Memorándum de Entendimiento (MoU) entre Codelco y SQM
Innovation X Book Launch Presentation
1. Innovation X Book Launch
Adam Richardson, Creative Director, frog design, inc.
www.innovationxbook.com
2. Innovation has been the hot topic in
business for years, and everyone
wants to have the same success as
Apple and Google.
The paradox:
With so many companies
focusing on innovation, why are
so few seeing success?
3. Innovation X provides a from-the-
trenches perspective with hands-on
tools and methods for making
innovation work more effectively in
your organization.
4.
5. In mobile today, everyone is trying to
understand what customers want.
Everyone is disrupting everyone else.
Everyone is trying to make ecosystems of
products, software and services.
6. These same customer, disruption
and ecosystem challenges are
occurring for many industries
today.
Together, they combine to create...
10. Zipcar turned car sharing from an
inconvenient service that only
appealed to environmentalists to
one that is pleasant and has mass
appeal.
It did this by creating a converged
ecosystem of products, software
and services.
Convergence
12. Shoe retailer Zappos realized it
could sell two of its assets -
customer service and company
culture - to small business
owners.
It created Zappos Insights to do
just that.
Divergence
14. In creating its Touchsmart
computers, HP had the patience to
let the product evolve over several
generations.
The first version didn’t get the X-
problem right. HP learned from it,
and the second version did.
Adaption
15. X-problems need as much
knowledge as possible to solve.
Immerse yourself in the worlds of
your customers, in technologies,
trends and many other areas, and
combine findings from them all.
Immersion
16.
17. I’m a big believer in customer
research.
I’ve been doing it since I was age
6, when I was inspired by my
neighbors’ Renault 16 to design
my first car.
18. But there are pitfalls to doing
customer-led innovation
20. Customers are not qualified to know
what solutions are best -- that is the job
of the organization.
- Anthony Ulwick, What Customers Want
21. Clif Bar, maker of energy snacks
for athletes, is an example of a
company that listens closely to
customers, but re-interprets what
they say and innovates on their
behalf.
23. It is vital to peek over the fence of
your category to understand how
customer expectations are getting
reset and what lessons can be
learned.
Even stock traders want to work
differently...
24. frog client IPC
makes high-end
phone systems
for traders to
handle hundreds
of calls a day.
25. IPC recognized that
today’s traders grew
up with cellphones,
iPods and Xboxes.
This led to a radical
rethinking of the
phone experience.
27. Don’t worry about other
people stealing your ideas.
If your ideas are any good,
you’ll have to ram them
down people’s throats.
- Howard Aiken, IBM engineer
28. Most people in Motorola
believed (based on
conventional research) that
the Razr would be nothing
more than a low-volume
money-losing product.
It went on to become one of
the biggest selling phones
of all time.
29. If you want to be a leading
company, you have to
create the products that
create your destiny.
Geoffrey Frost, former CMO,
Motorola
Thanks: frog exec team - Doreen, Kate, Mark and Tim
Thanks: Karen & JB team
Thanks: Autodesk, Bill
Innovation has been a hot topic
Everyone wants to be like Google or Apple and figure out how to replicate their success for their industry
But lots of companies fail to see the results they expected.
Started with the paradox, “If so many companies have been focusing on innovation, why are so few of them seeing success?
Lots of books on innovation recently, can be too theoretical.
Hands on tools and methods
Business & Design: Not lobbying
What next? Make it work.
From the trenches perspective
From this perspective I started seeing clients struggling with the same cluster of problems that kept coming up over and over again.
Innovation has been a hot topic
Everyone wants to be like Google or Apple and figure out how to replicate their success for their industry
But lots of companies fail to see the results they expected.
Started with the paradox, “If so many companies have been focusing on innovation, why are so few of them seeing success?
Lots of books on innovation recently, can be too theoretical.
Hands on tools and methods
Business & Design: Not lobbying
What next? Make it work.
From the trenches perspective
From this perspective I started seeing clients struggling with the same cluster of problems that kept coming up over and over again.
Flight back from Europe working with mobile carrier, started thinking about challenges
Mobile market
None of these companies were competitors a few years ago
Bark on a tree
All trying to figure out the same issues:
What do customers want?
What’s the right combination of products, software and service that will appeal?
Hyper competition and constant disruption from unexpected angles
I realized these same problems
- Figuring out customers
- Figuring out ecosystems
- Figuring out disruption
were common across industries, and tended to occur together
Flight back from Europe working with mobile carrier, started thinking about challenges
Mobile market
None of these companies were competitors a few years ago
Bark on a tree
All trying to figure out the same issues:
What do customers want?
What’s the right combination of products, software and service that will appeal?
Hyper competition and constant disruption from unexpected angles
I realized these same problems
- Figuring out customers
- Figuring out ecosystems
- Figuring out disruption
were common across industries, and tended to occur together
But these are not restricted to mobile. I called this collection of challenges of X-problems
X=Extreme risk and complexity
X=Mystery
X=Treasure
But these are not restricted to mobile. I called this collection of challenges of X-problems
X=Extreme risk and complexity
X=Mystery
X=Treasure
Developed an integrated framework to diagnose X-problems and figure out how to solve them and thrive
But not a simple ABC
First is Convergence
frog 1990’s
Confusion
Apple, Amazon, Google + Zipcar
Niche, hard to use, inconvenient service to easy, pleasant to use service for mainstream customers
Ecosystem: cars, mobile, web, backend services and infrastructure
First is Convergence
frog 1990’s
Confusion
Apple, Amazon, Google + Zipcar
Niche, hard to use, inconvenient service to easy, pleasant to use service for mainstream customers
Ecosystem: cars, mobile, web, backend services and infrastructure
Organizational toolbox - take a step back
Zappos - shoe retailer
Customer service, corporate culture
ZapposInsights as a spinoff
$40/month subscription. Tours of their offices. Seminars.
