Innovation, Innovation Game

When #Lean isn’t enough – #novel

We all know about Lean. At least most of us do. We need to Lean our processes and organizations. We need to make them more efficient and less wasteful. But the problem is that Lean is only for incremental improvements. Given an existing process, how can we make it 5%, 10% more efficient? But the problem is that many opportunities for business aren’t just about incremental improvements in processes, we need to develop the new opportunities and products. Does Lean help with this? Absolutely not.

So what are we to do?

Novel Innovations

It is all about Innovation Games and Empathy Maps. With these tools and methods we can actually build customer engagement and try to develop Novel Innovations. With Novel Innovation we can discover new innovation that deliver new markets and services. No longer are we talking about 5%-10%. Now we are taking with total green-field opportunities that can offer 100%-200% growth. We are suddenly moved from a discussion of cost cutting to growth.

So how do we move from Lean to Novel? By changing our focus from internal to external. Instead of looking internally on how we can help to improve the internal working, lets look externally and see what the clients actually want and will pay for. No longer can we just look internally, incremental improvements are not enough.

If you aren’t looking at your customers. your competitors are.

I can’t stress this enough. Innovation is not an internal exercise. Many innovation frameworks look internally and discuss how to propose and gather innovation feedback internally. Without the involvement of the client and the building of client empathy, it is an unfocused effort that is not likely to succeed.

Summary

Read Innovation Games. Learn how to build Customer Engagement and Empathy.These methods will highlighted Novel approaches that will change your business and create the next generation of the business.

About Terry Bunio

Terry Bunio is passionate about his work as the Manager of the Project Management Office at the University of Manitoba. Terry oversees the governance on Information Technology projects to make sure the most important projects are being worked on in a consistent and effective way. Terry also provides leadership on the customized Project Methodology that is followed. The Project Methodology is a equal mix of Prince2, Agile, Traditional, and Business Value. Terry strives to bring Brutal Visibility, Eliminating Information islands, Right Sizing Documentation, Promoting Collaboration and Role-Based Non-Consensus, and short Feedback Loops to Minimize Inventory to the Agile Project Management Office. As a fan of pragmatic Agile, Terry always tries to determine if we can deliver value as soon as possible through iterations. As a practical Project Manager, Terry is known to challenge assumptions and strive to strike the balance between the theoretical and real world approaches for both Traditional and Agile approaches. Terry is a fan of AWE (Agile With Estimates), the Green Bay Packers, Winnipeg Jets, and asking why?

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