PROCESS 21 st November 2012 Strategic Design Thinking 21 st November 2012 ‘Process Thinking’ 2 Process Successful organisations use a process when developing new products, with: • Well-crafted, robust new product process that drives projects from idea to launch and beyond • Process emphasises: up-front homework, voice of the customer, quality of execution The process is organised with: • A true team approach, effective, properly resourced cross-functional team, accountable for the end result
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November 2012 Process Thinking · 2012-11-20 · PROCESS 21st November 2012 Strategic Design Thinking 21st November 2012 ‘Process Thinking’ 2! Process Successful organisations
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PROCESS 21st November 2012
Strategic Design Thinking
21st November 2012
‘Process Thinking’
2
Process Successful organisations use a process when developing new products, with: • Well-crafted, robust new product process that
drives projects from idea to launch and beyond
• Process emphasises: up-front homework, voice of the customer, quality of execution
The process is organised with: • A true team approach, effective, properly
resourced cross-functional team, accountable for the end result
PROCESS 21st November 2012
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What do we mean by process
• A process from your personal life
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Typical business processes
• Production • Financial management • Purchasing • Order processing • New product development • Sales development • Distribution
(Manufacturing company)
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Generic Design Process
Successful companies use a process when developing new products
Idea
Launch 1 2 3 4
1 Feasibility 2 Concept 3 Prototype 4 Details
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Strategic Design Process
1 2 3 4
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Strategic Example
Philips ‘vision of the future’
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Strategic Design Process?
Product Launch
Process Change
Product Change
A
B C
D E
F
Product Ideas
Idea Screening
Design Process
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Project selection
Evaluation screens Mechanisms for filtering ideas efficiently
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Evaluation Screens
Useful criteria • Product advantage • Market attractiveness • Synergy with the company • Company specific
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Evaluation Screens
Product advantage: Does the product offer: • Unique benefits to customer / end-user? • The customer good value for money? • Solution to problem or customer needs? • Highly visible benefits? • Greater value than competition?
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Evaluation Screens
Market attractiveness: Is the market: • A large one? • A growing one? • Offering significant long term potential? • Offering high margins? • Featuring no dominant competitor?
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Evaluation Screens
Synergy with company: Does synergy exist: • With marketing and sales channels? • With company’s customer base? • With company’s R&D capability? • With company’s operational capability?
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Evaluation Screens
Miscellaneous: Does the project have: • A champion to drive it forward? • A sponsor? • A positive impact on other projects? • Fit with product platform policy? • Other benefits?
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Evaluation Screens
Miscellaneous: Does the project have: • A champion to drive it forward? • A sponsor? • A positive impact on other projects? • Fit with product platform policy? • Other benefits?
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Evaluation Screens - Customised
What are the criteria associated with successful product development in your organisation? What can you learn from past successes and failures?
Inflow of resourcesSBU mission/strategy People Dollars Buildings Equipment Etc.
• Ongoing marketing and corporate planning / opportunity analysis• Compile and sort suggestions for product innovation activity• Study resources, threats & the role of innovation• Cull to a pool of validated new product opportunities• Screen the opportunities• Find ongoing activity where opportuinity fits or create new PIC
• Prepare for ideation - identify team - train team• Problem identification - market contacts - scenarios• Fotuitous scanning - attribute analysis - relationship analysis etc.• Ideas submitted by employees etc related to the project• Pool of new concepts
• Entry screen - spell out preliminary concept statement• Customer screen - concept boards - test plan• Technical screen - Final technical test• Final screen - scoring model process• Business analysis - Preliminary marketing, technical, operations plan - finicial review - budgets established
• Prepare concept - final concept statement - written protocol• Gather resources - environment - team - information systems• Technological development - establish evaluation system - maket scan updates• Release early prototypes - release later prototypes - conduct tests• Final process and update cost estimates - pilot product• Prepare comprehensive business analysis
• Create organisational structure for commercialisation• Build regular production capability - early runs - scale up• Conduct beta / gamma tests• Revise marketing plan - create launch plan - create controls• Market testing - revise product / process - revise marketing plan• Launch• Fine tune all operations as required.
Competitive monitoring and defenceInnovation at maturity
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What does the design process look like?
The design process is usually customised • The scale of the projects (size, time and
resources) • The disciplines involved • The nature of the project incremental / radical • The relationship with customers • The nature of the outcome (design 1.0 or
design 2.0)
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What does the design process look like?
Certain characteristics are, however, usually present in all design processes: • Information gathering – primary research – secondary
research • People and discussion • Interaction with users/consumers/stakeholders • Divergent & Convergent thinking • Phases of Reviewing – Phases of Doing • Different points of starting • Different points of ending • Exchange of information and concepts between different
disciplines • The use of tools to structure thinking