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Casual Articles - Call for Innovation: Do or Die Situation for Indian Organizations
Price is what you pay - value is what you get. Warren Buffett, Chairman of Berkshire SecuritiesDeliver value that your customers recognize, appreciate and reward. If you want your customers to value what you offer - you must demonstrate that you value them.Value implies trust so start by building trust. Always under-promise and over-deliver. Be known for keeping your promise and then some. Be honest. Never promise what you cannot deliver.Don't confuse value with cost. A product's value is almost never equal to its cost. For example, your product might cost you $2 and you sell it for $10. The value to you is $10. The value to the customer will usually be more than the selling price. If it was only worth $10 to the customer then they have no motivation to buy. But if the value to them is greater than the selling price, they are motivated to trade their money for something of greater value. It may be worth $25 to the customer. Then they will gladly give up $10 of their money for the p
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What
A powerful consumer market with annual spending power exceeding $350 billion, Hispanics—or should that be Latinos?—have become the largest minority group in the United States, and a marketplace well-worth looking into and with plenty to see--once you get the labels straight.Is it “Hispanics” or “Latinos”?Hispanics and Latinos have hotly debated that question for years, and apparently, picking one answer over the other means drawing political, social, and generational lines in the sand.I’ll explain later, but for now let’s get some numbers on the table.Hispanic Database – The Numbers Tell the StoryIt made headlines! Hispanics are now the largest minority group in the U.S., outnumbering blacks by nearly 1 million (37 million v. 36.2 million).That may have been news, but demographers and advocacy groups saw it coming; those population estimates merely confirmed it. With extensive immigration from economic basket case, Latin America--and a robus
Indian organizations got benefited due to economic explosion. People had enough money to buy goods and services which were of a better quality and design. Since many foreign companies were serving goods and services of high quality and design, Indian organization had to match them to survive in the competition. They were forced to pay attention to design, quality and service. These companies eventually hired a lot of designers. Many new design schools opened in India in the last two years to cater to this growing need of industries.
Things changed so fast that there remained a fundamental flaw which is now back firing. Organizations hired designers but failed to use their creative potential to the fullest. These organizations were not ready for the fundamental changes which enable designers explore and show their creative talent. Indian organizations are infested with hierarchy, rigid policy, strict rules, uneven power distribution and frightful environment which are major contributions to kill creative ideas and motivation to work. This is making designers quit jobs frequently.
1) Research suggests sustained innovation and creativity demands a specific kind of
• Organization policy
• Organization structure
• Organization processes and
• Organizational environment
For any Indian organization these changes are radical change in the way it governs or makes business. These changes are perceived as threat to the current success, progress and optimized processes for economical production of goods and services.
Innovation and creative process in organizations is governed by managers. These managers are not designers nor do they have formal training in innovation and creativity. They are more concerned about optimization of the resources, reducing the cost etc. Research says these managers are responsible to kill creativity and disconnect a good idea to reach the CEO. Research also says no organization can survive for a long time just by reducing cost.
2) Some companies who started recently did it right, but they did not succeed in a long run because there was no system to manage the process of innovation and creativity. And why would there be? There is no institution which gives training in innovation and creativity. This education is fundamentally different from the design or design management education that is given in any design schools.
India as of today is becoming more unattractive to MNCs who are trying to come in because of increase in the salary expectations. It clearly shows that market is going to stabilize in a few months from now leaving India with no incoming money. This would continue unless organizations find a sustained ways to keep the money circulating. Edward De-bono says innovation and creativity is the only sustained way to survive in along run and stay ahead in competition.
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEO’S think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEO’S made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
• The way company made business
• The way company manufactured distributed or marketed the products
• The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What
There are some basic elements that go into testimonials that help you boost sales. All testimonials certainly are not created equal-- yours should all reinforce your unique selling point, serve a specific purpose, and ultimately build trust in your brand. When you use these ideas correctly, there is literally no limit to how much they can improve your business over the long term.Every business should have a unique selling point, a special benefit or feature that no other company can match. When you advertise your unique selling point, make sure you have a testimonial that speaks directly to that point and really drives the idea home. You can actually have one testimonial (or even several) underneath each benefit you list on your sales page. This offers a kind of social proof for the ideas that you are trying to communicate.This applies to everyone doing business online, not just large companies- whatever you’re doing, you can always strive to be the best, and prove it to your potent
1) Research suggests sustained innovation and creativity demands a specific kind of
• Organization policy
• Organization structure
• Organization processes and
• Organizational environment
For any Indian organization these changes are radical change in the way it governs or makes business. These changes are perceived as threat to the current success, progress and optimized processes for economical production of goods and services.
Innovation and creative process in organizations is governed by managers. These managers are not designers nor do they have formal training in innovation and creativity. They are more concerned about optimization of the resources, reducing the cost etc. Research says these managers are responsible to kill creativity and disconnect a good idea to reach the CEO. Research also says no organization can survive for a long time just by reducing cost.
