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Page 1: [SIS] Innovation & Designing for Impact

TIM STOCK SUMMER 2014

innovation & designing for impact

1

Strategic Design & Management Summer 2014

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what do we mean by innovation?

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why do companies struggle with innovation?

past present future

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

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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

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innovation and cognitive deficitsdepression is the inability to imagine a future

past present future

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what happened to Kodak?

past present future

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what happened to Blockbuster?

past present future

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innovation is about risk

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

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

innovation is about being predictive

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

innovation is about choices

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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

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the difference between invention & innovationinnovation requires context to flourish

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

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@bryankramer

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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

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

past present future

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whatthe structure of intelligent innovation

past present

changing context

emerging signals

$ :economics technology

societydata

patterns

evidence

what is changing?

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TIM STOCK SUMMER 2014

near term

what can I do to leverage this?

long term

what can I do to leverage this?

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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

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

$

:

economy

tech

society

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

The Myth collection

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

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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?

24

past present future

2000s

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google search rewires our expectation on how the internet should work

2000s

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google search rewires our expectation on how the internet should work

portalutility

2000s

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who transformed air travel?

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past present future

1990s

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premium economy redefines expectation in category

every other airline

27

1990s

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premium economy redefines expectation in category

every other airline

27

economicalaspirational

1990s

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

28

the future of air travel

past present future

changing context

emerging signals

insightsdata

platforms

evidence

today

how can we expect consumers to evolve?

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who transformed beauty retailing?

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past present future

2000s

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

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

packagedexperiential

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

31

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

how can we expect consumers to evolve?

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who transformed hotels?

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past present future

1990s

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trading up redefines expectation in category

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1990s

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trading up redefines expectation in category

33

standardizationpersonalization

1990s

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

34

the future of hotels

past present future

changing context

emerging signals

insightsdata

platforms

evidence

today

how can we expect consumers to evolve?

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who transformed fashion retail?

2000s

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desire for customization rewires our expectation on how things work

2000s

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desire for customization rewires our expectation on how things work

commoditizationcustomization

2000s

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

37

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

how can we expect consumers to evolve?

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who transformed fast food?

past present future

2000s

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transparency rewires our expectation on what food should be

2000s

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transparency rewires our expectation on what food should be

fast & cheaptransparent

2000s

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

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the future of fast food

past present future

changing context

emerging signals

insightsdata

platforms

evidence

consumer knowledge

urbanism

educated consumer

how can we expect consumers to evolve?

today

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who transformed television?

past present future

2000s

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always on rewires how we watch and share media

2000s

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always on rewires how we watch and share media

time basedinterest based

2000s

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near term

what can I do to leverage this?

long term

what can I do to leverage this?

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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

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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

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


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