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The LAB: Innovating Athletic Shoes with S.I.T. (December 2010)

Published date: December 27, 2010 в 3:00 am

Tags: adidas,athletic footwear,corporate innovation method,Nike,Reebok,SIT

The athletic footwear market is maturing, so it will need sustained innovation to keep growing. “Performance footwear” emerged with the ancient Greeks and has since grown to a $50 billion global industry. Innovations such as vulcanized rubber, high tops, arch support, specialized functions, endorsements, and branding have kept the industry vibrant and growing, especially for the dominant three players: Nike, Adidas, and Reebok. Now it’s crunch time!

For this month’s LAB, we will use the corporate innovation method, S.I.T., to create new athletic shoe concepts. The method works by taking one of the five patterns (subtraction, task unification, division, multiplication, and attribute dependency) and applying it to an existing product or service. This morphs it into a “virtual product,” which is an abstract, ambiguous notion with no clear purpose. We then work backwards (Function Follows Form) to find new and useful benefits or markets for the virtual product.
Here are five innovations created by graduate students at the University of Cincinnati as part of their graded requirements in the innovation tools course.
1. FEET HEAT: Insole of the shoe heats up and keeps the feet of the athlete warm even in extreme conditions. A battery in the sole provides power to a metal plate-heater. Shoe can be connected to regular power-outlets and recharged within minutes. (SIT TOOL: task unification – assigning an additional job to an existing resource)
2. COLOR EX: The color of the fabric changes according to the physiological signs of the athlete (heart rate, lactic acid level). Different colors are designated to different levels of exertion/intensity that the athlete’s body has been enduring. Benefits: allows athletes to see whether they need to work harder or slower. Helps athletes train within a specific performance range. Also alerts coaches, trainers, and teammates as to how hard the athlete is really working. (SIT TOOL: attribute dependency – one feature of the product changes as another feature of the product or the environment changes)
3. SMART SOLE: The surface of the sole adjusts to the type or conditions of the ground to improve performance. As ground conditions change (example: hard wood floor, gravel, wet cement, rocky terrain, grass), the thickness, stickiness, and durometer of the sole adjusts to optimal configurations for that surface. Benefit: allows athletes in sports that cross over different surfaces to perform better. (SIT TOOL: attribute dependency – one feature of the product changes as another feature of the product or the environment changes)

4. STRENGTH PRO: Holes in the soles allow athletes to add various sized weights to the shoe. Weights can be exchanged or completely removed. Training device to increase stamina, speed, endurance, strength, and vertical leaps. Weight is easily removed so that the shoe can be used regularly (same shoe for practice and competition). Weights can be quickly increased or decreased based on workout purpose and individual needs. (SIT TOOL: task unification – assigning an additional job to an existing resource)

5. INVERTED SPIKES: The spikes of the shoe are inverted into the bottom into the athletes foot. The spikes are softned and dulled so as to provide a message therapy as the athlete moves. Benefit: improves foot circulation, endurance, and comfort. (SIT TOOL: multiplication – copying a component and changing it in some way such as size, location, etc)

Innovation and Humor

Published date: December 20, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: corporate innovation method,edward de bono,innovation patterns,templates

A church needed a new bell ringer. When a man with no arms applied for the job, the doubting priest asked, “Can you ring the bell?” The applicant climbed the bell tower, took a running start, and plowed his face into the bell producing a beautiful tone. He suddenly slipped, fell to the ground, and died. The crowd of onlookers asked the priest, “Do you know this man?” The priest replied, “No. But his face rings a bell.”

If you are like most people, you laugh at jokes at their very end, not the beginning. Why? Because jokes make sense only in hindsight after we hear the proverbial “punch line.” We have no context to start laughing at the start of the joke. But once we hear the final line, our mind works its way backwards to make sense of it. We laugh.

So it is with innovation. An abstract concept remains abstract until our mind works backwards to make sense of it. Only then do we see the value. Edward de Bono describes this phenomena in his new book, Think! Before It’s Too Late. As de Bono puts it, “All creative ideas will be logical in hindsight.”

