AIM Archives - Month: December 2019

Problem as given… vs. problem as understood

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During the Vietnam war, the US was still using its cold war approach of “problem as given”… applying prescribed responses for a long list of scenarios. This was a disaster in the face of evolving threats. Now their protocol is “problem as understood”… developing solutions only after the problem is well defined. Is your company using “cold-war innovation,” or does it place a high priority on learning what customers truly want before developing products for them?

More in e-book, Leader’s Guide to B2B Organic Growth

Always separate your divergent and convergent thinking

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In new product development, keep your mind open to all customer needs before converging on your solutions. Your brain works better this way. It’s why we don’t “judge” ideas during brainstorming. It’s why you like digital photography better than film: You take as many shots as you like (diverge) and later pick the best (converge). When it comes to customer needs, take lots of shots so you can focus on the best later.

More in e-book, Reinventing VOC for B2B

Today, barriers to competition look more like invitations to disruption

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Consider disruptors such as Amazon, Uber, Apple and Airbnb. If you make physical products, someone may “Amazon” you by surrounding their product with amazing services based on the internet-of-things and artificial intelligence. That’s just one example. Stop relying on Porter’s Five Forces (e.g. barriers to competition) to protect you, and begin thinking how you can be the disrupter, not the disruptee. Check out these free FutureScenes® trends sheets for idea-starters.

More in FutureScenes sheets at www.futurescenes.com

 

Don’t Confuse Concept Testing With VoC

Concept testing vs VoC

If we bring a prototype to a customer, this is “concept testing.” Something different from  voice of the customer research. But when these become conflated,  we fool ourselves into believing that we’re more customer-centric than we really are. This confusion results from how innovation and new product processes have evolved. In an earlier era, we ... Read More

Are you exploring… or just reading a map?

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Both activities involve movement, but only one lets you get lost for a while so you can see what others have missed. When you develop new products based on sales reports and “validating” your ideas with customers, you’re just map-reading. Put yourself in a position to be amazed by new scenery in customers’ worlds. You’ll need to get comfortable off the beaten path… but you don’t want to go where anything is ‘beaten’ anyway, right?

More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 15)