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Streetscooter (Fach) / 4 Managing a Promising Idea (Lektion)
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- Two perspectives how Innovation happens Innovation is the result of a frustrated user Innovation is the result of a dedicated firm activity
- Two perspectives on how to manage the process Deterministic, predictive perspective of a Stage-Gate process Experimenta & adaptive perspective of agile development
- The Stage-Gate innovation process Each stage defines a set of cross-functional and parallel activities, followed by a gate: - Activities: Information gathering by project team. Analysis and input for Gate - Gate: A go/kill decision point The continous need to evaluate is a key success factor o managing the apparently open, complex and unstructured process of innovation Clear Gate criteria allow to compare projects and provide an aggregated overview
- Critique of the Stage-Gate model Too determined to slow for innovation Not suited for radival innovation Sequential thinking but innovation rather "trial and error" No focus on Front End of Innovation
- Principles of Design thinking Focus on users' experiences, especially their emotional ones Create models to examine complex problems Use prototypes to explore potential solutions Tolerate failure (an open culture) Exhibit thoughtful restraint Experimantation and iterative problem-solving
- Challenges of Design Thinking Accepting more ambiguity: Difficult to calculate return of investment in creativity Embracing risk: There is no guarantee of its outcome - transformative innovation is inherently risky Resetting expectations: Solution to all woes? Not right for optimizing, streamlining, or operating a stable business
- The Agile Manifesto in software development Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
- Core principles of agile development Iterative, incremental and evolutionary Iterations are short time frames (timeboxes). Each iteration involves a cross-functional team In a daily stand-up team members report what they did and are going to do Working software is primary measure of success. Team includes a customer representative
- Agile development beyond software Objectives: Ability to respond in an uncertain and turbulent environment, Flexibility and motivated teams, faster time to market, higher customer-centricity Principles: Integrate the customer, think in products Agile work practices (small teams, self-organization, new roles) Commitment to common goal Work in small iterations
- The Lean Startup - Principles Minimum Viable Product: One product with least effort that works and lets you learn Split or A/B testing: Experiment by offering two versions Pivot: Strucutred course correction designes to test a new fundamental hypothesis about product or business model Build-Measure-Learn-Loop: Ideas - Build - Product - Measure - Data - Learn
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- A definition of creativity by Theresa Amabile Creativity is the production of a novel and appropriate response, product or solution to an open-ended task The task must be open-ended The response mut be new but not merely different, thus it must be appropriate to the task A reponse or product is creative to the extent that is is seen as creative by prople familiar with the domain
- Amabile's Componential theory of creativity Domain-relevant Skills Creativity-relevant processes Task motivation: intrinsic motivation Social environment
- Factors that can block creativity Norms of harshly criticizing new ideas Political problems within the organization Emphasis on the status quo
- Factors that can stimulate creativity Work team taht are collaborative, diverse and idea-focused Supervisiors who encourage the development of new ideas Appropriate recognition for creative work Norms of actively sharing ideas across the organization