A webinar presentation by Tom Grant, Sr. Analyst from Forrester and hosted by Accept Software & AIPMM. Social media have demolished the myth that technology vendors were the sole source of innovation in this industry. While technology vendors have great ideas, so too do customers. Just as importantly, innovation is more than just “ideation” or invention. The classic friction between IT and business shows how the success of new ideas depends on acceptance and adoption. Social media now offer a way for technology vendors to harness the good ideas of their customers, often through the Web 2.0 tools (forums, blogs, Wikis, etc.) that the vendors themselves sponsor. At the same time, social media can help vendors get under the skin of their target users and stakeholders, gaining critical insights that can help make better product decisions more quickly. The broader landscape of social media, beyond what the vendors themselves sponsor, are often the sources of these insights. However, using social media in this fashion is not for amateurs. Meeting the information management challenges these new resources pose requires skill that not every product team may have, and tools with greater capabilities than spreadsheets and word processing documents.

1. Welcome to
l
What winning product teams are doing
right in today s economy
right in today’s economy
Innovation Management Solutions
Today’s presenter: Tom Grant
Forrester Senior Analyst
Forrester Senior Analyst
Association of International Product
May 28, 2009, 10am Pacific, 1pm Eastern
Marketing and Management
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2. Get the most from this webinar
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Innovation Management Solutions
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3. The innovation imperative
• The importance of getting it right
• The need for certainty
• Listening to your market
• Web 2 0 enabling new solutions
2.0
Innovation Management Solutions
Association of International Product
Marketing and Management
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4. What winning teams are
doing right in today’s
economy
Using social media to power innovation
g p
Tom Grant
Senior Analyst
Forrester Research
May 28, 2009

5. Innovation is both an
art and a science. Social
media help with both.
5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

6. Agenda
• Innovation and its discontents
• Th promise of social media
The i f i l di
• Next steps
6 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

7. Agenda
• Innovation and its discontents
• Th promise of social media
The i f i l di
• Next steps
7 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

8. Innovation, we hardly knew ya
How we wish
innovation could work
i ti ld k
INVENTOR CONSUMER
8 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

9. Innovation, we hardly knew ya
Other people in
Other people in IDEATION
your company It’s not just for
engineers any more.
Customers and
partners
9 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

10. Innovation, we hardly knew ya
INVENTION
It
I requires perspective——
on the technology, the
use case and the
case,
business case
INVENTOR INTERNAL
STAKEHOLDER
Is this a good fit for our company?
What’s in it for us?
What s in it for the customer?
What’s in it for the customer?
10 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

11. Innovation, we hardly knew ya
ADOPTION
It’s not strictly under
your control.
Do we understand what you’ve built?
Does it address our problem?
p
Who makes the decisions to buy or implement?
11 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

12. Actually, we did sorta know you
SOURCE: Everett Rogers, The Diffusion Of Innovation (1964)
12 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

13. Bad information cripples innovation
Ideation Invention Adoption
Unrepresentative samples
Undersized samples
Customers you already know
Features, not use cases
Don’t understand users
Don’t understand stakeholders
Sporadic data collection
13 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

14. The trough of ignorance
Active data
collection from
target customers
IDEATION INVENTION ADOPTION
14 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

15. Bad information cripples innovation
• EXAMPLE: The customers you already know
– Ideation Fanbo ism
Ideation: Fanboyism
– Invention: Market development
– Ad ti
Adoption: N
New users and stakeholders
d t k h ld
15 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

16. Traditional sources should worry you
Top 3 Sources Limitations
Customer meetings A lot of work for a small sample
May talk to the wrong user
Not the customers you don’t have
E-mail feedback from Incidental after-effects
customers Your language, not the user’s
Not the customers you don’t have
Bug reports Incidental after-effects
Technical issues, not use cases
Not the customers you don’t have
Source: June 16, 2008, “Improving Your Product Management Tools”
16 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

17. Agenda
• Innovation and its discontents
• Th promise of social media
The i f i l di
• Next steps
17 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

