Tag Archive for: Innovationsprozess

A Digital Product Transformation Framework

13 Mai
13. Mai 2014

Digital product transformation is one of the biggest challenges for any company with a Web related business model. No matter how established and successful a company and its digital products and services are, it is crucial to implement rethinking as part of the daily routine. Transformation is based on radical innovations followed by a disruptive change of the company’s business model or/and product portfolio. In some cases product transformation of one company is causing a game change for a whole industry. A framework for digital product transformation can support companies to understand, organize and monitor the individual internal requirements for a continuous process of radical product innovation.

The framework includes:

  • 4 influencing trends (social, mobile, analytics, cloud)
  • 2 enablers (team, technology)
  • Attributes and principles related to an enabler
  • 4 influencing variables (people, process, network, knowledge)
  • 1 external frame (market), 1 internal frame (company culture)

The four most important trends that influence the digital business ecosystem are social, mobile, analytics and cloud (SMAC, source: PwC). Driven by a user-centric vision the core elements and principles of digital product transformation are related to the enabler “Team” and/or the enabler “Technology”.

User integration, agility, collaboration and cross-functionality are attributes of the enabler “Team”. Transparency and bi-values are principles related to the team. Bi-values underlines that values should be always related to the company and the user. User integration can create a bi-value as it is fun for the user and the chance for a more valuable product or service on one side.  Important market research and the chance for a better marketable product or service are values for a company on the other site. There are many examples for successful user integration via online communities such as mystarbucksidea from Starbucks that includes more than 200.000 discussed and voted user ideas – many of those with a bi-value.

The attributes for the enabler “Technology” are an open architecture, modularity, multi-platform and a focus on UX. Iterative thinking is a principle related to the enabler “Technology”, while openness is a principle related to both, technology and team

Influencing variables within the company are the (1) involved people, the (2) disposable knowledge, the (3) established and used processes and the (4) network inside and outside the company (source: TMCnet). The general frame is set by the market (external: e.g. competition, market phase) and the company culture (internal).

Customers‘ involvement into open innovation process (Kunden im offenen Innovationsprozess)

14 Apr
14. April 2013

The open innovation process

Users and customers are able to participate actively in companies‘ open innovation process in different roles during every single stage. The infographic shows a simplified schematic overview of these different potential roles in function and result. The function and tasks are variable and differ depending on industry, product type, goals and objectives of companies and also depending on the capabilities of the involved users and customers.

It is possible to match the roles with specific member types in online communities. In this case we distinguish (1) lead users, (2) pilot users and (3) early adopters. Lead users and pilot users are able to act as “innovators”, while early adopters are more likely part of the member group called “activists”. As explained in the infographic the innovation itself mainly is created in the first three stages of the process.

There are different forms of knowledge, experience and creativity also within the group of lead users. These specific skills have to be assigned to the appropriate phases of the new product development.

According to the industry and product type markets for consumer goods can be divided into two different types. The first type includes markets that drive user innovation more likely by problem pressure and new functional initiatives (eg. extreme sports equipment). In the second type of markets user innovation arises more likely due to design-related issues (eg. fashion products and accessories). For simplicity reasons we differentiate between “extreme markets” and “design markets”. Other terms are to divide into „fun-driven“ innovation (design markets) and „need-driven“ innovation activities (extreme markets). Radical user innovations are often mainly functional creations and therefore user innovation in extreme markets seems to be more common.

The described way of integration helps to involve customers and users within all stages of new product development. Ideally, companies use different types of customers and users in multiple roles within the process. Users and custumers could create, initiate, suggest, rate or test new functions and services. In consequence the flop risk would be reduced substantially to a minimum.

(Janzik 2011, Motivanalyse zu Anwenderinnovationen)

Der offene Innovationsprozess

In einem offenen Innovationsprozess (Open Innovation) können Anwender und Kunden eine Reihe von unterschiedlichen Rollen übernehmen und die Neuerung somit aktiv in verschiedenen Phasen mitgestalten.

Die Infografik zeigt eine vereinfachte schematische Übersicht potentieller Rollen funktional und ergebnisorientiert. Die möglichen Anwenderrollen und -aufgaben sind demnach facettenreich und differieren je nach Branche, Produkttyp, Zielen des Unternehmens sowie Zielen und Fähigkeiten der Anwender bzw. Kunden.

Weist man die unterschiedlichen Rollen potentiellen Mitgliedertypen in Online-Communities zu, so lassen sich (1) Lead User, (2) Pilotanwender und (3) Early Adopters unterscheiden. Lead User und auch Pilotanwender können als „Innovatoren“ agieren, wobei Early Adopters eher zu dem Mitgliedstypen „Aktivist“ zu zählen sind. Die Innovation selbst vollzieht sich überwiegend in den ersten drei Phasen des Prozesses wie die Infografik verdeutlicht.

Auch innerhalb der Gruppe von Lead Usern finden sich unterschiedliche Ausprägungen von Wissen, Erfahrung und Kreativität, die es gilt den passenden Phasen optimal zuzuordnen.

In Bezug auf Branche und Produkttyp kann man bei Konsumgütern generell zwischen Märkten unterscheiden, in denen innovative Anwender eher durch Problemdruck und neue Anwendungsinitiativen getrieben sind (bspw. Extremsport-Ausrüstung) und solchen, in denen innovative Aktivitäten eher aufgrund designbezogener Aspekte entstehen (bspw. Modeprodukte und Accessoires). Zur Vereinfachung kann man eine Einteilung in „Extremmärkte“ und „Designmärkte“ vornehmen. Man kann auch von überwiegend „spaßgetriebenen“ Innovationsaktivitäten (Designmärkte) und eher „bedürfnisgetriebenen“ Innovationsaktivitäten sprechen (Extremmärkte). Bei von Anwendern entwickelten radikalen Innovationen handelt es sich oftmals um funktionale Neuerungen, die demnach eher in Extremmärkten zu erwarten sind.

Idealerweise nutzen Unternehmen verschiedene Kunden-/Anwendertypen mit unterschiedlichen Rollen im Innovationsprozess. So können Anwender und Kunden in allen Phasen der Entwicklung von Neuprodukten eingebunden werden, neue Funktionen oder neue Services anstoßen, vorschlagen, mitgestalten, bewerten und testen. So kann das Floprisiko massiv reduziert bzw. auf ein Minimum eingedämmt werden.

Vgl. Janzik (2011), Motivanalyse zu Anwenderinnovationen, S.47ff

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