Introduction
Although invention relates to the creation of good ideas, innovation involves both the creation of ideas and turn them on the market, targeted and economically viable services. Rapid innovation is the art of providing new products and services faster, cheaper and with the implementation of position "less hassle".
Rapid innovation combines three key concepts;
· Have control of what happens in the market, what customers really want (and not just what you think they need) and understanding of competition.
· The adoption of concepts "Concurrent Design 'to remove barriers between teams and avoid the sequential development.
And
· The use of rapid prototyping tools that can quickly prototype products, or simulate new services to help solve problems and questions.
Innovation is to do things differently and is therefore fundamentally different from the improvement that deals with them make things "better." This article explores how organizations can successfully and quickly introduce new sustainable products and services.
Innovation Top Five Anchor
The ability of an organization to innovate successfully can have many benefits. These include profitability, market leader, the brand development and much more. However, there are anchors that slow the ability of an organization to innovate effectively. These anchors can lead to loss of market share, excessive development costs, unexpected performance issues or damage to the brand of the organization. Anchors five major innovation described below.
Innovation Anchor 1: Do not understand the market
It is quite easy to generate hundreds of ideas before breakfast, but ......
· Only one in a hundred ideas will result in a product or service that is viable.
· Only one in a hundred products and services will be developed viable market leaders.
Therefore, a resolution process of these viable ideas for those who are not needed. Viable products and services are those that meet the needs of clients reported or unreported and thus are able to generate an economic return. The classification process creates a funnel where feasible ideas unique ideas emerge.
The key to successfully identify viable ideas is to understand the market in which it operates. This means meeting with potential clients and discuss what they want and understand what services or products you'll be competing with. Unless you do this, you may lose a lot of time and lots of money.
Innovation Anchor 2: failure to cooperate
One of the main problems that occur in the development process is that the activities take place sequentially rather than simultaneously. This creates a virtual waterfall where activities are "thrown over the wall" from one computer to another in a cascade of activity. The fact that considerations of "downstream" are not included in the results each step in a lot of tweaking. The teams have activities to return to a previous step to correct errors, slow progression and significantly increase the cost.
Collaborative development, multidisciplinary teams participation is a key to the concept of concurrent engineering. Teams involving experience while developing taking into account all aspects of the life cycle of the product or service that you can work more than half the delivery time from design to implementation and reduce performance problems a 80% or more.
Innovation Anchor 3: Fault form teams
Having established a development team, it is necessary to form teams to make decisions. Making complex and ill-defined decisions contribute directly to increased delivery times. means train crews defining how they can work within the limits and allowing them to move on.
Innovation Anchor 4: failure to provide effective sponsorship
Development teams will encounter a number of problems and questions. The team's budget will be in danger and complex organizations that the team will have management attention and time 'cry'. The goal of the sponsorship is to keep high-profile development teams on the agenda of management and minimize the management burden placed on teams themselves to stay focused on reaching the market instead of completing reports .
Anchor Innovation 5: Do not use technology effectively
Technology is an important aspect of development, if you develop a new type of product or service. Of course, there is a need for communications via email, but the fifth anchor innovation is more concerned about the effective use of technology to reduce lost time and to share knowledge, such as intranets, webinars and video conferences. It also discusses the use of the technology to shorten the global delivery and the use of simulation tools, rapid prototyping and pilot finalize the design of the final activities of products or services.
By not treating the anchor five innovation in your organization is at risk of increasing 300% development time, more than double all development costs and increase the number of subsequent amendments to the application that occur in more than five times that of a rapid innovation project addressed the five themes. The issue of subsequent modification of the application has a direct impact on the total cost through a shadow following cover design.
The Design shadow
The design of the shade is a concept that explores the rising cost of the changes that occur in the development cycle as time passes. It may be better understood from the following example;
· A change in step / concept specifications can cost about £ 1 do.
· To make the same change to the point that the team are actively involved in the design of product or service, it will increase the cost of £ 10.
