TEP innovation grid background

Two 6 x 6 Stories weekly
6 statements, 6 words, about Innovating

Market Dynamics cycles through three stages

The Stages are Introduction, Growth, Harvest

Voice-of-the-Job speaks to solution performance needs

Voice-of-the-Customer speaks to utility and outcomes

Voice-of-the-Stakeholder speaks to supplier outcome requirements

One Voice dominates in each stage

Solution Life Cycle Dynamics constrain innovations

Market Dynamics influences new solution development

Technology Dynamics influences standardization of solutions

Technology Adoption Dynamics influences buying behavior

Customer Adoption Dynamics influences solution substitution

Life Cycle Dynamics guide innovating decisions

Balancing friction with momentum drives innovation

Momentum can overcome or reinforce friction

Friction dominates with too little momentum

But too much momentum causes disorder

Balancing fiction with momentum hastens results

Innovating thrives in an orderly environment

Balancing friction with momentum drives innovation

Friction affects innovating in three ways

During Invention, friction spurs new ideas

During Introduction, friction slows down acceptance

During Adoption, friction suppresses solution substitution

Friction can help or harm innovating

These management beliefs suppress innovating projects

– Innovating is complex, complicated, and ambiguous

– Innovating follows Operational Excellence in priority

– Innovating work is departmentalized, not organizational

– Short term consequences are not impactful

– Innovating only when it’s mission critical

Innovation is only achieved through innovating

But is innovating discouraged and suppressed?

– The innovating practice is not systemic

– Failure is normal, expected, and institutionalized

– Goals include fail early, fast, often

What’s your excuse for not innovating?

Four Life Cycle Dynamics impact innovation

Market Life Cycle guides differentiation decisions

Technology Life Cycle influences scaling decisions

Technology Adoption Life Cycle drives capabilities

Customer Diffusion Life Cycle segments customers

Life Cycle Dynamics increase innovation probabilities

New solutions must pass four tests

Proof of Technology to confirm “How”

Proof of Concept to validate “What”

Proof of Design to confirm specifications

Proof of Development to establish readiness

Passing four tests accelerates organizational acceptance

Dualities are related two factor variables

The resolution must satisfy both variables

Acceptance and adoption are different outcomes

Organizational acceptance is necessary for availability

Customer adoption is necessary for replacement

Accepted and adopted solutions become innovations

Dualities are related two factor variables

The resolution must satisfy both variables

Innovating includes both invention and introduction

Invention is an individual design skill

Introduction is an organizational process skill

Invention and introduction skills cause innovations

Dualities are related two factor variables

Duality resolution must satisfy both variables

Users judge solutions cognitively and emotionally

Cognition assesses constraints, performance, and utility

Emotion values outcomes and satisfaction levels

Solutions evoke cognitive and emotional reactions

Dualities are related two factor variables

Duality resolution must satisfy both variables

Innovating creates new knowledge and solutions

New knowledge enables new solution development

New solutions make users lives better

New knowledge and solutions cause innovations

Dualities are related two factor variables

Duality resolution must satisfy both variables

Pairing technologies with problems drives innovating

Enabling technologies make new solutions possible

Problems worth solving make solutions desirable

Technologies solving problems make innovations probable

Dualities are related two factor variables

Duality resolution must satisfy both variables

Innovation drivers are Threats and Opportunities

Threat potential of declining current sales

Opportunity potential of increasing future profits

Innovating mitigates Threats and realizes Opportunities

Dualities are related two factor variables

Duality resolution must satisfy both variables

Innovation’s duality is Innovating and Entrepreneurship

Innovating to invent a new solution

Entrepreneurship to create, introduce, and replace

Causing change that makes life better

Dualities are related two factor variables

The resolution must satisfy both variables

Momentum / Friction is an implementation duality

Momentum challenges the Business status quo

Friction maintains the Business status quo

Leaders must balance Momentum and Friction

Dualities are related two factor variables

The resolution must satisfy both variables

Trouble / Novelty is a solution duality

Novelty attracts attention and generates interest

Trouble is the source of dissatisfaction

Solutions need novelty with less trouble

Dualities are related two factor variables

The resolution must satisfy both variables

Purpose / Job-to-be-Done is a guiding duality

Purpose motivates a business to change

Job-to-be-Done motivates a customer to change

Solutions causing change must satisfy both

Sensemaking places your situation in context

It clarifies the motivation for change

It provides the organization with purpose

Elucidating “Why are we doing this?”

Sensemaking also focuses attention on action

Activities with urgency towards a goal

Good ideas drive high hit rates

Good ideas are market-focused and driven

They impact user and business experience

Good ideas change the status quo

They create purpose and motivate change

Innovation doesn’t happen without good ideas

Individual skills and capabilities are essential

Observe without judgement or predetermined solutions

Making sense of anomalies and dissatisfaction

Being curious and actively exhibiting empathy

Imagination to envision a new solution

Connecting the dots with novel creativity

A systemic innovating practice is necessary

Low hit rates happen without one

High hit rates result with one

Sensemaking and Purpose to motivate action

Individual skills and methodologies to Invent

Processes to Introduce and cause change

The user experience has four components

Constraints encountered determine the boundary conditions

Solution specification targets the performance delivered

Job being done resolves utility derived

Outcomes achieved determines user satisfaction felt

User experience controls acceptance or substitution

Innovating always changes the status quo

The status quo has three components

User experience defines Customer Status Quo

Business performance defines Business Status quo

Competitive position defines Market Status quo

Changing status quo changes all three

Does your new solution make sense?

