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Innovation Tools You Can Use Mulch and Soil Council Annual Meeting Part Two 17 October 2013 New Orleans, LA
Innovation Tools You Can Use Mulch and Soil Council Annual Meeting Part Two 17 October 2013 New Orleans, LA
Engineers +
Actuaries
Source: Doblin Group
Ten Types of Innovation®
Theory
3. Enabling process assembled capabiliWes
4. Core process proprietary processes that add value
Core process
Process Enabling process
2. Networking enterprise’s structure/ value chain
1. Business model how the enterprise makes money
Business model
Finance Networking
6. Product system extended system that surrounds an offering
7. Service how you service your customers
5. Product performance basic features, performance and funcWonality
Product performance
Offering Product system
Service
10. Customer experience how you create an overall experience for customers
8. Channel how you connect your offerings to your customers
9. Brand how you express your offering’s benefit to customers
Channel
Delivery Brand
Customer experience
Ten Types of InnovaWon ®
Source: Doblin Group
1) Diagnostically: to understand your own company’s and industry’s patterns of innovation
2) Analytically: to deconstruct analogous examples of innovation success and failure
3) Creatively: to build multi-faceted innovations that hinder imitation and augment your capabilities
Use the Ten Types of Innovation in three ways:
Channel Brand Customer Experience
Product Performance
Product System
Service Enabling Process
Core Process
Business Model
Networking
DELIVERY OFFERING PROCESS FINANCE
Source: Doblin Group
FINANCE PROCESS OFFERING DELIVERY Business model
Networking Enabling process
Core process
Product performance
Product system
Service Channel Brand Customer experience
FINANCE PROCESS OFFERING DELIVERY Business model
Networking Enabling process
Core process
Product performance
Product system
Service Channel Brand Customer experience
Ten Types of Innovation › How it works
Offering & process
2. Business model
1. User experience
Core competence planning:
Innova(on planning:
Source: Doblin Group
Company Example
The rental car industry was stuck in feature warfare.
FINANCE PROCESS OFFERING DELIVERY Business model
Networking Enabling process
Core process
Product performance
Product system
Service Channel Brand Customer experience
web-‐based travel agent vouchers
rapid pick-‐up, rapid return, cell phones, Never-‐Lost availability
of models fleet
opWmizaWon modeling
travel agents airport
shuttle bus
business travelers
Most compeWWve acWvity in the rental car industry is focused in the middle
* All logos are registered trademarks of their respec(ve companies
Source: Doblin Group
FINANCE PROCESS OFFERING DELIVERY Business model
Networking Enabling process
Core process
Product performance
Product system
Service Channel Brand Customer experience
charge insurers
brings car to you
occasional renters insurers
Enterprise breaks out of the pack.
• Overtook primary players • Targets the occasional renter • Uses the insurance company channel • Brings the car to the renter; avoids airport cost structure
* All logos are registered trademarks of their respec(ve companies
Company Example
Source: Doblin Group
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Reaching the uninsured
41% of California’s uninsured are between 18 and 34. Predominantly male.
Can’t afford it, or just don’t see
the value?