· If the change does not happen until then runs prototyping cost increases 100 pounds.
· If changes occur even later during the pre-deployment and testing cost increases to £ 1,000.
• Finally, if the change was not implemented until after the service or product is 'liberated', then the cost increases again to £ 10,000.
Poorly organized development processes that do not adopt the principles of rapid innovation incur five times more changes in implementation stages before and after the rapid innovation projects.
Different types of innovation
Innovation is the production and operation of ideas for the benefit of customers and the organization itself. However, we must recognize that there are different types of innovation that organizations engage. We must also recognize that there is a difference between an innovation that is "new to our world" of those who are "new to our organization." For example, it is possible to develop a new service that your organization has never done before, but that is common throughout the world.
There are two groups of innovative activities.
1. Continuity Innovation-those that do not fundamentally change the market. These are divided into evolutionary and revolutionary innovations
2. Disruptive Innovation that are innovations that create new markets or changing an existing market to make it impossible for competitors operating there.
Now explore both more detail.
Type an innovation: innovation continuity
These are innovations that do not fundamentally change a market and instead of developing existing markets with products and services that offer better value to customers and the organization itself. Organizations that are already on the market in competition with the innovations of each of continuity. There are two types of continuous innovation; The evolution and revolution.
Evolutionary innovation
This innovation allows a gradual change in existing products and services. Usually innovations are expected by customers, for example, faster computers, better fuel injectors or services to customers who previously operated on weekdays, but were extended to 24/7.
Most innovation focus on evolutionary change activities, often motivated by a combination of cost efficiency objectives, changes in the market or the development of new technologies.
Revolutionary innovation
Also known as "The discontinuous innovation 'are unexpected innovations that do not fundamentally change the short and medium term. For example, the introduction of the first cars has not fundamentally changed the market for people selling cars horses, because new cars were so expensive that can not be practiced by a small percentage of the population. Another example is the introduction of double glass windows sealed to replace "secondary double glazing" and a single window. The introduction the new type of window offered people the opportunity to buy the most expensive windows, but more efficient, or stick with clear cost glass windows. It is only slowly over time as the market changes in Since no new houses are built no double glazing in the developed world.
Innovation Type 2: Disruptive Innovation
These are innovations that create new markets by applying completely new values or technology that finally overcomes an existing market.
We have already mentioned that the introduction of the first cars was a revolutionary innovation that horse-drawn vehicles market have not changed significantly. Later, with the introduction of mass produced cars (like the Model T), the market has changed dramatically and quickly led to the disappearance of horse-drawn vehicles. Therefore, the revolutionary innovation has become a disruptive innovation in time.
Other examples of disruptive innovations that have taken place include the introduction of the National Health Service in the United Kingdom, the advent of digital photography (replacement film) and the ubiquitous USB flash drives have replaced "floppy drives.
Before World War II, most of the ice used in Europe was sent to Canada. Over the years, ice cutters were both introduced a number of innovations and improvements that have resulted in lower costs. However, there was no way to compete with the introduction of the refrigerator / freezer electric that could create ice on demand. Whatever the amount of innovation even more ice cutters applied to processes, the disruption caused by the introduction of new technologies has fundamentally changed the market and prevented existing market players (in this case Canadian ice cutters ) competition.
Breakthrough innovations are generally new to the world and can quickly create new markets. Since the introduction of the first disturbing fridge / freezer has not been more evolutionary and revolutionary innovations in this market, but overall the market has not changed.
Definition of rapid innovation
Rapid innovation is a term used to describe the rapid generation of ideas, the development, testing and introduction of products and sustainable services. The objective is to achieve rapid innovation three halves ";
· Shipping time halved
· Reduce by half the cost
· Halve the number of problems
In most cases, the successful application of rapid innovation can achieve much more than the three halves suggest.
The eight aspects of rapid innovation
There are eight aspects of rapid innovation and summarized below;
· Sponsor
· Cross functional teams
· Market / client involvement
· The achievement indicators
· Consideration of the entire life cycle
· An integrated plan
· Gateway Comments
· Technology Plans
We will describe each of these eight aspects below.
