leave a comment below of to contact me: baptiste@innoweo.com / @BaptisteLeSueur

 

No design, No tech products…

 

http://www.gfk.com/PublishingImages/Press/GfK-Infographic-Look-Technology-Countries-Web.jpg

In a recent study, GfK stated that design is one of the primary choice criteria for tech products. 1/3 of buyers says that design and style are an very important in their choice. Only 10% focus on technologies.

26 000 persons have been interviewed for this study which shows interesting differences among countries and ages. One should read the study if developing a B2C products. However, do you think that this is something new? I don’t.

 

Turn your strategy into a sucess: Project Portfolio Management!

 

 

 

 

 

Having your projects serving your strategy and allowing you to reach the global objectives  is a basis for every company. However, we often see corporates which are struggling with unnecessary projects burning cash or not aligned projects consuming resources. this aims to a paradox: One doesn’t have enough money nor workforces to perform the really important projects within the organization.

Selecting the right projects to be done, arbitrating among them regarding to the available resources, budget and so with only one goal, serving the strategy and delivering what needed to succeed, that’s the goal of portfolio management.

Portfolio management has only one goal: ensuring the most out of the available resources with respect to the given strategy. It means identify and promote the most relevant projects, allow the resources, consolidate the forecast, and improve performance while managing the global risk of the portfolio. In that sense, PPM is a key task to be performed within an organization.

I am managing portfolios (mostly of innovative projects but also from operational projects) for more than 5 years now. I have changed portfolios one time and thus have been able to learn a lot about how to apply the good methods to achieve the best performance.

Running a portfolio is not an easy task and is a true management action. Arbitration, killing projects, re-allowing resources are the main task one perform each day.

Running a projects portfolio is the only way to insure that your strategy will be effectively applied by focusing on the awaited results with respect to this high level demand.

But is your company using PPM wisely?I found this infography on  I think it orth the reading.

Wrike.com

Are Companies Using Project Portfolio Management (PPM) Effectively? (#Infographic)

Which country is spending the most on R&D?

 

 

OECD
OECD

I was lucky enough to go through this document about R&D and science within the OECD. An interesting reading for those who want to know more about R&D and Innovation trends with the organisation state members.

Interesting also to see the effort in R&D according to GPD and the international comparison esp. with the US and Japan.

Israel, has we all noted in the start-up world, is pushing hard. In Europe, France and Germany are not on the top position as the Nordic countries lead the field.

How to start an innovation challenge?

INNOVATION CHALLENge

Need to boost your innovation initiative?
Need to deploy an effective way to gather ideas from your community?
Need to energize your team on the innovation side?

You have the idea to run an innovation challenge?

Running such a challenge is not a straight and easy things to do if you want to leverage all results and achieve a good outcome regarding both continuous improvement or disruptive innovation.

What is an Innovation challenge?

An innovation challenge is particular in the way that it has an end (a few weeks), it is focused on a topic and, most important and often forgotten, it is has dedidacted ressources to implement the ideas. The deliverables should be clear and precisely defined (xx ideas implemented…).

In that way, an Innovation Challenge should be run as a project.

Why running an Innovation Challenge?

3 main reasons can lead to an innovation challenge. Otherwise some other tools might be more suitable.

  1. Want to solve  specific problem and need ideas and insights
  2. Want to aware people on a specific subject
  3. Start your innovation initiative by a particular event.

Main steps to run an effective Innovation Challenge

  • Name the project manager
  • Define clear scope, duration and deliverables
  • Determine the topic of the challenge and verify that it is aligned with coprporate concerns and startegy
  • Define the wording of the question
  • Find implementation team, allow ressources
  • Define with mean will be used to set the challenge (dedicated software, sharepoint, email…)
  • Define the targeted peoples who will be able to take part to the challenge
  • Define a powerful and innovative (somehow funny) communication plan
  • Run your challenge.
  • Dont’t forget to clearly set to the audience what you are looking for (ideas? solutions? concepts?…)
  • Keep the power high by communicating regularly and encourage discussion and exchange
  • Review ideas, select the good ones and assign ressources (with a dedicated implematation plan)
  • Communicate the results

Key parameters of success

  1. Run it as a project with all regarding attributes
  2. Management support incl. possiblities to mobilize team, ressources and budget to implement slected ideas.
  3. Have a clear duration, objectives and needs
  4. Encourage engagement and organize events to energize it.

