Innovation: Quick and Dirty
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Innovation: The quick and dirty way Pavan Soni Innovation Evangelist and Researcher [email protected] www.pavansoni.com
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Transcript of Innovation: Quick and Dirty
Innovation: The quick and dirty way
Pavan SoniInnovation Evangelist and
Researcher [email protected]
www.pavansoni.com
What’s common?
Who ‘said’, ‘I want this’?
We do no market research. We don’t hire consultants. The only consultants I’ve ever hired in my 10 years is one firm to analyze Gateway’s retail strategy so I would not make some of the same mistakes they made [when launching Apple’s retail stores]. But we never hire consultants, per se. We just want to make great products
Jobs on market research
When is listening to customers useful?
Disruptive innovations!
Invention + Commercialization Innovation
Creativity
Idea + Realization Invention
People
Process Techniques
Let’s dispel the myth!Problem Idea
7Innovation & Creativity: www.PavanSoni.com
Invention ≠ Innovation
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Most Innovative Firms- 2014
Highest R&D spent- 2013
Most patents granted- 2013
VolkswagenSamsung
IntelMicrosoft
RocheNovartisToyota
J&JGoogleMerck
AppleGoogle
Tesla MotorsMicrosoft Samsung
ToyotaBMWGilead
AmazonDaimler
IBMSamsung
CanonSony
LG ElectronicsMicrosoft
ToshibaPanasonic
HitachiGoogle
05/01/2023 Pavan Soni, Innovation EvangelistSource: BCG, Booz & Co., USPTO
70% and go…
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Country cultures
Power distance
Individualism Masculinity Uncertainty avoidance
Pragmatism Indulgence
77
4856
40
51
26
Chart Title
India
Source: Gert HofstedePavan Soni, Innovation Evangelist
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Country cultures- In contrast
Power distance
Individualism Masculinity Uncertainty avoidance
Pragmatism Indulgence
77
4856
40
51
26
80
20
66
30
87
24
40
91
62
46
26
68
35
67 66 65
83
40
India China USA Germany
Pavan Soni, Innovation EvangelistSource: Gert Hofstede
Variance, not mean centric
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Innovation
The Medici Effect
13Great Ideas are born at the Intersection of Disciplines
Linear Growth
Discovering Intersections
I am imagining bringing 100s of people together from different backgrounds and disciplines within a region and have them work together to unleash an explosion of transformational
ideas.- Frans Johansson
Source: Medici Effect
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Look for non-customers
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Non- Customers
Who? Why? How?
Soon to Be
Refusing
Unexplored
Source: Blue Ocean Strategy
Let a million flowers blossom
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We call the projects late and give as much time as possible for these ideas to blossom, as innovation is a very fragile process.
- Douglas Merrill, formerly at Google
Call the shots as late as possible
Multiple Ideas
Project Clusters
State of perpetual crisis
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“We want to beat Sony by 2005!”- Eric Kim, Head of Marketing, Samsung (2001)
“Change everything, except your wife and kids.”- Lee Kun-hee, Chairman, Samsung
Public burning of over 100,000 cordless phones at Samsung Gumi factory on March 9, 1995
Paradoxes that drive Samsung: Size and speed Diversified but specialized Japanese and American management styles combined
Innovation through Bold investments Being the fast
follower Co-opetition Owner-led
transformation
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Enabling improvisation
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Key takeaways
• Innovation is not same as invention• Customers may not always be right• Improvise before you improve• Culture shapes innovation• Hone variance • Look at non-customers• Let a million flowers blossom• Maintain a state of perpetual crisis • Enable improvisation
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