Don’t cut in what is differentiating When we face a hostile environment due to economic difficulties or constraints and with many generalized complaints, we tend to look for a savior that brings some hope for a bright future. Nowadays, the rescuers are called entrepreneurs, or young people with talent. Although they are not certainly the […]
Don’t cut in what is differentiating
When we face a hostile environment due to economic difficulties or constraints and with many generalized complaints, we tend to look for a savior that brings some hope for a bright future.
Nowadays, the rescuers are called entrepreneurs, or young people with talent. Although they are not certainly the only able to construct the difference they are certainly in large numbers.
For these people ideas bounce as capsules of soft drinks between smiles and will to win but often this joy is suddenly destroyed or questioned because some questions were not made.
What happens is that an idea is not the economic model and to have some idea of how the economy that is being proposed will define the initiative for the future profitability can help keep this smile.
To think about the business model at the beginning means not make sacrifices later.
Our business model is in line with the interests of the parties involved?
Has anyone tried to do what we want to do?
When we try to understand why others fail we may be building a difference. We can also learn from the mistakes of others to build something solid and sustainable rather than just look at the success stories or best practices.
Here are some reasons, given by Idris Mootee, why so many innovative initiatives fail:
-“The innovative new products are not shown in the right user context thus creating a misunderstanding of the applications
-The new technologies behind the innovative product are not linked to an exciting and worthwhile market opportunity or are too niche…
-The core functions of the innovative new products cannot support themselves as stand alone products and only work as features.
-The promised performance of the innovative new product does not materialize and does not provide enough customer value
-The innovative new products were distributed through the wrong channel and compromise the value propositions
-The expectation of consumers adopting the new products is over estimated…”
Associated with these errors is also a flaw that is beginning to be apparent in people who want to take their ideas to the market following the steps frequently spoken.
“In the pursuit of a minimum viable product (MVP), we’ve seen that it’s important to evaluate early the critical components that will differentiate an offer from competition and make a product truly viable.”
Our innovative proposals to solve problems, are they product or business, should not result of the escape from difficult problems and should be tested through prototypes in such a way that we can avoid all potential failures pointed behind.
This leads us to a search for several possible directions, keeping a unit, and not allowing a single choice to impede any work done.
Prototypes allow us to reconcile feeling and function of a project at a stage prior to the decision on the risks of the project. Prototyping is extremely useful not only in the design of products and services but also in the business model.
Inside an organization when we admit the possibility of prototyping before the decision to implement a new concept of business in undeveloped spaces we create conditions to show decision makers what anyone else is doing but could be done and what are the new possibilities and the hidden surprises.
The prototypes should be quick to be effective and for that new ideas which may arise are validated and can provide a valued interaction.
The prototypes are used to express an idea to somebody and since this idea was conveyed the prototype fulfilled part of its raison d’être but there is always a learning environment that should not be ignored.
The prototypes should demonstrate all interactions of the project so that relevant actions are identified and with possibility to create risk factors in considering in decision-making.
To build a prototype of a business model:
-Make an sketch of your business model using your preferred methodology.
-Add pictures or images for a preview and easier understanding.
-Test the viability of your ideas with a simple report of possible risks.
The prototype helps us to explore various scenarios and stress test the feasibility and profitability of the business intended. It is important, however, that it force us to call for the arena, methodically, all our assumptions.
Do you want to comment?
Doing! I don’t know if they agree with me or not! Only after they read this article I will know. They are the five people (myself included) who entered in GSJ11 Lisbon as an “expert” and all left it as “T” shaped persons. The “T” represents a person with skills developed in a given (specific) […]
I don’t know if they agree with me or not! Only after they read this article I will know.
They are the five people (myself included) who entered in GSJ11 Lisbon as an “expert” and all left it as “T” shaped persons.
The “T” represents a person with skills developed in a given (specific) area (vertical part) to what they add acquired skills in the development of work (horizontal part).
The big difference between an expert and a person shaped “T” is the ability to touch the fringes of the knowledge of another interlocutor. A specialist usually only develops cooperation with someone who speaks his language while a particular “T” has easily contact points in other areas than their specialty.
If we, in our work during the 48 hours that we were together, did not look, in a empathetic way, for understanding the intentions and desires of each one we would come to an end with a summation of opinions. Instead we contact all horizontal competencies and develop when necessary our vertical profile.
This way we conclude that the whole is greater than the sum of its parts!
If I want to deliver a service with meaning for the user I have to set very well the theme that’ll work and opportunities to do so.
That, I can make defining the journey which he will have to do and what need will satisfy and the emotional experiences that I try to print without ever losing sight of the whole experience, this is the service.
I’ll deliver the tangible and the intangible results of concepts that I created jointly with other people from other disciplines.
And for all this happened, it was necessary to create engagement with the co-creators, create prototypes and storytelling to finally be able to validate.
The importance of storytelling and the prototype as part of our work was manifest in the presentation of the service, which took place yesterday in SDD Lisbon.
And why I think behind all this was Design Thinking?
– Because we were able to embrace constraints.
Designers work with constraints (time, budget, location, materials). Identify their limitations and do not create the perfect solution, but the best solution, given the constraints.
– Because we take a risk.
Designers are comfortable with the notion that could be wrong, but experience and try new approaches.
– Because we do not care to ask questions.
Designers make numerous questions that can lead to the question of law – which will lead to the correct answer.
– Because we believe that it is not a question of tools, it is about ideas.
Designers from diverse areas spend much time away from tools like “new technology”, using paper and pencil to sketch their ideas.
And therefore we were able, and I believe, to do something that not only has meaning as it is desirable, feasible and economically viable!
Do you want to comment?
- Transforming a Manager into a Leader with a Design Thinking Mindset
- Interdisciplinarity and data science on the road to innovation
- They are not analog, they are not digital … they are people!
- Shake up cognitive dissonance and embrace innovation
- Tacit knowledge is a trigger and a lever for innovation! Is it true?
TagsAnalyses and intuition Art and innovation Ask questions Assumptions and innovation Behavior and innovation Behavior change Business model Business models Collaboration and innovation Connections and creativity Create value Creativity and diversity Creativity and empathy Creativity and sustainability Critical thinking Designthinking Design thinking and business Diversity and creativity Diversity and Innovation Emotional experiences Empathy and innovation Evaluation of ideas Innovation and Human Resources Innovation and Management Innovation and networks Innovation and observation Innovation and possibilities Innovation and trust Innovation Culture Inovattion Institute for the Future Interception of ideas Intuitive thinking Making decisions Marty Neumeir Motivation and collaboration Open Innovation Services Passion and creativity Protoypes Resistance to change Rethinking options Simplicity and innovation Time and creativity values and innovation White space
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- February 2016
- March 2014
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011