Four Life Cycle maps provide clarity

Market Life Cycle defines competitive differentiation

Technology Life Cycle determines competitive platform

Technology Adoption Life Cycle guides Marketing

Customer Diffusion Life Cycle drives acceptance

There are three drivers of change

Change resulting from variance in process

Business environment change you cannot control

Change you cause introducing new solutions

Process and environmental change require reactions

New solution change must be orchestrated

A clear Purpose drives successful innovating

Vision and Mission provide focused clarity

Crises and Threats get people’s attention

Opportunities and Technologies establish a trajectory

Problems worth solving motivate new solutions

Under-leveraged strengths become the innovating platform

Innovating yields innovations with 20% success

Dissatisfaction with innovating is frustratingly high

Business leaders are wary of innovating

Customer’s evaluating new solutions increase wariness

But new solutions improve everyone’s life

Innovating success follows problems worth solving

A clear Purpose drives successful innovating

Vision and Mission provide focused clarity

Crises and Threats get people’s attention

Opportunities and Technologies establish a trajectory

Problems worth solving motivate new solutions

Under-leveraged strengths become the innovating platform

Agile Innovating TM is a systemic practice

Discovering new needs applying Jobs-to-be-Done Theory

Utilizing Design Thinking to generate ideas

Specifying with the Business Model Canvas

Managing development with Agile Stage – Gate

Making it viable leveraging pioneering knowledge

People become interested in new solutions

ONLY when novelty makes it interesting

AND existing solution dissatisfaction motivates change

A lack of novelty generates skepticism

Insufficient intensity of dissatisfaction suppresses change

Novelty and dissatisfaction make innovation possible

NPD is an essential organizational capability

Capability is more than development process

Organization based NPD introduces new solutions

New solution specification precedes development work

Development performance suffers without clear specifications

Innovating then gets stuck in NPD

The D8 Infinity Process Step 8

Diffuse new solutions causing market disruption

Manage adoption as a social process

Effectively influencing customer substitution and adoption

Better net experience, less net trouble

Converting innovative new solutions into innovations

The D8 Infinity Process Step 7

Deploy to minimize worse-before-better business disruption

Managing the Rate of Change Challenge

How do we mitigate business disruption?

How do we facilitate deployment acceptance?

Assuring leadership engagement and change management

The D8 Infinity Process Step 6

Develop the new solution to specification

Preventing ambiguous objectives and emerging specifications

Overcoming slow, long, late NPD performance

Validating technology, concept, design, and development

Providing Proof-of-Technology, Proof-of-Concept, Proof-of-Design, and Proof-of-Development

The D8 Infinity Process Step 5

Decide the new solution specification criteria

Validate the total new solution specification

A desirable, feasible, viable new solution

Preventing opportunistic development of singular solutions

Targeting supplier acceptance and customer adoption

The D8 Infinity Process Step 4

Design new and better solution concepts

Distinguish new and better from different

Do concepts improve the net experience?

Do concepts reduce the net trouble?

Solutions focused on problems worth solving

The D8 Infinity Process Step 3

Define the combined problems worth solving

Frame the problems as User/Supplier dualities

Anticipating the combined changes worth making

Overcoming poorly defined problems to solve

Improving the user, business, market experience

The D8 Infinity Process Step 2

Diagnose changing the total status quo

Detailing the experiences with available solutions

Diagnosing issues in the combined experience

Uncovering the trouble, severity and frequency

Establishing the current Basis of Competition

The D8 Infinity Process Step 1

Discover the existing solution status quo

Suppliers and customers of existing solutions

Understanding the use and supply situation

Identifying the circumstances controlling the experiences

Determining and documenting your competitive position

Innovating gets shackled by fundamental errors

Brainstorming new ideas as step 1

Falling in love with a technology

Solving for problems that nobody has

Choosing the wrong problems to solve

Wrong solutions for the right problems

Innovating depends upon effective problem finding

Poor finding skills befuddle idea generation

Innovating performance and impact become shackled

Low hit rates become the norm

Finding problems worth solving is crucial

Good problem finding enables problem solving

Sooner or later, you must Innovate

You decide why, how, and what

Why do you want to change?

How are you going to change?

What are you going to change?

