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InnovationThe story of the process of a process in 3 parts

Seed, Prototype, & Incubation

James HaliburtonConcept Lead & Head of Innovation @ TAT

but first...

TAT – THE ASTONISHING TRIBE

Founded in Sweden 2002• 150 employees

Presence• Offices in Korea, Sweden and USA• Macnica Networks, partner in Japan

Customers• Working with leading mobile OEM:s, leading operators, automotive

segment and internet suppliers• Some offical customers are Samsung, Sony Ericsson, Motorola, S60,

Google, T-Mobile and Orange.

Proven technology • Installed base >250 million devices worldwide• This year in >10% of all mobile phones• and 20% of all touchscreen mobile phones

Long track-record within UIs• Been in the UI Business since the first colour displays

Design ♥ Technology

TAT – OFFERING OVERVIEW

TAT Products TAT Services

Design Concept

PrototypeOffering

Expert Services

TechnologyEvaluation

Product Support

TAT Academy

Design Concept

PrototypeOffering

Expert Services

ProfessionalServices

We can take a project from start to final implementation

Iterative UI Development in close co-operation with customer

UI Design of an entire device

Expert services within specific areas

TAT Design Offer

Part 1 SEEDING- fall ’07

The good ole days

Innovation is a buzz word.Easy to talk about and easy to understand importance But so difficult to do.

Startups and others with nothing to lose are innovative and create things from thin air, but big corporations and established bodies struggle.

Innovation is a hassle!•Insignificant revenue •High Risk•Might even cannibalize on the current products •Lost Focus - time that could be spent on optimizing todays company!

•When the ideas are “young” they are of course immature and not all questions are answered

•Scrutinization often kills the idea. At the same time we know that it is important and that we need to innovate - so what to do?

Acquire•Most common method today•Acquisition of external ideas or innovators•Company a vessel to hold this new idea as well as the old business. Create an “Innovation Department”•Usually named R&D, which is separated both physically, and in terms of organization and what to focus on. This has the mentioned advantages, but also some disadvantages, namely; •the distance focus on business and making money usually.

•Wandering around the corridors with a cup of coffee as if they had all the time in the world.

TAT decided in August 2007 to formalize how we innovate and create an innovation process, because we felt we had done it, but we had lost touch with our roots and were just polishing the current products to shine.

Hampus Jakobsson, one of the founders, got the task at hand and started to find resources both internally and externally to set this up.

I came in shortly after to help establish the process.

Goal: “with minimal investment, create as much value as possible for TAT by finding relevant new products or ideas that would address TAT’s current customers or similar actors needs”.

So not to incrementally improve TAT’s products and not to open up new markets with TAT’s existing products.

What about staffing?

Wild West of mobile.

We got an espresso machine and fueled 3 months of ideas and research

but we also started building a process

TAT Project

Thesis Work

Idea Burst

TAT Individual

External Source

Tenk Process

Incubator

Concept De!nitionPaper PrototypesValue Propostion(s)Scenarios / Use CasesIdentifying ChampionPrototyping Testing Plan

Idea Seeds(!nd idea)

Prototyping(test it)

Incubation(make it)

TAT(deliver it)

lo! protyping testing development/stabaliz

evaluation

Con"uenceIn PersonPaperProject Mgt

First Meeting

Sketching(de!ne idea)

Idea Seeds

Value Proposition Formed

Re-Identify ChampionIs there a NABC?

By-Product ValueRecruitmentPresentationsWorkshopsShared KnowledgePapersExternal Contacts

De!ned ConceptGraduation Review / De!ned NABC

Facilitating Innovation

TITLE:____________________________________________________________

TAGLINE:_________________________________________________________

DESCRIPTION:_____________________________________________________

__________________________________________________________________

NEED/PROBLEM:___________________________________________________

__________________________________________________________________

SCENARIO:________________________________________________________

__________________________________________________________________

PICTURE / STORYBOARD:

BENEFITS DRAWBACKS

COMPETITION / ALTERNATIVES:______________________________________

__________________________________________________________________

WHAT IT!S NOT:____________________________________________________

__________________________________________________________________

Sum up the concept in

an easy to remember

tagline.

Describe your concept.

Is it a service,

application, something

else? Include what it

does, and how it should

be implemented.

Who needs this and

why? Highlight what

problem you are solving.

If possible, give an

example of the concept

in use.

Some concepts are best

described in a sketch or

picture.

List the benefits to the

users, TAT, and/or

customer that this idea

provides.

What are the

drawbacks? Will it be

expensive? Does it take

a long time to use? Will

the user have to learn to

use a new interface?

What do people use

now to solve the

problem? What other

options might they have

in the future?

State what this concept

is definitely not!

idea seed template

IDEA FACILITATIONTransfer your idea to someone else

First questions ...

WHOHOWWHAT

IDEA FACILITATIONTransfer your idea to someone else

First questions ...

WHO (makes it, uses it, sells it)

HOW(to make it, to use it, to sell it)

WHAT(is it, is the point, does it do)

MARKET FIT

PASSION

MARKET FIT

PASSION

MARKET FIT

PASSION

Part 2 PROTOTYPING - spring ’08

Crystalizing the process

NABCneedapproachbenefits:costcompetition/alternatives

MARKET FIT

PASSION

Converging the prototype

This is how “p_disabled” looks. !

“To lower its frequenzy maybe some

graphical design should be made to

ensure users ends up here as little

as possible in this demo.”

Distribution of key presses.

“Maybe this pop-up should disappear

on any click, not just the back button?”

ROLES - The Innovation Relay Race

EntrepreneursIdea SeederIdea ChampionThesis Workers

LeadersProject LeaderProject teamBasket Leader

ManagersWeekly Steering Group (Stakeholders in the idea - sales, marketing, engineers, designers)

Basket Group (Mgt.) - What ideas should we come up with

Product Management

Entrepreneurs -> Leaders ->Managersseeds -> prototypes -> incubation

Process Steering - Heads of innovation

VALUE... we were creating all sorts.Time to deliver.

Part 3 INCUBATING- autumn ‘08

Part 3 INCUBATING- autumn ’08

Or how I learned to love Sales & Marketing

Prototypes to Incubated Products

AnalyticsLIMEPhysics EnginesContent & Services Development...

Sales & Marketing can sell thought leadership and differentiation!

Baskets transformed into sales strategy

Ideas are cheap - give them away and people will give you money to make them

Be Agile in your bandwidth

When times are tough you will have to change roles quickly

Take this time to create a roadmap

The Value of Waiting

Product Management starts to see value

Sketches & Prototypes need the market to catch up

“Market Fit” is the slowest to judge.

Gravity to incremental innovation

Your smart innovative people will be in demand!

Thesis workers -Not just cheap work - Passionate invention!

Open (kind of) Innovation is Important!Partners - Choose partners whose interests align with yours

SUMMARY

Important to sketch & build the process - not copy one

Transfer and record the idea

Market Fit, Technical Feasibility, Consumer Experience& Passion

Have a structure for the relay race

Where other values than products?

Create & Deliver New Value

References & Inspiration

Bill Buxton - Sketching User Experience Innovation (SRI)Agile Software Development