Clear Intro to Innovation

Page 1

INNOVATING IN A BRAVE NEW WORLD


WHAT ARE THE BIGGEST PROBLEMS WE’RE SEEING IN INNOVATION TODAY?

2


IT’S TOO EASY TO MAKE A NEW PRODUCT TODAY

IT’S TOO HARD TO CONTROL THE CONVERSATION

3


WE’RE NO LONGER PLAYING AGAINST A LIMITED FIELD

TODAY, ANYBODY CAN GET A PRODUCT TO MARKET

4


THE NEXT BIG IDEA CAN COME FROM ANYWHERE 5


AS A RESULT:

WE LIVE IN A WORLD OF NEAR-INFINITE CHOICE 6


TODAY,

YOU HAVE TO BE BRAVE TO WIN 7


CLARITY GIVES YOU THE ABILITY TO BE BRAVE

8


WHEN WE’RE BIG, WE OFTEN OVERESTIMATE:

§  HOW DIFFERENT OUR PRODUCT IS FROM THE COMPETITORS §  HOW VALUABLE THAT DIFFERENCE IS §  HOW MUCH CONSUMERS WILL UNDERSTAND IT

9


WE HELP YOU CHALLENGE THE CONVENTIONAL THINKING IN INNOVATION TO: §  CREATE BETTER IDEAS - NOT JUST MORE IDEAS §  EVOLVE IDEAS FASTER - NOT JUST FILTER THEM ALLOWING YOU TO DELIVER SMART IDEAS FASTER SO YOU CAN BE BRAVE ENOUGH TO WIN

10


CLARITY REQUIRES AN HONEST ASSESSMENT OF OUR POTENTIAL

IDEAS WHAT DO WE START WITH? WHAT DO WE HAVE TO ANSWER?

WHAT IS THE OUTCOME

+

IMPACT

THE “IDEA” BRIEF

THE “IMPACT” BRIEF

§  SOURCES OF DEMAND

§  SOURCES OF VOLUME

§  SOURCES OF VALUE

§  SOURCES OF ADVANTAGE

IDEAS THAT RESONATE

BUSINESSES THAT THRIVE

11


HOW WE WORK WITH YOU STAGE:

ACTIVITY:

OPPORTUNITY

IDEA

IMPACT

§  Flying Start: align on key

§  Inspiration JamTM: full day

§  Innovation Hot HouseTM: a 2-day

§  Lean LearningTM: intensive sprint

§  Accelerated Insight: collide

§  Immersion: hands on deep dive

§  B.I.G Idea PrioritisationTM:

§  Concept Creation: concepts with

§  Bounce & Build: share and build

§  Opportunity Prioritisation:

consumer and commercial challenges, project brief and success KPI’s.

insight from inside and outside the business to create first draft opportunity spaces

key insights, initial hypotheses and 5-6 starter opportunity spaces

OUTPUT:

PLATFORM

5 to 6 hypothesised OPPORTUNITY SPACES

sessions with external experts to explore and spark new thinking around our opportunity spaces

with consumers/customers/ competitors to gather fresh insights

ideas experience, ideating against the opportunity platforms by connecting fresh insight, inspiration, experts, capability and ideas

working session using a predefined success criteria to map, challenge, elevate and prioritise our ideas

with consumers, experts, and stake holders to stress test the critical hypotheses iteratively develop the best possible concepts

crafted copy and supporting visuals

explore, assess and prioritise rich opportunity platforms against success KPI to select the 3-4 to take forward

3 to 4 exciting and viable OPPORTUNITY PLATFORMS

10 to 12 elevated BRAVE IDEAS

6 to 8 validation ready CONSUMER FACING CONCEPTS


WE BELIEVE

THERE IS NO WHITE SPACE IN CONSUMER’S WALLETS “UNMET” NEEDS ARE NOT ENOUGH YOU CAN’T WIN BY PLAYING FAIR VALUE HAS TO BE OBVIOUS AND EARNED

SO WE OBSESS ABOUT

VULNERABLE SPENDING POOLS PERSISTANT CONSCIOUS PROBLEMS UNFAIR ADVANTAGES STUNNINGLY OBVIOUS VALUE

13


SOLVING FOR BOTH IDEAS AND IMPACT IS BUILT INTO EVERYTHING WE DO BRAVE INNOVATION GAMEBOARD

BRAVE INNOVATION GAMEBOARD

VULNERABLE SPENDING POOLS

There is no white space in a consumer’s wallet. To win, we have to be good enough to divert dollars from something else that was “good enough” at one time.

STUNNINGLY OBVIOUS VALUE

Commerce is a value exchange - not a loyalty exchange, not a goodwill exchange, not an entitlement exchange. People pay for what they value.

Idea/Concept/Opportunity:

Idea/Concept/Opportunity: What will they be buying us instead of? Where will we be diverting money from?

PERSISTENT UNRESOLVED PROBLEM

1"

highly engaged

How risky is it to change this spending? EMOTIONAL

low risk

4

5

What is the functional insight?

6

7

8

8"

What is the social insight?

9

4

5

6"

7

8

2

4

3

5

4

6

5

7

6

8

7

9

8

9

8

9

2

3

4

5

6

8

9

2

ACCESS TO MARKETS We have unfair access to market. We can box out competitors at the point of discovery, trial, or sale. DEVELOPMENT COST

3

1

2

We can develop (bring to market) the offering for less investment and less time than other firms in our industry

4

We have strong , exclusive, and sustainable partnerships for key parts of our offering that need to be provided by other companies.

