Unleashing the power of innovation is not a predictable process, yet the journey of discovery can be strategically planned. Explore how structured exploration can foster an environment conducive to breakthroughs, and why scheduling discovery might be the key to unlocking innovation.
What is innovation?
CEOs are under constant pressure to open up new segments or markets or revenue streams
- They need something uniquely interesting when they enter that new market – a way to differentiate themselves and outflank competitors
- Boards and investors want something that’s a high barrier to entry
- Something really innovative drives a hotter IPO or pricier acquisition
Sound Byte
Let’s not get caught in definitional wars about the word “innovation.” Instead, keep returning to first principles: “we help our users solve real problems and are constantly testing out ways to do that better.”
- And remember that discovery is an uncertain but essential part of building products that matter.
Real Innovation is Hard, Rare, Not Always Obvious
Delighters or exciters go well beyond what the customer might imagine and ask for
- Their absence does nothing to hurt a possible sale, but their presence improves the likelihood of purchase
- We don’t get to decide if something is innovative – the market decides
- Finding something that customers need and don’t know they want and will lead to massive adoption or word of mouth is rare
We can schedule and fund discovery: the intentional, organized, thoughtful, stepwise, interview-based search for real insights
Our ultimate users and buyers get to decide if something is valuable or entertaining or innovative.
- So how do we help our executive teams to see discovery as the path to innovation?
- A concerted effort by Product, Design, Engineering, and Marketing needs to sell executives on the value and uncertainty of discovery.