2) Some companies who started recently did it right, but they did not succeed in a long run because there was no system to manage the process of innovation and creativity. And why would there be? There is no institution which gives training in innovation and creativity. This education is fundamentally different from the design or design management education that is given in any design schools.
India as of today is becoming more unattractive to MNCs who are trying to come in because of increase in the salary expectations. It clearly shows that market is going to stabilize in a few months from now leaving India with no incoming money. This would continue unless organizations find a sustained ways to keep the money circulating. Edward De-bono says innovation and creativity is the only sustained way to survive in along run and stay ahead in competition.
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEO’S think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEO’S made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
• The way company made business
• The way company manufactured distributed or marketed the products
• The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What
What the heck are Checklists for AFRICA I can hear you thinking.Well its just a kiwi term for making sure you have EVERYTHING COVERED!!!In selecting an Answer Service you should check the following points:[ ] At least 7 Testimonials that you can ring and speak to[ ] Protocols include, Addresses, phone numbers, contact messages, who to call and when and where, transferring details, special instructions, no call numbers, how to handle clients, how to handle new business, clear job descriptions, times available,[ ] Various contact methods Email, SMS, Text message, Fax, Phone Tfr for messages[ ] Message Delivery timings and batching routines[ ] Call in procedures for staff are defined[ ] Phone Systems can handle concurrent callers (up-to 6 at a minimum. This means operators can process incoming calls and still handle new calls[ ] Defined standards for ring numbers[ ] Audit trails for capturing every caller and
2) Some companies who started recently did it right, but they did not succeed in a long run because there was no system to manage the process of innovation and creativity. And why would there be? There is no institution which gives training in innovation and creativity. This education is fundamentally different from the design or design management education that is given in any design schools.
India as of today is becoming more unattractive to MNCs who are trying to come in because of increase in the salary expectations. It clearly shows that market is going to stabilize in a few months from now leaving India with no incoming money. This would continue unless organizations find a sustained ways to keep the money circulating. Edward De-bono says innovation and creativity is the only sustained way to survive in along run and stay ahead in competition.
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEO’S think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEO’S made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
• The way company made business
• The way company manufactured distributed or marketed the products
• The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What
Well that certainly is a direct -- if not offensive -- title, isn't it? Stay with me a little while longer, and you will understand its significance.Many of us realize that, to get a buyer's attention, we have to tell them about benefits. As Jack Trout and Al Reis wrote in their best-seller, Positioning, everyone listens to the same radio station, WII-FM (What's In It For Me?). No one really cares about us as businesspeople; they care about how our businesses can help them achieve their objectives.So what? There's that abrasive term again. But that is really the question that you have to answer. You see, businesses -- large and small -- often market themselves with what they think are benefits. In actuality, they are trumpeting features, never really answering the question. Take a recent television commercial by General Motors, for instance. It promotes one of its SUVs that is equipped with an eight-cylinder engine that switches to four cylinders when possible. This, the commercial profess
Some CEO’S think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEO’S made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
• The way company made business
• The way company manufactured distributed or marketed the products
• The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What
Retailers are constantly seeking different ways to speak to and attract new customers to their store. Some retailers are learning that, when used effectively, sidewalk signs provide a convenient means for reaching out to customers in passing, with a timely message. Sidewalk signs have been an effective medium for drawing in customers for generations.Today retailers are rediscovering the unique nature of sidewalk signs and putting them to use all over again to attract customers in front of their stores. Sidewalk signs are effective because they’re timely. Retailers typically use them to lure in passing foot or vehicle traffic with a current special or promotion. Sidewalk signs come in a wide variety of styles.The most popular is the A-frame sign that have been seen in movies, on TV and on sidewalks in a lot of small towns and big cities worldwide. In recent years, swinging sidewalk signs have also grown in popularity. The most effective sidewalk signs are ones that can be easily ch
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
• Design a better mouse. (Would definitely be a mouse)
• Design a hand held input device. (Can be any input device)
• Design a way to give input. (may be device, may be process)
• Design an input system to do the task. (May be one or many device)
• Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What does it take to do these changes? How would it affect the way organization function? What is ROI?
1) It takes major change in the way organization works in terms of the organization structure, process, policy and the environment. There is a systematic way to implement this change. As I told earlier that these changes will always be resisted and avoided in organization, hence for successful implementation of change effective communication and convincing becomes necessary apart from managing the change.
2) Companies try to adapt models of previously established companies. These models may have compatibility issues. They either may not suit the kind of work the company does or they may face problems related to culture, social and political conditions in the organization.
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
• Start with outsourcing Innovation. Hire an innovation consultant.
• Train people in house in innovation and creativity/hire designers.
• Build a innovation centre.
• Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributions)
> Policy
> Processes
> Environment
• Establish system for sustained Innovation.
> Market research
> Trend analysis
> Design and innovation management
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