Sponsor
A main sponsor, ideally at the management level, should be assigned to defend the project. The developer should be responsible for chairing gateway opinion (see below) and to establish measures for success. The proponent must also represent the project management level, and to actively participate in helping to resolve disputes between the team and others, and promoting the product / service to the rest of the organization.
Cross functional teams
At the heart of rapid innovation is the need for a multi-functional team that shares the building. The structure and operation of the equipment should consist practices;
· No more than 10 participants selected to cover all the skills required for the project
· All volunteers
· Consistency in the beginning to end process
· A full-time for most, and ideally the team
· Co-located
· Ability to make decisions
· Managed by a single 'development leader "
· Protected unnecessary disruption
For large projects, you can take into account multiple functional teams working together, with each "sub-team to adhere to these parameters, but with the added elements of the meetings of sub-team attending Cruz, metric series between computers and all the teams report to a CEO.
Market / Customer Involvement
Market analysis and direct participation of customers in the specification of new products and services is vital for rapid innovation. This may require NDA (non-disclosure agreements) to secure sensitive if a trade issue can occur, but without understanding the needs of customers is a very high probability that things will lose.
Metrics for Success
The metric for the project must include time, total expenditure, implementation or unit cost, volume expected costs to sell and / minimum activity lifecycle. These must be specified in advance and limitations that need equipment to work to articulate clearly before they start.
Considering whole life cycle
Products and services are taking life cycles, including phases such as the establishment, transfer, deceleration and close. Aspects of implementation will involve investment planning and additional marketing activities, while deceleration and closing some may require you to consider everything from layoffs recycling. It may seem strange to consider the final aspect of life at the beginning of development itself, but many post-deployment costs and production because these issues have not been considered changes.
An integrated plan
The team must create and maintain an integrated plan that takes into account the activities that need to occur both sequentially and with those that occur simultaneously. The goal of the management plan should be to get as much activity occurring at the same time and avoid many tasks that must occur sequentially. The plan should also cover the development cycle from concept to post-implementation and be a "living document" that evolves over time as more details become available.
Integrated considered effective plans;
· Market Analysis
· Sales and Marketing Activities
· Design and development
· Quality Control and Testing
· Pre & Post Production / Implementation
· Risk management
· Narrow the project activities
Gateway Comments
A number of gateway reviews should be planned as part of the overall plan. These should be chaired by the sponsor and the goal should be to review progress and ensure that the program is ongoing. Typically, a project will consist of a minimum of five bridges;
· Specification Agreement
· Completion of the conceptual design
· Preimplantation "Green Light"
· Implementation Poster 'Green Light'
· First Start Program
The criteria for each gateway, ie, tasks that must be performed on the date of the revision bridge shall be agreed as part of the integrated plan.
Card technology
The last of the eight aspects of rapid innovation is the concept mapping technologies. It is a task done early in development to identify specific technological issues that affect the success and delivery of comprehensive development. The completion of this activity since the beginning of planning to purchase technology or outsourcing should be done in a timely manner. This also allows the team to identify technologies that can be used to reduce the time and cost from the start, allowing them to be included in the development process.
Are you ready for rapid innovation?
There are a number of factors that promote the adoption of concepts that allow rapid innovation. One of the first and most important is the need to recognize that the sequential change innovation and rapid development has an impact on short-term cash flows to assemble a team from the start of development work on the innovation. Ultimately, it will be resolved by the time scales much shorter and lower overall costs, but the short-term impact may be a problem for some organizations.
Other factors that determine whether the adoption of rapid innovation will succeed or not, are the following;
· A culture that supports collaborative work.
· Understand your market and expected changes in the interior.
· A management team prepared to form the product and service development teams.
· A flexible structure that allows people to move easily between the reporting lines.
They Whatever the problems, if your organization looking to reduce costs and time required to develop new products and services, then you must consider how you can benefit from the rapid adoption of innovation.
