Archive | July, 2012

Design’s Role in Innovation

26 Jul


Design-led innovation is coming to be seen as one of the faster, more reliable and less risky ways of generating new ideas. Watch IDEO’s Paul Bennett, Professor Roberto Verganti and Design Council member Bonnie Dean explain design’s role in innovation


Innovation Balanced Scorecard (Step1/5): Design your Innovation Strategy Map

25 Jul

The innovation strategy map is the graphical representation of your innovation strategy, the idea behind this tool is to see all the links between the strategic objectives and how are aligned to the ultimate goal of the organization.

It is important to note that prior implementing an innovation scorecard, first the company need to clarify its innovation scope and a time frame. This is a complex task that requires extend research and analysis regarding the company´s future position in the market.

Draw the Innovation Strategy Canvas

When drawing your strategy map have in mind that the BSC it´s divided in four perspectives: financial, customer, internal processes and learning and growth. The financial and customer perspectives contain strategic objectives that are external to the organization, therefore we call them “result oriented. The internal process and learning and growth perspectives are internal to the organization, contain objectives that are within the boundaries of the organization, therefore we can act upon them. The performance in these objectives will determine to results in the two upper perspectives.

Define the Strategic Objectives

The financial perspective should contain an objective that represents the “innovation premium” intended for the company. This perspective should have a balanced number of objectives associated financial outcomes between those ensuring the revenue growth and those promoting cost savings.

The customer perspective conveys the unique and differentiated customer value proposition and associated market outcomes, such as market share and customer loyalty. The customer perspective objectives comprehend the market mix that will lead to the financial outcomes, such as whether our incomes will come from selling new products to our existing customers, new products to new customers, if innovation will detonate new segments or facilitate entry to new geographical markets.

According to Jonash and Donlon in the Balanced Scorecard Report of March – April 2007 state that the internal process perspective contains three key strategic themes: Growth and Innovation Platforms, Portfolio/Pipeline, and Sourcing and Partnering.  In another approach some companies place the objectives that seek to excel at the innovation process from idea management to scaling them to the market.

The learning and growth perspective articulates the employee value proposition and related enablers of innovation success— objectives such as “Build innovation competencies and skills.” This perspective should identify the set of innovation competencies and make sure that are brought to strategic level.

The Leverage Test

Once we have our set of objectives we need to run a test in order to make sure that our innovation strategy map is aligned to the innovation premium. This test consist in taking the growth and costs objectives and walk through the map identifying those objectives that leverage them and their result contributes to the performance of the growth objectives. If we have an objective that does not sustain any of these we should consider deleting it from our map.

Now that we have our strategy map the next step is to work in the design of our set of innovation metrics, more about this in our coming post of this series: Innovation Metrics.

Jesus Mascareno

Product Innovation: Taking Touch Screen Interfaces Into A New Dimension

24 Jul

Tactus Technology is the developer of a new tactile user interface for touch-screen devices. Tactus provides a new dimension of user interface with a fundamentally unique solution: application-controlled, completely transparent physical buttons that rise up from the touch-screen surface on demand. The Tactus Tactile Layer™ panel provides a next-generation user interface with real physical buttons, guidelines, or shapes that rise out of the surface of a touchscreen on demand. The Tactile Layer component is a completely flat, transparent, dynamic layer that sits on top of the touch sensor and display. When triggered, this thin layer deforms and buttons or shapes of a specific height, size and firmness appear on the surface. Users can feel, press down and use these physical buttons just like they would use keys on a keyboard. When they are no longer needed, the buttons recede into the surface and become invisible.

The Tactus panel is the world’s first deformable tactile surface that creates dynamic, stable, physical buttons that users can actually see and feel, in advance of entering data into the device. Covered by more than 22 granted or pending patents, it uses innovative microfluidic technology to create physical buttons that rise and recede to give users the experience of interacting with physical buttons. It allows different pre-configured button arrays such as a QWERTY keyboard, to be raised or lowered. Not just limited to keyboards and on-screen buttons, the tactile technology can also be integrated off-screen, such as on the backside of a device or on a car door panel.


Henry Chesbrough Rethinks the Concept of Open Innovation

23 Jul

Henry Chesbrough, executive director of the Haas Center for Open Innovation, rethinks the concept of open innovation to tackle a new economy. In his new book, Open Services Innovation (Jossey-Bass, January 2011), Chesbrough offers the tools to apply service-focused innovation to avoid what he calls “the commodity trap.” Chesbrough explains,”Innovating in services is the escape route from the commodity trap and a solution for growth, giving firms a significant competitive advantage. As they innovate into the future, companies must think beyond their products and move outside their own four walls to innovate.”
The University of California Berkeley Haas School of Business is one of the world’s leading producers of new ideas and knowledge in all areas of business – which includes the distinction of having two of its faculty members receive the Nobel Prize in Economics over the past 15 years. The school offers six degree-granting programs. Its mission is to develop innovative business leaders – individuals who redefine how we do business by putting new ideas into action, and who do so responsibly. The school’s distinctive culture is defined by four key principles – question the status quo; confidence without attitude; students always; and, beyond yourself.

Eric von Hippel: Lego, User-Centered Innovation

22 Jul

MIT professor of Innovation Eric von Hippel on the impact of empowering your customers to innovate.

GE and the Paradox of Reverse Innovation

22 Jul

Reverse Innovation is any innovation that is adopted first in the developing world. In the past, reverse innovations have been the rare exception to the rule, but the phenomenon is becoming ever more common, and the implications for multinationals are profound. Vijay Govundarajan author of the book Reverse Innovation explains the term he coined.

// Innovation Snack 3

15 Jul

OpenIDEO is a place where people design better, together for social good. It’s an online platform for creative thinkers: the veteran designer and the new guy who just signed on, the critic and the MBA, the active participant and the curious lurker. Together, this makes up the creative guts of OpenIDEO.


To become a place where good ideas gain momentum, OpenIDEO depends on participation — your inspirations, his comments, her concepts, our design process. It’s these efforts, these big and small moments of sharing and collaboration, that make this platform a dynamic resource for tackling significant global challenges.



Principles of the OpenIDEO Community

Principle #1: Inclusive

Recognize and enable all levels of participation from different disciplines. It’s about allowing anyone to contribute to the creative process. Whether it’s a great insight, a beautiful sketch, an encouraging build, or a few words of praise, the platform allows everyone to take part in and feel as if they are a part of the process.


Principle #2: Community-centered
Remember the core strengths of the community and play to them. OpenIDEO is meant to foster a strong, vibrant, lively community that thrives on inspiration — and that we all trust will make a difference. Focusing on this community and its activities is essential.


Principle #3: Collaborative
Promote teamwork among individuals and teams by recognizing the many roles that are crucial to each step of the design process. Always choose collaboration over competition, and create an atmosphere for building on one another’s ideas.


Principle #4: Optimistic
Stay optimistic! You never know when a wild idea might enable others to get closer to a viable solution.


Principle #5: Always in Beta
Design for continuous improvement and iteration and scale deliberately. That goes for the community, the platform, and these principles. To this end, please email your suggestions for making OpenIDEO better.