[sis] innovation & designing for impact

TIM STOCK SUMMER 2014

innovation & designing for impact

1

Strategic Design & Management Summer 2014

TIM STOCK SUMMER 2014 2

what do we mean by innovation?


why do companies struggle with innovation?

past present future

let’s just do the same thing we did last time


stories

4

patterns

finding the “future of” our business

where do we invest?

signals

it comes down to what we choose to see and how we process that as action for the business


innovation and cognitive deficitsdepression is the inability to imagine a future

past present future


what happened to Kodak?

past present future


what happened to Blockbuster?

past present future


innovation is about risk

an idea that is not dangerous is unworthy of being called an idea at all. [Oscar Wilde]


The more original a discovery, the more obvious it seems afterwards. [Arthur Koestler]

innovation is about being predictive


Cinema is a matter of what’s in the frame and what’s out. [Martin Scorsese]

innovation is about choices


developing the “what if”building cognitive frameworks over just making more product

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the difference between invention & innovation

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innovation requires context to flourish


the difference between invention & innovationinnovation requires context to flourish

13


always see the human frameworkinnovation can’t be sustained if it is not in sync with people

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@bryankramer


innovation requires imaginationas we mature our own cognitive bias gets in the way

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innovation requires intelligencebuilding that imagination into the way you do business

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people will use it it can be built

it can make money

DESIRABLE FEASIBLE

VIABLE

technology

revenue models

people

partners

systemstrends


finding where we fit into the story is critical understanding the narrative dynamics

past present future


whatthe structure of intelligent innovation

past present

changing context

emerging signals

$ :economics technology

societydata

patterns

evidence

what is changing?


near term

what can I do to leverage this?

long term


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whatthe structure of intelligent innovation

past present future

changing context

emerging signals

translate codes into actionable

insights

$ :economics technology

societydata

patterns

evidence

insights

platforms


what changes are impacting how things are made and consumedstep one: establish the dynamics for innovation

$

:

economy

tech

society


what in market and conceptual examples support these shiftsstep two: source and code signals

The Myth collection


define actions that make sense for the business step three: translate insights into an action framework


transformative intelligence to drive new storiesinnovation is about delivering in a way that makes all other choices dissolve

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who transformed the internet?

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past present future

2000s


google search rewires our expectation on how the internet should work

2000s


google search rewires our expectation on how the internet should work

portalutility

2000s


who transformed air travel?

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past present future

1990s


premium economy redefines expectation in category

every other airline

27

1990s


premium economy redefines expectation in category

every other airline

27

economicalaspirational

1990s


near term


long term


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the future of air travel

past present future

changing context

emerging signals

insightsdata

platforms

evidence

today

how can we expect consumers to evolve?


who transformed beauty retailing?

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past present future

2000s


access to the internet rewires how interest and interaction works in buying beauty products


access to the internet rewires how interest and interaction works in buying beauty products

packagedexperiential


near term


long term


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the future of beauty retailing

past present future

changing context

emerging signals

insightsdata

platforms

evidence

consumer knowledge

urbanism

educated consumer

return of physical retail

design in everything



who transformed hotels?

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past present future

1990s


trading up redefines expectation in category

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1990s


trading up redefines expectation in category

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standardizationpersonalization

1990s


near term


long term


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the future of hotels

past present future

changing context

emerging signals

insightsdata

platforms

evidence

today



who transformed fashion retail?

2000s


desire for customization rewires our expectation on how things work

2000s


desire for customization rewires our expectation on how things work

commoditizationcustomization

2000s


near term


long term


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the future of fashion retail

past present future

changing context

emerging signals

insightsdata

platforms

evidence

3D printing

consumer knowledge

urbanism

educated consumer

return of physical retail

design in everything

mobile

today



who transformed fast food?

past present future

2000s


transparency rewires our expectation on what food should be

2000s


transparency rewires our expectation on what food should be

fast & cheaptransparent

2000s


near term


long term


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the future of fast food

past present future

changing context

emerging signals

insightsdata

platforms

evidence

consumer knowledge

urbanism

educated consumer


today


who transformed television?

past present future

2000s


always on rewires how we watch and share media

2000s


always on rewires how we watch and share media

time basedinterest based

2000s


near term


long term


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how can we expect consumers to evolve?the future of television

past present future

changing context

emerging signals

insightsdata

platforms

evidence


stories

44

patterns

finding the “future of” our business

where do we invest?

signals

it comes down to what we choose to see and how we process that as action for the business


afternoonmeet at 2:15pmMET group deskFifth Avenue & 82nd Street