Although invention relates to the creation of good ideas, innovation involves both the creation of ideas and turn them on the market, targeted and economically viable services. Rapid innovation is the art of providing new products and services faster, cheaper and with the implementation of position "less hassle".
Rapid innovation combines three key concepts;
· Have control of what happens in the market, what customers really want (and not just what you think they need) and understanding of competition.
· The adoption of concepts "Concurrent Design 'to remove barriers between teams and avoid the sequential development.
And
· The use of rapid prototyping tools that can quickly prototype products, or simulate new services to help solve problems and questions.
Innovation is to do things differently and is therefore fundamentally different from the improvement that deals with them make things "better." This article explores how organizations can successfully and quickly introduce new sustainable products and services.
Innovation Top Five Anchor
The ability of an organization to innovate successfully can have many benefits. These include profitability, market leader, the brand development and much more. However, there are anchors that slow the ability of an organization to innovate effectively. These anchors can lead to loss of market share, excessive development costs, unexpected performance issues or damage to the brand of the organization. Anchors five major innovation described below.
Innovation Anchor 1: Do not understand the market
It is quite easy to generate hundreds of ideas before breakfast, but ......
· Only one in a hundred ideas will result in a product or service that is viable.
· Only one in a hundred products and services will be developed viable market leaders.
Therefore, a resolution process of these viable ideas for those who are not needed. Viable products and services are those that meet the needs of clients reported or unreported and thus are able to generate an economic return. The classification process creates a funnel where feasible ideas unique ideas emerge.
The key to successfully identify viable ideas is to understand the market in which it operates. This means meeting with potential clients and discuss what they want and understand what services or products you'll be competing with. Unless you do this, you may lose a lot of time and lots of money.
Innovation Anchor 2: failure to cooperate
One of the main problems that occur in the development process is that the activities take place sequentially rather than simultaneously. This creates a virtual waterfall where activities are "thrown over the wall" from one computer to another in a cascade of activity. The fact that considerations of "downstream" are not included in the results each step in a lot of tweaking. The teams have activities to return to a previous step to correct errors, slow progression and significantly increase the cost.
Collaborative development, multidisciplinary teams participation is a key to the concept of concurrent engineering. Teams involving experience while developing taking into account all aspects of the life cycle of the product or service that you can work more than half the delivery time from design to implementation and reduce performance problems a 80% or more.
Innovation Anchor 3: Fault form teams
Having established a development team, it is necessary to form teams to make decisions. Making complex and ill-defined decisions contribute directly to increased delivery times. means train crews defining how they can work within the limits and allowing them to move on.
Innovation Anchor 4: failure to provide effective sponsorship
Development teams will encounter a number of problems and questions. The team's budget will be in danger and complex organizations that the team will have management attention and time 'cry'. The goal of the sponsorship is to keep high-profile development teams on the agenda of management and minimize the management burden placed on teams themselves to stay focused on reaching the market instead of completing reports .
Anchor Innovation 5: Do not use technology effectively
Technology is an important aspect of development, if you develop a new type of product or service. Of course, there is a need for communications via email, but the fifth anchor innovation is more concerned about the effective use of technology to reduce lost time and to share knowledge, such as intranets, webinars and video conferences. It also discusses the use of the technology to shorten the global delivery and the use of simulation tools, rapid prototyping and pilot finalize the design of the final activities of products or services.
By not treating the anchor five innovation in your organization is at risk of increasing 300% development time, more than double all development costs and increase the number of subsequent amendments to the application that occur in more than five times that of a rapid innovation project addressed the five themes. The issue of subsequent modification of the application has a direct impact on the total cost through a shadow following cover design.
The Design shadow
The design of the shade is a concept that explores the rising cost of the changes that occur in the development cycle as time passes. It may be better understood from the following example;
· A change in step / concept specifications can cost about £ 1 do.
· To make the same change to the point that the team are actively involved in the design of product or service, it will increase the cost of £ 10.
· If the change does not happen until then runs prototyping cost increases 100 pounds.