For the innovation practitioner, this ability to automate our thinking and “see value in hindsight” is a crucial skill, one that can be trained and learned by anyone. It can be strengthened and perfected with practice. Once we develop an inate ability to see value in hindsight, the practitioner needs to develop a way to create the abstractions. That is where the use of innovation patterns comes in. Five simple patterns – subtraction, task unification, division, multiplication, and attribute dependency – guide us to create abstract concepts. They help us innovate systematically, on demand.

What is unique about these patterns is that they have emerged from products already deemed innovative. They do not rely on random generators. They do not rely on special cognitive abilities of individuals. They do not rely on unique insights gained from customers. The patterns act like a cognitive prosthetic that creates the abstractions for you. All you need to do then is “see the value in hindsight” just as you do with a good joke.

The church continued searching for a bell ringer. Another man applied – the twin brother of the man who died. The priest asked, “Can you ring the bell?” The applicant climbed the bell tower as his brother had done and ran straight at the bell. He suddenly slipped, fell to the ground and died, almost in the same spot. Stunned onlookers asked the priest, “Do you know THIS man?”
“No, but he’s a dead ringer for his brother.”

Drew Boyd on Innovation Management

Published date: December 13, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: innovation evangelist,Innovation Management,karin wall

Innovation Management is an online magazine offering best practice and inspiration to innovation management practitioners. It sources and provides articles in collaboration with experts in the field of innovation management from leading business schools, companies and universities worldwide. The online magazine seeks to be the best source of best practice for innovation management practitioners.

Here is the text of my recent interview with co-founder and chief editor, Karin Wall.

What is innovation management to you?

Innovation management is three things: 1. Creating innovation competencies, 2. Allocating resources to innovation projects, and 3. Managing an innovation pipeline from idea to market launch. I believe many people focus too much on the last two and not enough on creating the skills and talent needed for innovation. Leadership teams must take the responsibility for training and development, recruitment, and reward systems that elevate the innovation competency of the firm.

What’s the most satisfying part in your job?

I enjoy seeing people’s reaction to learning innovation. I love it when they create their first idea using a structured process. They get a big grin on their face. It is very gratifying when my students “get it” and see how this ability to innovate will make them an enormous resource to any company that hires them.

And the most frustrating parts?

When people learn the skills of innovation, they face their next big challenge – how do I convince my boss to use this method on a regular basis? How do I persuade the organization to see innovation as a systematic process? It is frustrating to see students frustrated. So we train additional skills of influence and organizational alignment. We try to create “innovation evangelists.”

What’s your next big challenge

My next big challenge is getting the word out on what works and what doesn’t work in innovation. I taught innovation to a group representing five multinational companies recently. They were convinced that the method (based on patterns) works and can be used in a variety of ways. But one of the participants asked, “Why am just hearing about this now?” That is a good question, and more needs to be done to make people see innovation as a set of skills that can be taught and learned by anyone.

Innovation in Practice: Three Years and Counting!

Published date: December 6, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: corporate innovation method,SIT,university of cincinnati

Today marks the third anniversary of Innovation in Practice. I am happy to say I see no end in sight. Blogging is the ultimate truth serum: it helps you discover what you know, how you learn, and how you connect to a community of fellow bloggers. I use this blog to test my ideas, develop new ideas, and practice what I preach. I appreciate all of you who read this blog, and I encourage you to reach out to me. I welcome ways to improve the blog and I would love to hear topics you want me to focus on.

The themes of this blog are:

Innovation is a skill, not a gift. It can be learned like any other skill such as marketing, leadership, or playing the guitar. To be an innovator, learn a method. Teach others.
Innovation is a two-way phenomena. We can start with a problem and innovate solutions. Or we can generate hypothetical solutions and explore problems that they solve. To be a great innovator, you need to be a two-way innovator.
Innovation must be linked to strategy. Innovation for innovation’s sake doesn’t matter. Innovation that is guided by strategy or helps guide strategy yields the most opportunity for corporate growth.
The corporate perspective, where innovation is practiced day-to-day, is what must be understood and kept at the center of attention. How the corporate practitioner views the academic community, the consulting community, and the research community is where we will find best practices. This is where truth is separated from hype.