Lessons Learned

I have run more than 10 innovation challenges so far. Most of the last ones have been succes ful with more than 500 ideas submitted and more than 1M€ savings generated. Not speaking about new products under development…
The first ones were a disaster. No problem to say it. I have collected for a 3 months duration 5 ideas for my first challenge… Bad topic, bad communication, unclear problem to solve, too wide subject, not a single good practice. We wanted to do a wonderfull challenge but ended with a too wide and difficult to handle challenge. The employees simply didn’t understand the point.
Hopefully this first fail did not affect the future ones because it stayed relatively unknown and we managed to prove to the community that all means were present for the second one hich have been much more sucessful.

 

What are you main lessons learned for your Innovation Challenge?

 

How to practice Six Sigma and Innovation?

Six Sigma is a disciplined, data-driven approach for process improvement. It delivers quality and offers a set of techniques to improve processes. But is it so rigorous that it stifles innovation? (Source : ProjectManagement.com – Six Sigma and Innovation)

Good question isn’t it?

The « wonderful » world of 6-sigma

6-Sigma is a very powerful tool that helps most of the organisation to perform better by allowing a performance enhancement. Going deep into the processes it definitely eradicate any waste of time or no value adding task. However is the 6-Sigma world so wonderful? (That’s an open question, leave a comment to answer)

The risks within 6-sigma

Of course 6-sigma is risky for innovation because everything seems to be so defined, so controlled that serendipity cannot happen. and serendipity is one root for innovation.

My practice of Innovation in a 6-sigma world

I leave in a 6-sigma world. More than a 6-sigma world actually. How can you innovate when processes, procedures and work instructions are so rigorous? Give the people a bit of fresh air. that’s all about it. define an innovation process that gives people the ability to act by themselves again and try new things. It is that simple. give them a bit of freedom back.

How to leverage 6-sigma to innovate.

I see one particular point where 6-sigma is of interest when speaking about innovation: bottom-up innovation or so-called « collective intelligence ». Those kind of initiative is really often backed by an « idea management system » which nothing but an idea or suggestion box. Frankly speaking this is not innovation the way I define it however it is some kind of, close to continuous improvement. As it is the most process driven tool of the innovation toolset, it is the area where 6-sigma helps the most. I have in my company a suggestion box that my innovation team is running. At the moment we are using 6-sigma tools to make our process more agile. Doing so, we are very focused on simplifying the process and making it clearer, softer, smother. That’s key. And 6-sigma has tools and is a tool for that and nothing else. One has to fight to avoid new or inadapted KPIs….

 

What is your opinion regarding 6-sigma and innovation? Leave a comment and let start to discuss.

 

Most of start-ups fail!

Everybody has in mind the wonderful story of a billion dollars company which started in a garage. Or this start-up sold to a big one for 400 M$. Or even this guy who sold his start-up just two years after founding it for over 100M¤ to a major internet company…

That sounds good right?

Don’t ever forget that these stories are the good ones. Most of start-ups fail. But there is still a myth about that. We all believe that if the start-up fails it is mainly because founders did not work hard enough. This gives us a chance. A chance to believe that if we go for a start-up, if we work hard enough, we will succeed. A kind a start-up dream in a way.

Most of start-ups fails, full of tears, blood and broken dreams. That’s not a question of hard work nor willingness to develop the product. Start-ups are like many other starting companies. If they don’t fond their market, a market that is ready to pay as soon as possible for their products, it’s done.

As Eric Ries said, founding a successful start-up is a process and thus can be taught and learned. However I would say that some chance is also necessary. Chance and method are the key factors. And yes you can fail with the best ever product…

To avoid burning all your cash before having met your clients, those that are willing to pay, the best is to apply the lean principles and to deploy as fast as possible the Build / Test / Learn scheme. Do it fast, as fast as possible and pivot as many times as you think it is necessary. Let your ego on the side of the road. Pivoting shall not be seen as a failure, it is refining your value offer to your client.