· If changes occur even later during the pre-deployment and testing cost increases to £ 1,000.
• Finally, if the change was not implemented until after the service or product is 'liberated', then the cost increases again to £ 10,000.
Poorly organized development processes that do not adopt the principles of rapid innovation incur five times more changes in implementation stages before and after the rapid innovation projects.
Different types of innovation
Innovation is the production and operation of ideas for the benefit of customers and the organization itself. However, we must recognize that there are different types of innovation that organizations engage. We must also recognize that there is a difference between an innovation that is "new to our world" of those who are "new to our organization." For example, it is possible to develop a new service that your organization has never done before, but that is common throughout the world.
There are two groups of innovative activities.
1. Continuity Innovation-those that do not fundamentally change the market. These are divided into evolutionary and revolutionary innovations
2. Disruptive Innovation that are innovations that create new markets or changing an existing market to make it impossible for competitors operating there.
Now explore both more detail.
Type an innovation: innovation continuity
These are innovations that do not fundamentally change a market and instead of developing existing markets with products and services that offer better value to customers and the organization itself. Organizations that are already on the market in competition with the innovations of each of continuity. There are two types of continuous innovation; The evolution and revolution.
Evolutionary innovation
This innovation allows a gradual change in existing products and services. Usually innovations are expected by customers, for example, faster computers, better fuel injectors or services to customers who previously operated on weekdays, but were extended to 24/7.
Most innovation focus on evolutionary change activities, often motivated by a combination of cost efficiency objectives, changes in the market or the development of new technologies.
Revolutionary innovation
Also known as "The discontinuous innovation 'are unexpected innovations that do not fundamentally change the short and medium term. For example, the introduction of the first cars has not fundamentally changed the market for people selling cars horses, because new cars were so expensive that can not be practiced by a small percentage of the population. Another example is the introduction of double glass windows sealed to replace "secondary double glazing" and a single window. The introduction the new type of window offered people the opportunity to buy the most expensive windows, but more efficient, or stick with clear cost glass windows. It is only slowly over time as the market changes in Since no new houses are built no double glazing in the developed world.
Innovation Type 2: Disruptive Innovation
These are innovations that create new markets by applying completely new values or technology that finally overcomes an existing market.
We have already mentioned that the introduction of the first cars was a revolutionary innovation that horse-drawn vehicles market have not changed significantly. Later, with the introduction of mass produced cars (like the Model T), the market has changed dramatically and quickly led to the disappearance of horse-drawn vehicles. Therefore, the revolutionary innovation has become a disruptive innovation in time.
Other examples of disruptive innovations that have taken place include the introduction of the National Health Service in the United Kingdom, the advent of digital photography (replacement film) and the ubiquitous USB flash drives have replaced "floppy drives.
Before World War II, most of the ice used in Europe was sent to Canada. Over the years, ice cutters were both introduced a number of innovations and improvements that have resulted in lower costs. However, there was no way to compete with the introduction of the refrigerator / freezer electric that could create ice on demand. Whatever the amount of innovation even more ice cutters applied to processes, the disruption caused by the introduction of new technologies has fundamentally changed the market and prevented existing market players (in this case Canadian ice cutters ) competition.
Breakthrough innovations are generally new to the world and can quickly create new markets. Since the introduction of the first disturbing fridge / freezer has not been more evolutionary and revolutionary innovations in this market, but overall the market has not changed.
Definition of rapid innovation
Rapid innovation is a term used to describe the rapid generation of ideas, the development, testing and introduction of products and sustainable services. The objective is to achieve rapid innovation three halves ";
· Shipping time halved
· Reduce by half the cost
· Halve the number of problems
In most cases, the successful application of rapid innovation can achieve much more than the three halves suggest.
The eight aspects of rapid innovation
There are eight aspects of rapid innovation and summarized below;
· Sponsor
· Cross functional teams
· Market / client involvement
· The achievement indicators
· Consideration of the entire life cycle
· An integrated plan
· Gateway Comments
· Technology Plans
We will describe each of these eight aspects below.