2010 Highlights

I became a full-time academic after retiring from Johnson & Johnson in May. This frees up a lot of time to do the writing, consulting, and research in innovation that I have always wanted to do. Even though I’m in academia, the blog’s focus will remain “The Corporate Perspective” because this is where I believe innovation has to be ignited to drive economic growth. Academics teach, and practitioners do.
The LAB series continues to push me to innovate in new ways. This year, I innovated the Blackberry, the game of baseball, website design, retail selling, Legos, service models, water access, party planning, an aquarium, wedding invitations, and the iPad.

2011 Focus

New Audiences: I want to expose innovation methods to kids, seniors citizens, people with disabilities…anyone who wants to make a difference with innovation.
New Relationships: I look forward to strengthening my ties to some very special people including Jacob Goldenberg, Amnon Levav, Yoni Stern, and the entire team at S.I.T.. Also, Christie Nordhielm and Marta Dapena-Baron at Big Picture Partners, Bob Cialdini at Influence at Work, Yury Boshyk at Global Executive Learning Network, and the team at the Washington Speakers Bureau. I look forward to new projects with Mark Adkins at PDMA and Randy Rossi at Bally Design. All good stuff.
New Colleagues: Special thanks to the UC marketing faculty (Karen, Chris, Fritz, Dave, James, Frank, Bob, Inigo, Norm, Jane, Raj, Constantine, and Ric).

Drew

Crowdsourcing and the Task Unification Tool

Published date: November 29, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: crowdcaching,crowdsourcing,open innovation,SIT,task unification

Crowdsourcing has a crowd of critics. Crowdsourcing is the notion of distributed problem-solving where problems are broadcast to large groups of solvers in the form of an open call for solutions. The belief is that the “wisdom of the crowd” yields superior results over what individuals can do. The use of the term has spread to just about any activity that involves groups of people tackling an issue.

The critics have a point. Crowdsourcing seems to be an old story retold a new way. The idea of collaborating with others is not new. The idea of reaching out to thousands to gain insights about a problem is not new either. Here are two examples held out as crowdsourcing best practices that make the point. A Catholic church in Germany launched an online open idea competition. On the competition platform, young people are encouraged to submit their ideas about what they would like to change at the Catholic Church.

That is not crowdsourcing. That is market research.

Here is another. CreateMyTattoo connects customers with a community of 700 tattoo artists who compete to design the perfect custom tattoo. Customers see several variations of their tattoo idea and provide feedback to the artists during the contest. The site guarantees at least ten unique custom tattoo designs or your money back!

That is not crowdsourcing. That is competitive bidding.

Here is a better example that starts to move in the right direction. DHL, a courier company, is testing a way to use city residents to deliver packages along the route as they go about their daily travel. The programs is called “bring.BUDDY,” and it hopes to reduce road congestion and DHL’s carbon emissions. Participants use a smartphone app to specify their travel. An alert is sent to them of any package that needs to be delivered along their route. In return, the participants receive points which they can redeem at local stores.

This is novel. But DHL could go further with the concept. What else do people know or do (explicitly or tacitly) that DHL could use to improve operations, reduce cost, or increase revenue? For example, what if DHL had a way to know what delivery routes are optimal based on information fed to it by customers (through cellular technology)? What if the crowd could identify open parking spots, report packages that need picked up, or spot activities that might demand the use of courier delivery?

There is a better way to leverage the crowd. Rather than “source” the crowd for their explicit ideas, we “cache” their tacit, day-to-day routines to detect patterns and insights. In “crowdcaching,” people don’t know that they are contributing their small, incremental movements and decisions to a larger pool. It is like digital ethnography. We collect large samples of tiny decisions to “bootstrap” our insights and decisions.

Innovation Sighting: New World Order with Attribute Dependency

Published date: November 22, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: attribute dependency,corporate innovation method,patterns,SIT

One way to develop stronger innovation skills is to practice pattern recognition…seeing an inherent pattern used to create innovative products and services. Pattern recognition "builds innovation muscle" and makes you more adept at applying patterns to other products and services. Here is an interesting example that uses the S.I.T. pattern called Attribute Dependency. This pattern creates new (or breaks existing) dependencies between attributes of a product or service. It can also create dependencies between attributes of the product or service and its external environment.

