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Accelerating Innovation via Rapid Iterative Learning Sprints · PDF file 11/17/2017 1...

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  • 11/17/2017

    1

    Accelerating Innovation via Rapid Iterative Learning Sprints David Lundahl, Ph.D. President & CEO

    Dolores Oreskovich, Ph.D. Vice President

    InsightsNow, Inc.

    ©2017 InsightsNow, Inc. 1

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    Top Innovation  Challenges

    2

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    Concept Product & Package In‐Market Testing

    Target

    Classical Innovation

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    http://www.innovationmanagement.se/2012/03/19/a‐new‐approach‐to‐manage‐disruptive‐innovation‐in‐an‐environment‐of‐high‐uncertainty/

    Spiral Approach to Innovation

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    Source: https://www.bcgperspectives.com/content/articles/innovation‐growth‐corporate‐venturing‐shifts‐gears‐how‐largest‐companies‐apply‐tools‐innovation/?chapter=3

    Corporate Accelerator/Incubators Growth in Spiral Approaches to Innovation

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    Corporate Accelerators/Incubators Apply a Start Up Business Model to Innovation

    •Start Up Mentality •Design Thinking •Customer Feedback to Inspire, Guide & Validate • “Venture Funding” Rounds Increased $$ with Risk

    • Start Up Round • Seed Round • Alpha and Beta Scaling Rounds • Growth/Commercialization Round

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    What Tools Support 

    ©2017 InsightsNow, Inc. 7

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    “Learning Sprints” to Support Innovation

    • Holistic – Consider the Interaction of Person & Complete  Product/Package/Messaging within the Context of a Moment  of Experience 

    • Behavioral – How to Design Brand, Messaging, Product,  Package and/or Service to Motivate

    • Co‐Learning ‐ Rapid and Iterative Learning with  Customers/Consumers to Inspire, Guide & Validate

    • Focus – On Solving the Consumer/Customer Problem

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    Holistic & Behavioral – Incorporating Moments

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    Slow Thinking

    Rational, Unusual/New, Non-Habitual

    Moments

    Fast Thinking

    Emotional, Routines &

    Rituals, Habitual Moments

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    Different Types of Learning Sprints

    Commercialization

    Start Up

    Research Spending

    Seed Alpha

    Beta

    Iterations of Innovation (Rounds) 

    Immersive & Co‐Creation

    Co‐Design

    In‐Market Validation

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    Case study 1: DESIGN A LINE OF NEW SOUPS

    Learning Sprints  through Co‐Design Early  Stage Translation of a Concept  into Design Elements

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    Design Elements (Product, Package, Advertisement)

    Cues that Signal Benefits or Cues that Signal Benefits or  Penalties

    Functional Benefits Functional Benefits  or Penalties

    Sensorial or Social Benefits Sensorial or Social Benefits  or Penalties

    Emotional Benefits or Emotional Benefits or  Penalties

    Translating Benefits into Design Elements

    Reasons to Believe

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    Behavioral Methodology to Translate

    ©2016 InsightsNow, Inc. 8

    Design  Elements (Sensory  Cues)

    Concept  Exposure (Benefits)

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    “Start Up” Learning Prior to Co‐Design

    Target Consumer & Moment

    Concept to Solve the  Consumer Problem

    The Dynamics of Co‐Design • Clear Objectives – Fluidity in approach • Synthesis

    Rough Protocepts or Wireframes

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    Three Day Co‐Design Study

    Designing

    Inspiring, Guiding & Validating

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    Three Day Co‐Design Study

    4

    Mini CLT (with Select Exit Interviews) Day 3 ‐ Validate

    Debrief with Innovation Team Days 1 and 2 ‐ Inspire and Guide  (Screen & Modify)

    Co‐Design Groups (Qual) • Days 1 and 2 • Prime & Expose • Associate & RecommendInitial & Iterative 

    Design Changes • Research Chefs • Graphics Artists  • Marketers

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    Positive Cues (Signal Benefits) • Strong flavor  • Hero Vegetable • Texture not soft 

    Negative – Avoid Cues (Signal Penalties) • Flavor blend – unbalanced/overpowering

    Understanding Positives & Negatives

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    Translating ‘Balance’ 

    Balance Too Complex

    Too Simple

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    Variety Architecture

    Comfortably Familiar

    ‘Twist’‘Twist’

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    Translating Cues into Technical Attributes ‘Generous’

    Value/Not Skimping Filling

    Generous Amounts  of  Ingredients

    Hearty

    Visual  Cues

    Visual Transparency

    Texture  Cues

    Variety of  Ingredients

    Amount of  Ingredients

    Pleasant Surprise

    Drain Weight Ingredient ratiosColor ranges Thickness  scale

    Number of  Ingredients

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    Sensory Guardrails

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    Color

    Thickness

    Stew Thin

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    Amount  of 

    Ingredients

    Brand Architecture The Product Footprint

    Thickness Generous

    Vibrant

    Hearty

    Homemade

    Delicious

    Footprint Translation: 3 Days (1 month total process)

    Commercialization: 7 months

    Flavor Intensity

    Package

    Color Complexity

    Variety  Architecture

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    Key Outcomes of Co‐Design Learning  Sprints for a New Line of Soups 

    • Six Months Time Savings = Informed Vs. Blind  Accelerated Product Launches 

    • Consumer and Customer Validated that the  Product Itself Conveyed the Concept

    • Market Outcome Met Objectives for Repeat,  Exciting New Platform

    • Method Has Been Integrated into the Front  End of Development Cycles to Improve the  Innovation Process

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    Case study 2 DESIGN a New OTC Drug to Stop Smoking

    Learning Sprints  through Co‐Design  Early Stage Translation of a  Concept into Design  Elements

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    Co‐Design of OTC Products

    Product Efficacy

    Product Placebo Effects

    Interaction of Product Design with Consumer

    Perception Of Efficacy

    Product Design That Signals Benefits

    Active Ingredients That Deliver Benefits

    Context of Moments of Product Use

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    Right Signals for Concept

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    Signals  concept

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    Wrong/Poor Signals for Concept

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    Do Not   Signal  Concept

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    Key Outcomes of Co‐Design Learning Sprints for a  New OTC Product to Stop Smoking

    • Insights and Guidance • Visual and Taste Cues for Tablet Design • Visual Cues for Package Design

    •Benefits Ladder and Design Translation •Sensory Guard Rails •Validation

    • Quantitative Results on Select Designs

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    Co‐Design Learning Sprints

    Summary • Fits with Spiral Innovation Processes • Support Design Thinking • Holistic • Behavioral

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    Learn More … Stop by Our Booth # 708

    [email protected]

    [email protected]

    www.InsightsNow.com

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