18. Good information helps innovation
INNOVATION CHALLENGE HOW SOCIAL MEDIA CAN HELP
Unrepresentative samples Peruse a greater variety of sources
Undersized samples Enlarge the pool
Customers you already k
C t l d know Go b
G beyond your forums
d f
Features, not use cases Listen to users directly
Don t
Don’t understand users Hear what matters to them
Don’t understand stakeholders Understand the decision-makers
Sporadic data collection Combine feeds and projects
18 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

19. What do you mean by social media?
YOUR SITES
19 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

20. What do you mean by social media?
OTHER
PEOPLE’S
SITES
20 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

21. What type of question are you asking?
CORE
ASPECTS
QUESTION
Persona
For whom are we
PROBLEM-
PROBLEM Solution
building
CENTRIC Market
technology?
Innovation
Prioritization
Invention
PRODUCT- What technology
Design
g
CENTRIC should we build?
Roadmap
Competition
21 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

22. What type of data do you need?
Understand the bigger context
IN-DEPTH Reach the “Aha!” moment
Anticipate issues
Increase confidence
I fid
AGGREGATE Estimate business impact
Identify and segment markets
22 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

23. Now, take your pick
Independent
Vendor
blogs
forums
f
Vendor Independent
innovation forums
Vendor
RODUCT
PROBLE
blogs
bl sites Independent
d d
networking
Vendor
Wikis Social
EM
PR
bookmarking
Vendor code
Collaborative
libraries Micro‐
aggregation
Vendor blogging
subscription Open source
projects
Vendor p
Independent
networking code libraries
23 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

24. Agenda
• Innovation and its discontents
• Th promise of social media
The i f i l di
• Next steps
24 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

25. Define the problem you want to solve
• Long-term
– Where can social media do the most good?
• EX: Not breaking out of our current market
– What are the measurable outcomes?
• EX: Can reach decision on new market, strategy for entry in
no more than 3 months
• Sh t t
Short-term
– How can we best get started?
• EX: Understand people with similar use cases in an adjacent
market
– What are the measurable outcomes?
• EX: Identify and profile all personas involved in new use case
25 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

26. Be methodical about how getting answers
Who is the target user or stakeholder?
PERSONA What
Wh t problems d th f
bl do they face? ?
What tasks do they perform?
How do people in this demographic use
LOCATION social media?
i l di ?
Where can I find them?
What is the question that we want to pose?
OPTIONS What
Wh are the options among which we’re
h i hi h ’
choosing?
How do we get a credible, actionable
TEST answer?
26 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

27. Success requires investment
• New sources
– Some sponsored, some disco ered
sponsored discovered
• New roles
– “Community manager”
– Assists both inbound and outbound
• New skills
– Social scientific disciplines (aggregate, in-depth)
– Does your team have them?
27 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

28. Success requires investment
• New deliverables
– Personas use cases, solution architectures
Personas, cases
– Reports, dashboards
• New projects
– Ongoing research
– Incidental research
– Skills upgrade
• New tools
– Accelerate, simplify the process
– Translate into actionable product terms
– Fit into your portfolio
i t tf li
28 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

29. New information management challenges
COLLECTION ANALYSIS DECISION COMMUNICATION
Are we looking How do we Are we using How do we share
at the right make sense the data the the data and our
sources? of the data? right way? decisions?
29 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

30. Stages of an inbound social media strategy
PM skills
expansion
Goals for
Product
social media
decisions
Pilot social Changes to
media project PM roles
PM skills
inventory Future S.M.
First major projects
S.M. projects
INITIATION PILOT ADJUSTMENT LAUNCH
30 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

31. Make innovation work
IDEATION INVENTION ADOPTION
Capturing, Finding the
understanding,
g, Deciding what
g p
path to
and evaluating to build the user
ideas
Seeking Making the Ensuring
inspiration business successful
through case for adoption
understanding
d di building it
b ildi i
31 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

32. Thank you
Tom Grant
+1 650.581.3846
tgrant@forrester.com
http://blogs.forrester.com/product_management
@TomGrantForr
32 Entire contents © 2009 Forrester Research, Inc. All rights reserved.

33. Questions and Discussion
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Use Hashtag #acceptsoftware
Innovation Management Solutions
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