For whom, where, when, how much

Innovative ideas emerge from problem finding

Problem finding results in problem specification

Clarifying WHAT the performance gap is

WHY the gap exists and persists

HOW to approach closing the gap

Problem specification completely defines the problem

Leveraging three capabilities make innovations possible

Paradoxes can stymie making capabilities effective

Trouble / Novelty Paradox limits good ideas

Threat / Opportunity Paradox limits business urgency

Invention / Introduction Paradox limits development effectiveness

Momentum / Friction Paradox limits solution acceptance

High performance innovating leverages three capabilities

Capability One pairs two innovating drivers

Driver 1: Finding problems worth solving

Driver 2: An urgent business need

Capability Two: Fast, reliable, solution development

Capability Three: Making change management predictable

Innovating deals with solving four problems

Problem One: The need for Ideas

Problem Two: Converting Ideas into Concepts

Problem Three: Developing Concepts into Solutions

Problem Four: Mitigating Type 2 Disruption

Solving the problems, innovating delivers innovation

Challenges are normal in innovating projects

New idea hit rate is low

Urgency for new solutions isn’t recognized

Development is slow, long, and late

New solution business disruption slows introduction

Business disruption prevents substitution and adoption

To innovate or not to innovate

The primary tension in every business

The need for short term stability

The need for long term growth

Leading or following the market dynamics

Sooner or later, businesses must innovate

Deploy Step 7 derails many innovations

Needing to mitigate Type 2 Disruption

Which causes worse before better performance

Internal diffusion dynamics become the filter

Through which acceptance must be achieved

Before external diffusion dynamics become manageable

Diffusion Dynamics must be managed twice

Deploy Step 7 includes internal diffusion

Diffuse Step 8 encompasses external diffusion

Internal and external diffusion are concurrent

But they are off-set in time

Internal diffusion must achieve acceptance first

Innovating’s tests are acceptance, then adoption

Deployment is a mission critical step

Deployment is complex, complicated, and dynamic

Dealing with the Momentum / Friction Paradox

And the Rate of Change Challenge

Managing internal diffusion to achieve acceptance

The creative process starts with curiosity

Uncovering trouble in the User Experience

Having empathy to feel trouble’s impact

Using imagination to envision something better

Applying creativity to invent new solutions

Specifying a new solution to develop

For business leaders needing innovation now

With a methodology yielding repeatable results

Agile InnovatingTM focuses on success factors

The right problem – the right solution

Mitigating Type 2 Disruption from change

Driving Type 1 Disruption through adoption

Agile InnovatingTM makes innovation the norm

Continuous comprehensive Discovery is the foundation

Diagnosis identifies the problem – solution space

Define and Design specifies solution choices

High-hit-rate innovating requires exercising informed judgement

Distinguishing between what’s possible and probable

A new solution must be specified

Specification is a Decision before Development

Specification includes Desirability, Feasibility, and Viability

Desirability encompasses better experience, less trouble

Feasibility encompasses validated concept and design

Viability encompasses affirmation of growth potential

High Rate-of-Change yields more innovation faster

Rate-of-Change depends upon the Momentum/Friction Paradox

Friction includes static plus dynamic friction

The status quo generates static friction

High change momentum generates dynamic friction

Small, or large, momentum suppresses Rate-of-Change

Momentum and friction comprise a paradox

Innovating that generates momentum causes friction

Friction causes “worse before better” performance

Friction’s disadvantages accrue before momentum’s benefits

A high Rate-of-Change yields benefits faster

Reducing uncertainty supports a high Rate-of-Change

Business threats and opportunities demand change

Change requires deploying new PSP solutions

New solutions create demand, generating momentum

New solutions change the status quo

Changing the status quo generates friction

Rate-of-Change depends upon momentum and friction

Innovating seeks to cause disruptive change

Disruption in the market is desired

Disruption in the business is resisted

Market disruption leads to business growth

Business disruption leads to lower performance

Business disruption will hinder market disruption

Innovating’s “holy grail” is causing disruption

There are two types of disruption

Type 1 occurs in the market

Type 2 occurs within the business

Type 1 Disruption generates change momentum

Type 2 Disruption generates change friction

A change specification provides essential clarity

What change are you targeting making?

Why this change and not another?

What makes this important and urgent?

How to, how fast, how much?

Will outcomes cause acceptance and adoption?

De-risk innovating projects by reducing uncertainty

There are three sources of uncertainty

Paradox uncertainty stymies decisions and actions

Process uncertainty creates confusion and friction

Activity uncertainty derails progress and momentum

Reducing uncertainty increases innovating hit rate

“Chess” depends upon strategy and tactics

In a context that lacks uncertainty

“Chutes and Ladders” depends upon luck 

Hoping for opportunities – dreading the threats

“Scrabble” advances by connecting the dots

What innovating game are you playing?

Innovating is a practice, not event

Innovation rich companies manage innovating similarly

Reducing trouble and improving user experience

 Following a practice and managing change

Innovation poor companies struggle with innovating

 Each in their own particular way

The TEP Innovating Practice is comprehensive

Innovating involves working with 4 Issues

Each Issue exposes an Innovating Challenge

Challenges are constrained by Dynamic Factors

Challenges can be stymied by Paradoxes

Challenges address Strategic Two Factor Variables

Subscribe to our newsletter for email delivery.

Email Privacy Policy

Scroll to Top