This is an extended version of the Successful Product Development talk in the seminar delivered by Timothy Allan (Locus Research) along with Jonathan Prince (Motovated Design & Analysis) and

1. How to
Identify
Winning Products
& Develop them successfully
www.locusresearch.com
“Successful Product Development Workshop” 2012
Locus Research, Motovated Design & Analysis, EverEdgeIP
Presenter: Timothy Allan - Locus Research Ltd
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2. Famous Last Words

3. Famous Last Words

4. Product Development Process
research idea prototype production to market in market
seed developed seed seedling sapling ricker mature kauri
The seed of the magestic Kauri is dispersed If the seed finds itself in dry but cool As a seedling they will develop The young sapling bristles After 50 years or more the trees will reach the The final size of a Kauri is often
after pollination by the wind travelling a conditions and isn’t deposited too oblong shaped green or reddish up a and grows a spiky forest canopy. The tree will slow it’s upward determined by it’s conditions, but can
distance of up to 1.5 km before settling deeply or eaten by insects or birdlife it borwn leaves quickly dependnig coat developing at a rate of streak and start to broaden and develop grow upwards of
ideally in the cool moist foliage under the will germinate and shed it’s coat after on how much direct sunlight they approximately 10-25cm a year. the iconic crown it is well known for. During 30-40 metres high and several metres
Manuka tree. The Kauri seeds special 35 days. Kauri seeds have bee known are exposed too. this time it will also start to shed the lower wide. Kauri can survive for thousands of
wing like form helps to carry it far from the to develop on fallen trees or even in the branches in a process called abscission years the oldest in New Zealand being
parent tree allowing it to grow gradually and litter at the base of the parent tree, a very leaving the trunk free of knots to become estimated at between
broaden over decades.(Stewart, Kauri, 2008) hardy habitat. what’s known as ‘poles’ or ‘rickers’. 1200-1500 years.

5. The Three Stooges
How do you Identify a winning product ?
What are the ingredients of success?
Why does working together matter so much?
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6. Assumptions
This is a presentation about how you at things not about
examples;
It is focussed on New Product Development’ not
iterative extensions to existing products, we figure you
are already doing that;
Only has to be new for you to be new;
Products that impact on your business.
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7. My Bias
New, is not always better, Being the best is what matters;
Be Optimistic but Pragmatic ;
Research is not Negotiable;
Product Integrity is Paramount
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8. Hope ft. the space pen
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9. Hope ft. the space pen
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10. Hope ft. the space pen
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11. More does not mean better
All the Resources and yet?
More bureaucracy & constraints
Feeling you ‘should’ be able to do it
Many innovative people are not a good fit with
established environments
Not good at identifying disruptive value networks
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12. Ingredients of Success
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13. Ingredients of Success
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14. Ingredients of Success
Raw materials
(Your Resources)
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15. Ingredients of Success
Raw materials
(Your Resources)
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16. Ingredients of Success
Raw materials Process
(Your Resources) (Your Structure & Sequence)
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17. Ingredients of Success
Raw materials Process
(Your Resources) (Your Structure & Sequence)
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18. Ingredients of Success
Raw materials Process Timing
(Your Resources) (Your Structure & Sequence) (Decisions & Execution)
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19. Ingredients of Success
Research Platform & Product Embodiment;
Testing, Standards & Compliance;
Product Brand & Marketing;
Sales, Marketing & Distribution;
Business Potential & IP;
Sustainability & Environmental Risk.
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20. Observation is Free
Success is characterised by a few things falling into line
at the right time;
These are external to us, and are not defined by us
although we may be involved with them;
To the Observant, these trends changes and
opportunities can be documented and understood.
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21. Get into Place
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22. Get into Place
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23. Be Original
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24. Be Original
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25. My Ideas better than yours
Ideas are like possessions;
Idea’s are a battleground for Ego’s where objectivity has
no place;
Yet Objective decision making is central to our ability to
develop products successfully;
At the start of the process we deliberately avoid idea
generation.
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26. Out of Focus
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27. Out of Focus
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28. Out of Focus
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29. Out of Focus
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30. Broad not Deep
You need to have a deep depth of field;
Forgo the narrow, macro view;
Cover as much ground as possible, relationships
between things are important;
Project, people, structure, consumer, gatekeeper, life
cycle, packaging, distribution, risk, standards,
compliance ~
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31. Can you make a business out of it?
This simple question makes you ask the tough questions
๏ Is in growth or in decline?
๏ Regulatory change?
๏ Traffic jam or country road?
๏ Purchasing values?
๏ Easy to extend the offer?
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32. Down the garden path
Asking others about whether an idea is good or not is
circular;
People like the concept of user led research because it
provides what they think is validation;
You can’t deliver what someone thinks they want in their
head, you’ll never get there, you’ll be led down the
garden path.
Get off the fence.
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33. Lead or be led
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34. Lead or be led
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35. Customer Experience
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36. Customer Experience
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37. It Starts with your team
To most companies developing products is not their
core business;
If it was, it would be everyones concern, not just the
R&D teams;
Bringing all the disciplines together enables you to
deliver a cohesive, unified product to market.
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38. Resistance
Always likely to be resistance to this approach
Forces people to communicate, be open, transparent,
change the way they work;
If someone does not, ask them to clearly justify why
others don’t need to be involved..(?)
Ideas are possessions which have no time for objectivity.
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39. Need for Speed
If your teams integrated;
They understand & they are thinking about it;
No lengthy handoffs, 3rd party briefings,
miscommunication;
This increases your speed to market by collapsing the
existing linear process into a concurrent & more dynamic
process.
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40. Feeling it on the inside
Look to create internal momentum & motivation;
Your team needs to have the self confidence to feel
successful;
Your confidence rubs off on those that you present and
talk to;
You can change peoples minds;
Make sure your project is built to succeed and your
team believes it.
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41. Summary
More does not mean better;
Ingredients of Success (Materials/Process/Timing)
Observation is free;
Get into place;
Be original;
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42. Summary
My ideas are better than yours ~ don’t treat ideas like
possessions;
Broad not Deep ~ you need to keep a deep depth of
field at the start;
Can you make a business out of it?
Get off the Fence;
Leading changes everything, be prepared;
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43. Summary
Focus on the whole ‘customer experience’ don’t divide
up your thinking;
Need for Speed ~ a concurrent approach works best;
Think Agile not Waterfall;
Feel it on the inside, don’t rely on others to give you
confidence, you need to instill confidence in others;
Digital is Critical
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54. http://public.iwork.com/document/?
d=IdentifyingWinningProducts_Remix.key&a=p11107
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