The trouble with innovation is it’s risky. Sure, the upside is nice (increased sales), but the downside (it doesn’t work) is distasteful.
Everyone is looking for the magic pill to change the risk-reward ratio of innovation, but there is no pill. Though there are some things you can do to tip the scale in your favor.
All problems are business problems. Problem solving is the key to innovation, and all problems are business problems. And as companies embrace the triple bottom line philosophy, where they strive to make progress in three areas – environmental, social and financial, there’s a clear framework to define business problems.
Start with a business objective. It’s best to define a business problem in terms of a shortcoming in business results. And the holy grail of business objectives is the growth objective. No one wants to be the obstacle, but, more importantly, everyone is happy to align their career with closing the gap in the growth objective. In that way, if solving a problem is directly linked to achieving the growth objective, it will get solved.
Sell more. The best way to achieve the growth objective is to sell more. Bottom line savings won’t get you there. You need the sizzle of the top line. When solving a problem is linked to selling more, it will get solved.
Customers are the only people that buy things. If you want to sell more, you’ve got to sell it to customers. And customers buy novel usefulness. When solving a problem creates novel usefulness that customers like, the problem will get solved. However, before trying to solve the problem, verify customers will buy what you’re selling.
No-To-Yes. Small increases in efficiency and productivity don’t cause customers to radically change their buying habits. For that your new product or service must do something new. In a No-To-Yes way, the old one couldn’t but the new one can. If solving the problem turns no to yes, it will get solved.
Would they buy it? Before solving, make sure customers will buy the useful novelty. (To know, clearly define the novelty in a hand sketch and ask them what they think.) If they say yes, see the next question.
Would it meet our growth objectives? Before solving, do the math. Does the solution result in incremental sales larger than the growth objective? If yes, see the next question.
Would we commercialize it? Before solving, map out the commercialization work. If there are no resources to commercialize, stop. If the resources to commercialize would be freed up, solve it.
Defining is solving. Up until now, solving has been premature. And it’s still not time. Create a functional model of the existing product or service using blocks (nouns) and arrows (verbs). Then, to create the problem(s), add/modify/delete functions to enable the novel usefulness customers will buy. There will be at least one problem – the system cannot perform the new function. Now it’s time to take a deep dive into the physics and bring the new function to life. There will likely be other problems. Existing functions may be blocked by the changes needed for the new function. Harmful actions may develop or some functions will be satisfied in an insufficient way. The key is to understand the physics in the most complete way. And solve one problem at a time.
Adaptation before creation. Most problems have been solved in another industry. Instead of reinventing the wheel, use TRIZ to find the solutions in other industries and adapt them to your product or service. This is a powerful lever to reduce innovation risk.
There’s nothing worse than solving the wrong problem. And you know it’s the wrong problem if the solution does not (1) solve a business problem, (2) achieve the growth objective, (3) create more sales, (4) provide No-To-Yes functionality customers will buy, and (5) you won’t allocate the resources to commercialize.
And if the problem successfully runs the gauntlet and is worth solving, spend time to define it rigorously. To understand the bedrock physics, create a functional of the system, add the new functionality and see what breaks. Then use TRIZ to create a generic solution, search for the solution across other industries and adapt it.
The key to innovation is problem solving. But to reduce the risk, before solving, spend time and energy to make sure it’s the right problem to solve. It’s far faster to solve the right problem slowly than to solve the wrong one quickly.
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