Innovation and DisruptionWord文档格式.docx

Innovation and DisruptionWord文档格式.docx

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incrementalimprovementsordisruptiveinnovations.Incrementalimprovementsallowonemanufacturertotakemarketsharefromanotherandgivefanboysfuelforinternetforums.Disruptiveinnovationsmaycreateamillionnewcustomers.Ormakeamillionpotentialcustomersleaveforsomenewhobbyorwayofdoingthings.

Peopleloveincrementalimprovementsbutoftendislikedisruptiveinnovationsatfirst.Disruptioncausesmajorchangesandcanbethreatening.Itmaybeseveralgenerationsbeforethenewtechnologyisclearlysuperiortowhatalreadyexists.Buteventuallythedisruptiveinnovationhasahugeeffectonthemarket.Itcausessomeexistingmanufacturerstofail,otherstoflourish,andcreatesbrandnewmanufacturersnearlyovernight.

Mostpeople,though,don’trealizewhatadisruptiveinnovationfirstlookslike.Theyexpectaburningbushoftechnologicaltriumphthatisinstantlyrecognizedasthenextgreatthing.

Agile/Leanthinking

Combiningtheleanandagileapproach:

Enablingflexibilitythroughbalance

Likepeanutbutterandjelly,whenitcomestoagileandleanoperatingmodels,thetwoapproachesjustgotogether.Whereasleanfocusesonreducingwasteandenhancingflow,agilityplaysacomplementaryrole,ensuringthatleanpracticesdonotbecomesorigidthattheydonotallowformarketfluctuations.Anagilecompanyisabletotakeintoaccountchangingcustomerpreferencesandchangingstakeholderdemands,enablingbusinessestorespondquicklytoshiftingmarketconditions.Whereastheleanpartoftheequationcutsbackonwaste,theagilepartlendstheflexibilitynecessarytobeatcompetitorstothepunch.

Companiesthattakeexcessivetimeexecutinganideasotheygetit“justright”beforetakingittomarketcanbebestedbytheircompetitorsthatgetonthescenewithsimilarproductsbeforetheydo.Forexample,Netflixwastednotimetransformingitselffromamail-rentalDVDcompanytoastreaming,on-demandcompanythatnowevenproducesoriginalcontent.Theylearnedquicklythattheircustomerswantedmovies,thefasterthebetter,andtheydidn’tmuchcarehowthosemoviesgottothem.Bystreamingvideo,Netflixmadeitsdeliveryon-demand,andthatdemandskyrocketed.Beingagile—constantlysolicitingcustomerfeedback,refiningbusinessmodels,andrepeatedmarket-testing—gaveNetflixtheagilityitneededtosucceedintheentertainmentsector.Andleanpracticessqueezedoutanywasteinproduction.

Leadingpractices

Combiningleanandagileoperatingmodelsrequiresadelicatebalanceoftwoapproachestoinnovationthatcansometimesbeatodds.Reducethoseoddsbyfollowingthesegeneralrules:

1.Knowyourmission.Knowwhoyourcustomerisandwhatproblemyouwanttosolveforthatcustomer.Knowingtheproblemyouaresolvingwillleadyoutothemethodologyyouneed.Alsoensureyouhaveanenduringvisionoftheexperienceandbrandpremisethatdifferentiatesyourspecificbusinessmodel.Shiftingyourbusinessmodelshouldbeadeliberatestrategy—notadailyexercise.

Oneprimeexampleofalean,agilecompanythatthathasexperiencedconsiderablesuccessisUber.Ubersawaneedinthemarketplaceforamorestreamlined,practicalwayforpeoplewithoutcarstotravelshortdistances,andtheycreatedasuccessful,ride-sharingserviceaccessibleonaneasy-to-usesmartphoneapp.Itsabilitytocontinuallyadapttocustomerpreferencesmakesitanagilecompanyresponsivetomarketdemands.Theresult?

Uberhasmovedto471citiesworldwide1andhasinspiredmultiplecopycatfirms.

2.Prototype—butalsoplatform.Leanandagileinnovationstartwithbuildingblocks.Nomatterhowpie-in-the-skytheidea,eachideashouldstartwiththeminimalfunctionalconcept.Fromthatbasicidea,aprototypecanbegintotakeshapewithoutbeing“over-built.”Inrapidprototyping,anythingcanbeaprototype:

ablockofwood,apaperdrawing—anythingthatgetsyourideaacrossandhelpsyoutodecidewhethertoprogresswithit.

Onceaprototypeisrealized,articulateaplatformbeforegoingtomarket.Theplatformshouldguidemajorideassuchaswhetheryoumodularizeyourproductorrefactoritovertime.Asolidplatformwilllenditselftomalleablebusinessmodelsandenableappropriatescaleandefficiency.

3.Beflexible.Agileinnovationgenerallyrequiresteamsofpeoplededicatedtoaspecifictaskthatoperateatadifferentpaceandscalethantherestofacompany.Makesureyourteamsarenottoobig.Breakingthemdownintosmallerunitsallowsthemtoworkwithotherteamsonthetotalproblem.Besuretogiveeachitsownindependencetoworkonitsspecifictask.Thismethodwillkeeptimelinesshorterandinvestmentincheck.