Do you see the Attribute Dependency pattern in this map?

This "new world order" map creates a dependency between a country's population size and its land mass. By correlating the two attributes, countries are located where their population is best matched to physical area. Take a moment to study it. It is worth the look.

While the map is interesting, one might question its value. It is hypothetical as no country is going to move its population to another location. If one defines innovation as NEW, USEFUL, and SURPRISING ("Gee, I never would have thought of that."), the map meets two out of three criteria.

To make it truly innovative, we use "Function Follows Form" and envision potential benefits of such a map. We take the form of the map as is, and we hypothesize new functions it can perform. Here are some potential uses:

1. Training Tool: I can imagine using this in my innovation course as a way to demonstrate Attribute Dependency. Rather than just show students this map, however, I would have them take an original world map and apply the pattern in a disciplined way. They might come up with this same configuration, but it is more likely they will create their own, even more novel "new world order." After the exercise, I would share this map as a way to reinforce the idea.

2. Research Tool: Perhaps this map could be used in political science research to see what it says about countries and their policies. Is there a difference between countries that have different population densities in terms of their economies, politics, and social norms? How would things change if their population density was normalized to the rest of the world?

3. Foreign Policy Tool: Perhaps this map could suggest new strategies for conducting foreign policy. What if Mexico and Iran really were next to each other? What would it do to each country in terms of trade or conflict? What if Germany had a lot of the oil-producing region? Would oil be distributed more equitably?

4. Trend Spotting Tool: Perhaps the map could help suggest new trends in cooperation and conflict. If India and the United States shared a border, what would the new relationship look like, and is it likely this could occur? What new languages might emerge in certain regions given the new locations. How would religion change?

5. Corporate Strategy Tool: Could this map suggest modifications to other types of maps that would help companies see new strategic opportunities? For example, what if a company created a different map of its customer's locations based on some attribute such as "cost to serve" or "future growth potential." Perhaps it would suggest new ways to service customers or target new customers.

Marketing Innovation: The Inversion Tool

Published date: November 15, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: advertising tools,cracking the ad code,goldenberg,templates

Creating innovative TV commercials is more effective when using patterns embedded in other innovative commercials. Professor Jacob Goldenberg and his colleagues discovered that 89% of 200 award winning ads fall into a few simple, well-defined design structures. Their latest book, "Cracking the Ad Code," defines eight of these structures and provides a step-by-step approach to use them.

Here are the eight tools:
   1. Unification
   2. Activation
   3. Metaphor
   4. Subtraction
   5. Extreme Consequence
   6. Absurd Alternative
   7. Inversion
   8. Extreme Effort

The Inversion Tool conveys what would happen if you didn’t have the product…in an extreme way. It show the benefits “lost” by not using the product. While it produces memorable commercials, it should be used only when the brand and its benefits are understood by the viewer.

To use the Inversion Tool, start with the components of the brand promise. Take each one away one at a time and envision in what ways the consumer would be affected…in an extreme way…if it did not have this aspect of the promise.

Here are two examples of the Inversion Tool:

The LAB: Innovating the Blackberry with S.I.T. (November 2010)

Published date: November 8, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: Blackberry,corporate innovation method,Droid,iphone,RIM,SIT,task unification

Blackberry is taking a shellacking from iPhone and Android. It’s market share has declined 4% in four months. Why? The company drifted from a strategy built around its core competency and is frantically chasing its app-crazed competitors. Though Blackberry defined the smart phone category, it will lose its lead unless it changes.

Blackberry needs innovation. This month’s LAB outlines an approach for using the corporate innovation method, S.I.T., to Blackberry. The focus is how to disrupt iPhone and Droid and re-assert dominance in the smart phone category.

The first step is to pick the core benefit that Blackberry can lead with. Using the Big Picture marketing framework, we need to identify a “dynamic variable” that is tied directly to RIM’s core competency – secure communications. Blackberry uses powerful codes to encrypt messages as they travel between a BlackBerry server and the BlackBerry device. All BlackBerry traffic runs through RIM data centers and servers which encrypt and unscramble messages. The iPhone and Droid communicate directly with ordinary email servers – unsecured.