Sponsor
A main sponsor, ideally at the management level, should be assigned to defend the project. The developer should be responsible for chairing gateway opinion (see below) and to establish measures for success. The proponent must also represent the project management level, and to actively participate in helping to resolve disputes between the team and others, and promoting the product / service to the rest of the organization.
Cross functional teams
At the heart of rapid innovation is the need for a multi-functional team that shares the building. The structure and operation of the equipment should consist practices;
· No more than 10 participants selected to cover all the skills required for the project
· All volunteers
· Consistency in the beginning to end process
· A full-time for most, and ideally the team
· Co-located
· Ability to make decisions
· Managed by a single 'development leader "
· Protected unnecessary disruption
For large projects, you can take into account multiple functional teams working together, with each "sub-team to adhere to these parameters, but with the added elements of the meetings of sub-team attending Cruz, metric series between computers and all the teams report to a CEO.
Market / Customer Involvement
Market analysis and direct participation of customers in the specification of new products and services is vital for rapid innovation. This may require NDA (non-disclosure agreements) to secure sensitive if a trade issue can occur, but without understanding the needs of customers is a very high probability that things will lose.
Metrics for Success
The metric for the project must include time, total expenditure, implementation or unit cost, volume expected costs to sell and / minimum activity lifecycle. These must be specified in advance and limitations that need equipment to work to articulate clearly before they start.
Considering whole life cycle
Products and services are taking life cycles, including phases such as the establishment, transfer, deceleration and close. Aspects of implementation will involve investment planning and additional marketing activities, while deceleration and closing some may require you to consider everything from layoffs recycling. It may seem strange to consider the final aspect of life at the beginning of development itself, but many post-deployment costs and production because these issues have not been considered changes.
An integrated plan
The team must create and maintain an integrated plan that takes into account the activities that need to occur both sequentially and with those that occur simultaneously. The goal of the management plan should be to get as much activity occurring at the same time and avoid many tasks that must occur sequentially. The plan should also cover the development cycle from concept to post-implementation and be a "living document" that evolves over time as more details become available.
Integrated considered effective plans;
· Market Analysis
· Sales and Marketing Activities
· Design and development
· Quality Control and Testing
· Pre & Post Production / Implementation
· Risk management
· Narrow the project activities
Gateway Comments
A number of gateway reviews should be planned as part of the overall plan. These should be chaired by the sponsor and the goal should be to review progress and ensure that the program is ongoing. Typically, a project will consist of a minimum of five bridges;
· Specification Agreement
· Completion of the conceptual design
· Preimplantation "Green Light"
· Implementation Poster 'Green Light'
· First Start Program
The criteria for each gateway, ie, tasks that must be performed on the date of the revision bridge shall be agreed as part of the integrated plan.
Card technology
The last of the eight aspects of rapid innovation is the concept mapping technologies. It is a task done early in development to identify specific technological issues that affect the success and delivery of comprehensive development. The completion of this activity since the beginning of planning to purchase technology or outsourcing should be done in a timely manner. This also allows the team to identify technologies that can be used to reduce the time and cost from the start, allowing them to be included in the development process.
Are you ready for rapid innovation?
There are a number of factors that promote the adoption of concepts that allow rapid innovation. One of the first and most important is the need to recognize that the sequential change innovation and rapid development has an impact on short-term cash flows to assemble a team from the start of development work on the innovation. Ultimately, it will be resolved by the time scales much shorter and lower overall costs, but the short-term impact may be a problem for some organizations.
Other factors that determine whether the adoption of rapid innovation will succeed or not, are the following;
· A culture that supports collaborative work.
· Understand your market and expected changes in the interior.
· A management team prepared to form the product and service development teams.
· A flexible structure that allows people to move easily between the reporting lines.
They Whatever the problems, if your organization looking to reduce costs and time required to develop new products and services, then you must consider how you can benefit from the rapid adoption of innovation.
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