Design: Matching Innovation Types to Organizational Capabilities
Nothing new here.
Innovation has driven the explosive growth of the past 200 s.
However, most people still don\'t know what innovation really needs.
What constitutes (1)
Areas of innovation ,(2)
Innovation strategy or (3)
Offering innovative products, services or experiences, and which combination is appropriate for a particular situation of the organization?
Innovation is a purposeful change. The lifeblood of any organization matches its unique internal capabilities (
Driving Factors: Technology)
External demand (Driver: Market
Attract resources to achieve growth.
In the competition and collaboration between organizations in the ecosystem, those organizations that are most adapted to change, survive or even prosper.
In a dynamic environment, the ability to change an organization depends largely on its ability to innovate successfully. (1)
Innovation depends on the environment of the organization, and the organization can decide to innovate in a series of fields.
Key elements of the organization\'s environmental strategy include scalability (
Influence the impact of the organization on the surrounding environment)
And predictability (
How to plan reliably. )
Innovation may include, but is not limited to, business models, new product development, marketing initiatives (
Price, Promotion, location, delivery)
Manufacturing and finance.
In addition, innovation requires effective integration between these areas. (2)
Innovation strategy for each of these areas, organizations can choose the strategy between the two extremes, sustainable strategy (
Optimize business as usual)
A disruptive strategy (
Change the way you do business).
Managing sustainable strategies through investment and associated with low returns and low risk, while managing disruptive strategies through betting, each bet has potential high returns and high risks. (3)
For new product development, designers can contribute on four levels, adding more and more value.
At the lowest level-
Design differentiated products (
Function, modeling, ergonomics. )
Design Assistance in simplifying procedures at level 2 (
Research, conceptualisation, prototype, detail, refinement. )
At the third level, the design helps to create unique internal and external configurations of the event (
Through management and resources).
Finally, at the top-
Design helps create actionable strategies.
Each of these four steps (
Distinction, procedures, coordination, and strategy)
Represents the opportunity from incremental innovation to breakthrough innovation.
The strategy of matching the organization with the environment the organization chooses depends on its culture (
Values, beliefs and attitudes)
Organizational structure (
Relationship and mutual reporting between people)
Internal procedures (
Guidelines and practices on how to accomplish things)
Assets available (cash, real-
Real estate, equipment, goods, etc. ).
The strategy rooted in upper-level capabilities, such as culture, is extremely difficult for competitors to imitate and therefore represents a significant competitive advantage.
On the other hand, relying on the strategy of simply transferring assets is easy to replicate and therefore cannot be defended.
So, where does design work?
The design matches external opportunities with internal capabilities, such as market requirements and technical solutions.
The design must not be carried out by management, industrial designers or engineers;
Anyone can design it individually or as part of the design team.
Innovation and risk of incremental innovation account for 90% of all innovations, and can be taught in many ways.
Opportunities are considered known, and solutions to challenges can be inferred from existing knowledge and tested.
The impact of external factors is predictable, so risk can be managed and financial impact can be estimated.
Incremental innovation is the best cross
A functional collaboration team that follows the prescribed procedures and then produces more meaningful products.
However, this approach has a negative effect on novelty.
Breakthrough Innovation is a completely different animal with unknown or little knowledge of opportunities, elusive challenges and solutions, high risks and unclear returns.
Because there are few breakthroughs in innovation.
, Few people have any experience in the management process.
Breakthrough Innovation often requires a certain type of personal and organizational culture, mostly in startups.
Although breakthrough innovation is more of an art than a science, there are many ways to manage it.
These include \"Dark Horse method\", \"gamification\", \"Lean Startup\" and \"customer discovery \".
\"The ability to create breakthrough innovation requires a deep understanding of multiple areas.
Therefore, the ability of designers to contribute to innovation depends not only on the design expertise, but also on their ability to understand and connect distant users and technical fields.
These areas may include the needs of retirees, age-related ergonomics, and knowledge of rapid prototyping and interface.
It is easy to update the product appearance;
However, making the world a better place requires deep knowledge, hard work and experience.