Disrupted existing consulting services for small/med businesses who never would have been expecting to be competing against a shoe retailer
This is a hallmark of living in an X-problem world - disruption from very unexpected angles.
Organizational toolbox - take a step back
Zappos - shoe retailer
Customer service, corporate culture
ZapposInsights as a spinoff
$40/month subscription. Tours of their offices. Seminars.
Disrupted existing consulting services for small/med businesses who never would have been expecting to be competing against a shoe retailer
This is a hallmark of living in an X-problem world - disruption from very unexpected angles.
Another hallmark of X-problems is that it is impossible to understand the problem all in one go - they emerge slowly over time.
Solutions to understand problem
Be agile, nimble, entrepreneurial
Hard for large orgs
HP Touchsmart - recognized people are using their computers in very different ways than they were even a few years ago.
Touch technology
First Gen Kitchen
[CLICK]
Second Gen Living room
frog did UI for all generations
By taking a patient incremental approach, HP was able to succeed
Another hallmark of X-problems is that it is impossible to understand the problem all in one go - they emerge slowly over time.
Solutions to understand problem
Be agile, nimble, entrepreneurial
Hard for large orgs
HP Touchsmart - recognized people are using their computers in very different ways than they were even a few years ago.
Touch technology
First Gen Kitchen
[CLICK]
Second Gen Living room
frog did UI for all generations
By taking a patient incremental approach, HP was able to succeed
Immersion is the process of soaking yourself in as many different areas of knowledge as possible to help you understand what the X-problem is, and how to solve it.
Because X-problems are so complicated and multi-faceted and have no clear right or wrong answer, you need to extract insight any way you can, not just at the beginning of an innovation effort but also during so you can course correct with prototypes. Even after the product has launch, stay immersed so that you can learn for the next generation, as HP did with Touchsmart
One of the key factors for immersion is customer research, and that brings us to the topic of our panel, “Pitfalls of customer-led innovation”
I’m a big believer in customer research
Back when I was I was six I started designing cars. I was inspired when our next door neighbors bought a Renault 16 and there was something about this car that I really liked.
A lot of young boys design cars, but the way I went about doing it was a bit different. Clipboard. So I’ve been doing customer research for over 30 years.
I’m a big believer in customer research
Back when I was I was six I started designing cars. I was inspired when our next door neighbors bought a Renault 16 and there was something about this car that I really liked.
A lot of young boys design cars, but the way I went about doing it was a bit different. Clipboard. So I’ve been doing customer research for over 30 years.
Being more customer led has been a mantra for many companies in the last decade. Customer focus, customer centricity, meeting customers where they are, walking in customers’ shoes, etc.
But it’s not as simple as just asking customers what they want and expecting that to turn into breakthrough innovation. In fact this can lead you wildly astray.
Before we get into our panel I wanted to talk about a few common pitfalls that I’ve seen.
Not arrogant
One company that’s been very innovative within its category is Clif Bar, the maker of snacks for athletes. Based in Berkeley.
Gary Erickson founder - had an epiphany on a bike ride where he was fed up with energy snacks that tasted like astronaut food - started making energy snacks that tasted good.
Interview: Listen to customers, do our own thing
Had a failure with Atkins
Made them refocus on their core values
Inferences around needs can partly be dealt with by not relying on customer input too heavily, or as your sole or main means of making decisions.
But if all you do is talk with customers and don’t integrate research from other areas, you’re missing out on a lot of what you need to know to make solid decisions. And could be missing out on important insights.
Tendancy is to look too narowly within their own category at their immediate competitors, but this can mean you miss out on some important opportunities for innovation
One example of taking a wide approach to research was a project our NY studio worked on for a company called IPC.
They make “phone turrets”, very sophisticated phone systems for stock traders who have to handle hundreds of calls a day.
We worked with IPC on their new generation product, with the goal of drastically improving the ease of use for stressed traders
IPC recognized that the new generation of traders had very different expectations about the quality of experience they should get from products, even ones they use in a very function-oriented environment like a trading floor
Look over the fence of your category
[CLICK]
IPC willing to look outside and see what they could learn from unrelated categories
“With the advent of cell phones, iPods and Xboxes, the new generation of traders has been weaned on consumer technology. This has had a profound influence on expectations of tools in the workplace.”
- Lance Boxer, CEO, IPC
Customer expectations are getting reset by things outside your industry. Are you paying enough attention?
IPC recognized that the new generation of traders had very different expectations about the quality of experience they should get from products, even ones they use in a very function-oriented environment like a trading floor
Look over the fence of your category
[CLICK]
IPC willing to look outside and see what they could learn from unrelated categories
“With the advent of cell phones, iPods and Xboxes, the new generation of traders has been weaned on consumer technology. This has had a profound influence on expectations of tools in the workplace.”
- Lance Boxer, CEO, IPC
Customer expectations are getting reset by things outside your industry. Are you paying enough attention?
The last pitfall I want to describe is when companies are not bold enough with how they act on their research.
Our traditional research told us that there would be a total available world market of about two million units for a $499 phone. We sold over two million units in the UK alone.
Went on to sell 50M phones in 2 years
Being a market leader can often mean “ignoring” your customer research
Our traditional research told us that there would be a total available world market of about two million units for a $499 phone. We sold over two million units in the UK alone.
Went on to sell 50M phones in 2 years
Being a market leader can often mean “ignoring” your customer research