My recommendation is to compete on privacy (NOT security which is more of the “how,” not the “why”). Blackberry cannot compete with iPhone and Droid on functionality (apps) and design. Instead, it needs to raise the Importance and Perception of privacy in the minds of the market. Privacy is highly desired by people and organizations, and Blackberry is the only technology that can do many functions securely. The trick is to extend the idea of privacy management beyond just emailing. Blackberry wants to convince the market that privacy is more important than apps and desgin.

Characteristics of Future Innovations

Published date: November 1, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: corporate innovation method,future innovation,innovation template,SIT,tools

What big innovation do you expect within 10 years? My crystal ball is no better than others. Rather than predict innovations, I predict what characteristics they will have and how they might be invented.

1. Mobility: Future products will incorporate some degree of mobility and integration into the mobile lifestyle. Smart phones fuel this. But mobility is not all about communications. Future products will take advantage of the data created by people as they move through their day. The innovation templates, Task Unification and Attribute Dependency, are excellent tools for identifying these opportunities.

An MIT team is researching the feasibility of using cell phones as a unique tool to identify any emerging disease outbreaks. The team, led by Anmol Madan, said that a disease changes the mobility pattern of a cell phone user and by developing a software that tracked movements, phone calls and text messages of 70 students who were also daily surveyed for their health, the software was able to identify those suffering from an ailment. Students who came down with a fever or full-blown flu tended to move around less and make fewer calls late at night and early in the morning. When Madan trained software to hunt for this signature in the cellphone data, a daily check correctly identified flu victims 90 per cent of the time. Public health officials could also use the technique to spot emerging outbreaks of illness ahead of conventional detection systems, which today rely on reports from doctors and virus-testing labs. Similar experiments in larger groups and in different communities will have to be done first though.

Innovation Sighting: Innovating Political Elections with Division

Published date: October 25, 2010 в 3:00 am

Written by: boydadmin

Category: Uncategorized

Tags: division template,elections,innovation sighting,SIT,voting

The Division template of the corporate innovation method, S.I.T., works by listing the components of the product or service, then dividing out a component either physically, functionally, or by preserving the characteristics of the whole. Here is a unique example of the Division template with political elections. This idea comes from innovation consultant, Lauchlan Mackinnon, in his blog, Think Differently!!.

“Political parties may say or do ‘anything’ to get elected. They will make alliances of convenience with powerful interests such as the media, big business, or unions, and they will take populist poll driven positions (which is not necessarily bad in itself in a democratic system). When a party gets elected however, it is not always the best person for the job who fills any role: it is a complex allocation system that balances party relationships and internal politics with the capabilities and contributions of members to fill the leadership roles.

My proposition is simple: what if we could split western democratic elections in to two phases or stages: a first election about the ideas and directions for the next term in government – the goals and aspirations that the people want the government to fulfill. Then run a second and completely independent election to determine the best people to fill those specific roles. Thus for example a democratic population could vote in not only the directions that are appropriate, for example health reform or financial reform, but they can also then call for suitable candidates to lead each portfolio and vote in specific people with appropriate backgrounds (for example in health reform or financial reform) to lead those portfolios and the implementation of those changes. A professor of health administration or economics or business administration or someone with deep industry experience in those areas would then have a much better chance of being selected than in our current system. And perhaps also we could focus each individual representing the country on serving the country and the world, rather than any party system.”

To extend this idea further, imagine “dividing” the political candidate out from their constituency and territory. Voters from another area would choose a candidate knowing they would not have to live with the results. After listening to the campaign promises, they elect a candidate based on issues that do not affect them. The benefit would be these voters can be more objective and not take into consideration territorial factors.

Another division observable in the U.S. midterm elections is separating the candidate from their party affiliation. Many campaign advertisements leave the political party out so voters pick candidates on the merits of their case rather than through party biases.

“Preserving” division divides the product or service into many smaller versions, each preserving characteristics of the whole. In this example, imagine voters had 100 votes instead of one. They could distribute votes to more than one candidate as a way to express preference on the issues. For example, if they liked a candidate from one party yet still liked some aspects of the other candidate, they might cast their 100 votes with a 70-30 split.

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