4.Shareownershipandreduceyourdistancetocustomers.Thecruxofanagileoperatingmodelistherelationshipamongthepeoplewhomakeithappen.Ifeachandeverypersonfeelsresponsibleforthedeliveryofthevalueofthebusinessmodeleveryday,it’slikelyyourenterprisewillbesuccessful.Forexample,teammembersshouldfeelfreetogivereal-timefeedback,comments,andsuggestionstostimulatetheteamasawholebyrespondingtopotentialproblems.

Commonmistakes

Somecommonerrorstoavoid:

1.Pursuethemaximumimaginaryproduct.Beforethedot-combust,thefocusofnewcompanieswastogetbigfastatanycost.Companieswouldoftenexpandintonewareasbeforetheyhadproventhemselvesintheareastheycurrentlyoccupied.Nowthatthoseheadydaysarepast,lean,agilecompaniesarecounseledtotesthypotheses,findthebestmarketfit,andconserveresourcesuntiltheyarriveatareal,sellable,scalable,repeatablebusinessmodel.

2.Staffyourc-suitewithvisionaryleadershipwithnohands-onexperience.Justbecauseapersonsucceededinanautomobilecompanydoesnotmeanheorshewillexceedexpectationsinthebankingcommunity.Yourbestbetareagileleaderswhohavealready“gottentheirhandsdirty”bysuccessfullyadaptingtochangingsituationsinthecompany’sareaofexpertise.

3.Spendaway.Evenifyoufindyourselfflushwithcapital,becarefulhowyouspendyourfirstdollars—youmayneedthemifyourinitialperformancedoesnotmeetexpectations.Youwilllikelyhavetopivotyourbusiness（andproduct）plansseveraltimesbeforeyoulaunch,andthoserestartstaketimeandmoney.

Co-creation

Creatingacommunityofco-creators

Intoday’sfast-paced,“always-on”worldofdigitalengagement,inwhichcustomersareever-vocalabouttheirdesiredexperiencesandever-demandingofnext-generationproducts,nearlyallcompaniesoperateonapublicstage.Thetraditionalwallsthatonceseparatedconsumersfromproducersarecrumbling,andcustomersincreasinglyexpectthecompaniestheypatronizetobealwaysawareoftheirconcernsandpreferences.

Inthisworld,itiswise—evencrucial—forcompaniestoengageone’scustomers,partners,andsuppliersintheproductdevelopmentprocess.Simplydeliveringproductstothemarketplace—nomatterhowindemandtheyare—isnolongeradequateforlong-termsuccess.Ifcompanieswanttoinvesttheirproductswithlong-termvalue,theymustengagewiththeconsumers,partners,andsupplierswhoenjoythemandbuildanoperatingmodelbasedondynamicstakeholderengagement—or“co-creation.”

Co-creationreplacestheideaoftheisolatedresearchertoilinginasiloedlabinfavorofanapproachthatinvitesconsumersandsupplierstobepartnersinproductdevelopment.Itisacommunity-centricapproachthatbelievesthebestjudgeofwhataconsumerwantsistheconsumerhimself,and,assuch,itinvitesconsumers,partners,andsupplierstocontributetoacreativeprocessthatwillideallyresultinproductstheconsumerwillwanttopurchase.

Co-creationworksbestwhencustomers,partners,andsuppliersaremotivatedtoworkwithacommunityofin-housetalent—developers,designers,andresearchers—tomeetmutuallyagreed-upongoals.Doneright,theprocessincorporatesafeelingofcommunityinallinvolved,creatinganetworkofinvestedstakeholders.Butsucheffortsshouldtakecaretoadheretosomeleadingpractices:

•Investinmotivatingyourcommunity.Ifyoucontinuallytellyourco-creatorstosolveyourproblems,theywillquicklyloseinterest.Butifyoufocusonensuringthatyourconsumers,partners,andsuppliersareenjoyingthecreativeprocess,youwillinspirethemtoworkwithyou.Don’tneglecttogiveyourco-creatorssomethingfortheirefforts—theyneedpraise,creditfortheirideas,andevidencethattheyaremakingadifferencetostayengaged.

•Makeco-creationanongoingprocess.Co-creationgoesbeyondoccasionallysolicitingcustomer,partner,orsupplierfeedback.Themostsuccessfulco-creationeffortsarelong-runningcampaignsthatworktobuildacommunityofinvestedstakeholderswhoaremotivatedtoworkwithcompaniestoproducetheproductstheywanttoseeonthemarket.Oneoft-quotedexampleofthisis“NikePlus,”thevirtualcommunityofNikeshoe-ownersmaintainedbytheathleticshoemanufacturer.NikePlusinvitesconsumerstosharewithoneanotherviaphoneappstheirfavoriterunningtracks,workoutroutines,andexercisetips.Bycreatingapositivecommunityexperience,Nikehasassembledalargegroupofinvestedstakeholdersavailabletobetappedfornewproductandmarketingideas.

Thereareseveralcommonpitfallsawaitingcompaniesthatattemptaco-creationmodelwithoutthinkingitthrough:

•Don’tdisengage.Simplybuildingandobservingyourgroupwon’tgetthefeedbackyouwant.Therealchallengeliesinnurturingyourrelationshipsandkeepingyourco-creatorsengaged.Putthoughtintocuratingyourgroup;

rememberthatyouareessentially