3. WHY
Innovation Workshops
I applied the methods the next
day with my team and we’ve
redirected our project in a more
purposeful manner… a higher
level of success is inevitable
Participants are now more
effective with their teams…
We now have a shared view
of what success looks like
“
”
“
”
19. Customer Problem
Problem Type Executive Team Support
TeamProject Goal
Vague
Puzzle Unaware
New or-
Churning
Assumed
Narrow
Mystery Supportive
FunctionalDefined
Why Customer Problem OccursDocumented Hypothesis
Interaction with Customer
Target Customer
Seldom
Broad
Frequent
Narrow
Team Risk ToleranceStick to Tried-
and-true
Fearless Project Ambition LevelAchieve
Parity
Change
the Game
# of Concepts Identified1 50+
Project: Date:
THE EXAMPLE
Diagnosis Tool
20. Scope of
Customer Problem
Project Vision Executive Team Support
TeamProject Goal
Vague
Ambiguous Unaware
New or-
Churning
Assumed
Narrow
Clear Supportive
FunctionalDefined
Understanding of
Customer Problem
Based on
Guesses
Based on
Facts
Interaction with Customer
Target Customer
Seldom
Broad
Frequent
Narrow
Team Risk ToleranceStick to Tried-
and-true
Fearless Project Ambition LevelAchieve
Parity
Change
the Game
Breadth of Concepts IdentifiedHomogeneous Diverse
Project:
Intuit :: D4D :: Project Diagnostic
Date:
21. MORE INFO
“The Innovation Catalysts”, HBR June 2011
http://hbr.org/2011/06/the-innovation-catalysts/ar/1
“Design Thinking: Expanding UX Methods Beyond Designers”
chapter in User Experience Best Practices: How to Achieve
More Impact with User Experience.
A. Baeck, P. Gremett, McGraw-Hil, 2011
22. THANKS
Photo by Simon Yeo
Erin Liman
Joseph O’Sullivan
Kaaren Hanson