5

6

7

8

9

5

6

7

8

9

TECHNICAL RISK

There is virtually no technical risk for us to develop the offering.

COMPETITIVE FIELD

The set of likely competitors is (and will remain) highly limited.

BRAVE STANDARD:

3

2"

KY

Con

4

CAN WE COMPLETELY PREVENT COPY CAT OFFERINGS FROM COMING TO MARKET IN THE FORESEEABLE FUTURE?

1

2

3

4

5

6

ARE WE BEING BOLD AN UNIQUE IN A WAY THAT RESONATES EMOTIONALLY WITH CONSUMERS?

1

2

3

4

5

6

7

7 8

8

9

8

9

9

DO WE HAVE A SUBSTANTIAL ECONOMIC ADVANTAGE IN COST TO PRODUCE OR COST TO PROMOTE.?

WHAT HAS TO BE TRUE TO ACHIEVE THESE SCORES?

2

3

4

5

6

7

Do we have an unfair advantage in access to market. We can box out competitors at the point of discovery, trial, or transaction.?

1

-Led sumer

RIS

WHAT HAS TO BE TRUE TO ACHIEVE THESE SCORES?

7

3"

1

1

1

3"

IS THE PROBLEM IMPORTANT ENOUGH TO INTENTIONALLY AND MINDFULLY CONSIDER CHANGING TO A NEW ALTERNATIVE?

ce

7

lan

6

Ba

5

4"

4

2"

3

2

3

4

5

6

7

8

9

WHAT HAS TO BE TRUE TO ACHIEVE THESE SCORES?

1"

1"

2

4"

1

d

DO CONSUMERS FEEL UNRESOLVED OR UNSATISFIED WITH THE CURRENT OPTIONS OR ALTERNATIVES TO SOLVE THE PROBLEM?

WHAT HAS TO BE TRUE TO ACHIEVE THESE SCORES?

NOVELTY OF OFFERING We are the first to market and can completely prevent copy cat offerings from coming to market.

Other assets:

5"

3

9

FIT FOR ME

MARKET DOMINANCE We have a dominant position that would prevent other companies from competing on an even playing field.

WILL IT BE IMMEDIATELY AND STUNNINGLY OBVIOUS TO BUYERS?

E

2

IMAGE LONGEVITY Idea/Concept/Opportunity:

SUPPLY LOCK UP

F SA

1

ARE CONSUMERS PLANNING TO SPEND ON AN ONGOING BASIS?

1

6

VOLUME

3

ARE CONSUMERS AWARE OF THE PROBLEM AND CONVINCED IT WILL BE PERMANANT?

EXOTIC QUALITY

BRAND AWARENESS We have an advantage in terms of brand awareness (and brand fit) that will reduce our cost of promotion. ARE WE MASSIVELY OVER-DELIVERING ON ONE OR MORE VALUE DIMENSIONS IMPORTANT TO CUSTOMERS?

ADVANTAGE

BRAVE STANDARD:

2

SIMPLICITY SUSTAINABILITY

COST ADVANTAGE We have a true advantage in terms of cost to produce. It's easy to see how the offering will be very profitable.

6"

IS THE SPENDING VULNERABLE - NOT DEEPLY ENTRENCHED OR CONTRACTUALLY OBLIGATED?

1

DISCERNMENT

BRAVE STANDARD:

7"

3

SECURITY

Brave innovation isn’t about playing fair. It’s about finding the most valuable unfair advantage you have and CONVENIENCE SELECTION leveraging it to the fullest.BETTER FOR ME

EXPERIENCE

7"

What is the emotional insight?

AVAILABILITY

UNFAIR PERSONALIZATIONADVANTAGE PLEASURE/FUN

PRICE

9"

8"

2

8"

E AV

1

7"

BR

IS THERE A BIG, ADDRESSABLE, AND REGULAR POOL OF SPENDING THAT CAN BE DIVERTED? (E.G. 20X OUR AMBITION)?

PERFORMANCE

6"

SOCIAL

Unresolved social tensions result from how to aexperiment theopen use of product or service makes us look to our peers, or changes our social standing. Often the hardest to identify and most unconscious to consumers.

performance our functional outcome of the use of a product or service.

5"

Commerci al-Led

FUNCTIONAL Unresolved functional tensions result from

with how they FEEL after experiencing the solution. BRAVE STANDARD:

4"

Check all that Apply:

5"

Unresolved emotional tensions included

notleftopen to change consumer dissatisfaction with the How entrenched issolutions this spending? where consumers are unhappy

3"

9"

Idea/Concept/Opportunity: mindless How mindful is this spending?

2"

9"

are no “unmet” needs, but there are problems consumers act on when they are conscious, unresolved infrequent everyday and important. How regular is thisThere spending?

high risk

What are the most important value dimensions to the customer?

VALUE

1"

2"

3"

4"

5"

6"

7"

8"

9"

PROBLEM 14


We would love to continue the conversation with you, so please get in touch if you have any questions or would like a further discussion. Tim Sutton tims@clear-ideas.com +1 212 361 0014 +1 914 414 7233

CLEAR LONDON

CLEAR NEW YORK

CLEAR SINGAPORE

2 Golden Square London W1F 9HR, UK United Kingdom

88 Pine Street 30th Floor New York, NY 10012 United States

#05-10 Infinite Studios 21 Media Circle 138562 Singapore


Turn static files into dynamic content formats.

Create a flipbook
Issuu converts static files into: digital portfolios, online yearbooks, online catalogs, digital photo albums and more. Sign up and create your flipbook.