We see three areas where leaders can have a greater negative impact on innovation than positive: 1) organizational friction (travel bans, spending freezes, hiring delays, excessive re-orgs, etc.) that slow innovation to a crawl, 2) spreading too few resources over too many projects so that nothing moves briskly, and 3) short-changing the front-end of innovation, so that a clear picture of customer needs is lacking. Companies pay a heavy price for keeping such leaders in place.
More in article, Accelerate New Product Innovation
New Product Blueprinting's B2B-specific methods provide the inputs for organic growth. Avoid these blunders when executing Step 2, Discovery Interviews. ... Read More
What single new practice can drive your company’s long-term organic growth more than any other? Hint: Few companies do this today, but that’s changing… and someday this will likely be a common practice. The answer: The disciplined use of Market Satisfaction Gaps (MSG) as a required “admission ticket” for entering the costly product development stage. ... Read More
The Oxford Dictionary defines a factoid as an item of unreliable information that is repeated so often it becomes accepted as fact. Too often in product development, what we view as a fact is just a factoid. Its fine to have assumptions, but make sure they don’t dress up as facts. What you think you know is more dangerous than what you know you think.
View video, De-risking Transformational Projects
More than you might think. We asked nearly 400 people who had conducted over 1800 B2B-optimized Discovery interviews. Over half agreed or strongly agreed that they had gained unexpected interviews. Only 14% gained no unexpected information at all. (Most of the 1800+ interviews were in suppliers’ existing markets.)
More in white paper, Guessing at Customer Needs (page 6)
In B2B we can do even better than “understanding” customer needs. We can “model” them. Use customer interviews to understand customers’ key outcomes. But don’t stop there. Ask how they measure these outcomes… and how good is “good enough.” Then create a model so you can test how they’ll react to any product design you imagine.
More in article, B2B Customer Needs: Predict the customer’s experience with modeling
Our research asked B2B professionals what drives profitable, sustainable organic growth. The #1 answer was delivering strong, differentiated value propositions. And the #1 differentiator between the best and worst value-creating companies was superior front end of innovation work (www.whatdrivesb2borganicgrowth.com). The Front End of Innovation – Key Steps There are important front-end steps top-performing companies take to strengthen their value ... Read More
How about knowing their response before they see it? B2B customers are so knowledgeable that you can model their behavior based on what you learn in customer interviews. Prototypes are still worthwhile—for refinement and engagement. But they’re far too expensive and time-consuming if you do them before conducting insightful B2B customer interviews.
More in article, How to model customer needs
We asked how much B2B-optimized interviews impacted teams’ designs for the products they were developing. Five out of six teams said the impact was “great” or “significant.” Hmmm… makes you wonder what those products would have looked like without these interviews. Do you think your new products could be improved this way?
More in white paper, Guessing at Customer Needs (page 2).
In both cases models are used to predict future behavior. Barometric pressure and other data are the “raw material” for weather models. For you, it’s quantitatively measuring key customer outcomes in the front-end of innovation. Your model lets you replicate the customer experience… so you can know with confidence how they’ll react to any of your product designs.
More in article, How to model customer needs (Originally published in B2B Organic Growth newsletter).