© Smart Hammer Innovation Mark Adkins February 23 rd, 2011 Linking Lean with Innovation™ (and...
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Transcript of © Smart Hammer Innovation Mark Adkins February 23 rd, 2011 Linking Lean with Innovation™ (and...
© Smart Hammer Innovation
Mark AdkinsFebruary 23rd, 2011
Linking Lean with Innovation™(and more)
© Smart Hammer Innovation
Today’s Focus & Definition
ProductDevelopment
Diversification
MarketPenetration
Market Development
Current Market
New Product
Current Product
New Market
ProductDevelopment
Market Development
Ansoff Product Market Matrix
© Smart Hammer Innovation
Evolution of the Concept
• A 20 Year Journey
• Both as Practitioner and Consultant
• Dozens of Industrial B2B Companies
• Dozens of Thought Leaders and Collaborators
1. 1993 Stage Gate
2. 1998 Wolfpack
3. 2003 Open Innovation
4. 2007 Lean Thinking
5. 2010 Design Thinking
© Smart Hammer Innovation
1990 First Product Launch
© Smart Hammer Innovation
1993 Stage Gate:Phases and Gates Are the Dominant Design
1 2 4 53
Opportunity Identification
Concept Generation
Concept Evaluation
Development Launch
Business Case
© Smart Hammer Innovation
1993 Stage Gate:Phases and Gates Are the Dominant Design
The “Bible”
Process - Not a Collection of Projects
Discovery – Develop – Deliver
Risk Management
Portfolio Management
© Smart Hammer Innovation
1998 WolfpackCincinnati Machine Wins Outstanding Innovator Award
Wolfpack = “Stage Gate on Steroids”
© Smart Hammer Innovation
1998 WolfpackCincinnati Machine Wins Outstanding Innovator Award
Criteria for receiving the PDMA’s OCI Award:
1. Sustained success in the introduction of new products to the market
2. Significant company growth driven by new product success
3. A defined new product development process accessible to others
4. Unique and innovative characteristics of that organization’s process
Multiple Projects
Integral Part of the Operation
Metrics Based System
Process Tools
Portfolio Management
© Smart Hammer Innovation
2003 Open InnovationThe Product Development Pipeline Becomes Permeable
© Smart Hammer Innovation
2003 Open InnovationThe Product Development Pipeline Becomes Permeable
• What is New?
Outsourced R&D, technology collaboratives and licensing
have been around for years.
1. Prominent “search” practitioners
2. Improved product innovation models
3. Internet based networks –technical and market solutions
• More Ways to Get the Great Idea
• More Ways to Compress Time to Market
• More Efficient Cost Structure
© Smart Hammer Innovation
2003 Lean ThinkingHarley Davidson Defines Swirls & Bins
© Smart Hammer Innovation
2007 Lean ThinkingKnowledge Systems are Fundamental
“Stages & Gates are Evil”
Phases Become Learning Cycles
Set Based Design
Advance Knowledge, Don’t Just Test
Gates Become Pull Events
Built Upon integration Points
The Value of Visual Management
Value Stream Mapping and Oobeya
© Smart Hammer Innovation
2007 Lean ThinkingOhio Funds the Partnership for Lean Innovation
© Smart Hammer Innovation
2010 Design ThinkingBrand & Design Join Engineering & Marketing
BRAND STRATEGY
BRAND STRATEGY
PORTFOLIOPORTFOLIO RESOURCESRESOURCES
BUSINESS LEVEL
Brand – Portfolio – Resources
The Iron Triangle at the Business Level
Risk – Cost – Value
The Iron Triangle at the Project Level
© Smart Hammer Innovation
Brand & Design Ignored by Industrial B2B’s– All Acknowledge a Company Culture But Brand
is Just a Brochure
Martin’s Knowledge Funnel– Mystery/Heuristic/Algorithm = Discover/Develop/Deliver
– Domination of Analytics over Intuitive = Weak Discovery
– Validity and Reliability Must Co-exist = Lean Innovation
You Can’t Consistently Develop Great Products
Without Design & Brand
2010 Design ThinkingThe Knowledge Funnel Meets the NPD Pipeline
© Smart Hammer Innovation
BRAND STRATEGY
BRAND STRATEGY
PORTFOLIOPORTFOLIO RESOURCESRESOURCES
IDEA BUSINESS CASE LAUNCH
DISCOVERYDISCOVERY DEVELOPMENTDEVELOPMENTPROJECTLEVEL
BUSINESSLEVEL
2011 Linking Lean with Innovation™
© Smart Hammer Innovation
Poll Questions
Analyze a product development success.
1. How did it succeed?
2. Why did it succeed?
3. What was the economic impact on your
company?
4. What was the non-economic impact on
your company?