Innovate On Purpose

I was dealing with a client recently where there’s a real, palpable disconnect between the product managers and the executive team. The product managers believe more development is necessary – not simply more services, but more expansive advancement. They would like to go after new categories, offer new features and create new to the world products dramatically. In addition, they may be thinking about expanding the definition of innovation to encompass services, experiences, and business models.

The professional team, on the other hands, is concerned about profitability, efficiency, and effectiveness. They need innovation, however they want to know why more innovation is to be able. And if more invention is to be able, how come that new advancement has to include new to the world products and/or new services or business models.

  • Potentially enable making areas required per business
  • How can our organizations and programs improve quality of life for folks and areas
  • Equipment lease or rent
  • 2013 city property tax bill $2,966 $5,424 $6,780
  • Supporting Delivery; Mentoring, Facilitation, Coaching, Training, Uplifting Capability
  • More Descriptive Schematics
  • Believe it is possible

Why do we are in need of more innovation than we did previously, and what pushes are needing us to broaden our description of the innovation? This is an acceptable question perfectly and one we innovators need to have good answers for. As a newly minted MBA in the early 90s, I had been entranced by Porter’s Five Forces model. Basically, it’s a model that examines causes on a business.

The model should help executives in virtually any industry parse the changes and risks and determine replies. The model is as good an accepted place as any to start thinking about the need for more, and different, creativity. Every market has new entrants, and newer entrants and competition are less invested in the way things used to work within the industry or market, and more thinking about disrupting how things work in an industry.

Barriers to admittance are falling in many sectors, leading to new entrants from other industries or geographies and new business owners. These new entrants to offer services, services, and business models that weren’t considered before. Thanks to the internet and a wealth of information on the web, customers have significantly more power far, and more options far, than they had previously, and this is only going to increase over time.

As buyer power increases, firms must counter by offering products and services tailored to the customers’ needs, and providing experience and information that matters. Increasing, because of advances in technology and more efficient trade, there tend to be many more alternatives or substitutes for products than there have been previously, and this truth will continue steadily to increase too.

Find French red wine too expensive? Look no further than Australian Shiraz or Argentine Malbecs. Customer have alternatives and choices, so our services and products must become more differentiated or even more convincing. Old, tired offerings are no longer good enough. One factor that Porter leaves is the speed of change out. The pace of change is accelerating at an ever-increasing rate and leading to discontinuities in the market.

In days gone by, we designed products in the expectation of long product life cycles, hoping for a come back over years or even years. In auto racing, the pack begins and the leaders are just slightly prior to the laggards jointly. As time passes, however, the leaders pull away and begin to lap the laggards, moving further ahead in the race based on speed and agility. This metaphor describes what’s happening in your markets.

Often we hear clients say that they believe they are innovating at the same velocity as their traditional competitors. That’s only one important measurement. Are you presenting new products at the quickness and expectation of the marketplace? Merely matching your traditional competition might mean that you are drafting on one of the laggards, not a leader. What is the pace of change that consumers expect? Are you presenting the range of products and services that align to customer needs and objectives, and are you aware of the services and products offered by new entrants or substitutes to your existing products? Refined shifts become landslides quickly.