[ezcol_1half]A common mistake a lot of organisations make is they start their innovation efforts with what they know when they should start with what they don’t know.
Nokia when from total market domination to a bargain-basement sell-off in less than 10 years. That didn’t happen because they stopped innovating, they carried on innovating, but they were innovating based on what they knew and believed – indeed they had overwhelming evidence they were on the right track, the whole World was buying their phones, so they continued to design phones that the whole World wanted.
Apple didn’t “know” that the World wanted their phone, they took a risk (and arguably, if you’re not taking a risk, you’re not innovating to your full potential) and created a phone that they wanted, that was remarkable and beautiful.
Where are Nokia now?
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So, in your innovation efforts, are you imagining the remarkable or are you basing it on what you already know?
Is your starting point “we’ve sold millions of product A over the years, but our sales are dropping so we’re going to do some innovation to improve product A in order to sustain sales” OR could you start with “we know demand for A is dropping and will likely continue to drop so we are going to do some research and run some experiments to understand the needs of the people that don’t want our product A so we can identify opportunities to innovate”?[/ezcol_1half]
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