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Health is bigger than the healthcare system
computer
brochure
dictionary pamphlets
WebMD
supplements
gluconutrients
minerals echinacea
kitchen
fruit bowl
soy milk
bed
sleeping bag
bike pool
gym
Odwalla bar
workout clothes
exercise schedule
shower
church
yoga
The Bible
music and TV
Mozart CD
the lake
nature
smile
waiting room
insulin pump
insurance card
my scar
pills
thyroid medicine
Protonix
allergy medication
high cost
my husband
my dog
photographs
telephone
co-workers
my home
my children
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Key findings: Barriers to obtaining insurance
Consumers Health insurance
Comprehension Perceptions Behaviors
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An interesting discovery – vision and dental
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An interesting discovery - parents
• ‘Young invincibles’ often hide their lack of insurance from their parents
• Yet, parents are left to cover the expenses of their children’s uninsured mishaps
63 MONITOR CONFIDENTIAL - COPYRIGHT © 2007 - ALL RIGHTS RESERVED
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Business concept illustrations
65 MONITOR CONFIDENTIAL - COPYRIGHT © 2007 - ALL RIGHTS RESERVED
66 MONITOR CONFIDENTIAL - COPYRIGHT © 2007 - ALL RIGHTS RESERVED
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– 33,000 customers in year one (over 4 times plan)
– >$2M contribution to the bottom line in year one
– Online focus, but many agents use it as well
– Viewed as key strategy during Anthem merger
– $1B business
Results 6 Types
✓ ✓ ✓ ✓ ✓ ✓
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Challenges
• The truck market was expected to shrink significantly
• Increasingly strong competitors were matching F-150’s signature features around power, towing capacity and toughness , making it harder to stand out; there was a growing fear and a sense of urgency for the F150s to maintain their leadership position
• Enormous cost of tooling and setting up manufacturing meant that standard vehicle platforms evolved very slowly, with a single line lasting minimally for several years
• Digital technology was outpacing Ford’s own platform development
Creating a new source of differentiation at Ford
Approach
• Deep, ethnographic research focused not just on the functionality of trucks but more broadly on what productivity means to a core customer set: contractors
• Reframing and identifying platform level opportunity spaces
• Comprehensive illustration and early prototyping, resulting in a system platform
• Arranged and facilitated collaborative partnerships to develop platforms
Moving beyond traditional product performance to grow product leadership in a challenging and decreasing market
FordWorks
From Insights To innovations…
Creating a new source of differentiation at Ford
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From concept visualization To implementation…
Creating a new source of differentiation at Ford
Creating a new source of differentiation at Ford
Solutions
• Launched Ford Work Solutions featuring…
• In-dash computers to help contractors conduct businesses
• Technology-enabled crew management
• RFID system for tool management
• Truck-bed cable-lock system
Impact
• Debuted to critical acclaim after 18 months in development, compared with the average 4-year design-to-launch cycle
• Strategic partnerships allowed Ford to integrate new technologies at a much more rapid pace (significantly accelerated the original timeline for putting informatics into F-series trucks)
• Set a new precedent for doing innovation – customer-driven, innovating in non-traditional areas, small and agile teams
“The F-150 attracted 473,933 buyers this year, making it the No. 1-selling vehicle for 2008--it's been the best-selling vehicle in America for 27 years running.”
Jacqueline Mitchell (Dec 3, 2008)
Integration of new technologies accelerated through strategic partnerships
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
6 Types
✓ ✓✓✓ ✓ ✓
Source: Doblin Group
Time to play: Spot the innovaZon!
Source: Doblin Group
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Dell: innovation assessment
9 Types
✓ ✓ ✓✓X ✓ ✓✓✓ Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Source: Doblin Group
✓
6 Types
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
✓ ✓ ✓✓✓✓
Source: Doblin Group
* All logos are registered trademarks of their respec(ve companies Source: Doblin Group
7 Types
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Source: Doblin Group
✓ ✓✓✓✓✓ ✓
* All logos are registered trademarks of their respec(ve companies Source: Doblin Group
iPod family Third party accessories
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Source: Doblin Group
✓ ✓ ✓✓✓✓ ✓ ✓
Apple integrated music offering…
8 Types
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
Process Finance Offering Delivery
Core process
Enabling process
Business model
Networking
Product performance
Product system
Service
Channel
Brand
Customer experience
8 Types
✓✓ ✓✓✓✓ ✓ ✓
Source: Doblin Group
1) Stretch your ambition—Create what is best for users, even when that is unfamiliar
2) Play chords, not notes—Integrated innovations (4-6 in unison) hinder imitators
3) Use the Types that matter most—Know your user and industry patterns to know where to focus your efforts
To be successful . . .
Discussion: Where is the industry focused across the 10 types of innovation? Your company? Your current projects? Where are your competitors focused? Does this present an opportunity?
