The diagram above is a first attempt to synthesize all of the different ‘types’ of innovation into an organizational ‘map’ that illustrates all the ways innovation can occur in organizations. Most organizations have, in one way or another, the nine megaprocesses shown in the centre of this map: R&D, Sales & Marketing, a customer-facing Sales & Customer Relationship function, Purchasing, Asset Management (the functions that look after the organization’s physical, financial, human and intellectual resources), Production, Delivery, and the way in which they handle the customer experience with the product or service after it’s been delivered, which I call Life Cycle Management. And then there’s the overall Business Management function, which coordinates the other functions and makes decisions that affect the entire organization. In small organizations some of these megaprocesses may be combined or may just be a part of someone’s job, but they are distinct functions, and each of them provides opportunities for innovation — ways of doing very different things (product innovation), or doing things very differently (process innovation). Most innovation models layer on additional ‘types’ of innovation, most commonly technology innovation (how the resources of the organization are applied to produce its products) and business model innovation (“how the organization makes money”). Some innovation models offer as many as ten different types of innovation. I’ve never been terribly happy with all these different ways of parsing the innovation ‘landscape’ because they don’t relate well to what people actually do. I’ve concluded that the simplest way to capture the entire ‘landscape’ of innovation opportunities is to describe these opportunities according to (a) which organizational megaprocess(es) they most relate to, and (b) whether they are strategic innovations (those that must be decided upon by management, since they are outside the purview of front-line people in the day-to-day operations of the organization and require organization-wide change to implement) or tactical/operational innovations that can be (and frequently are) introduced by front-line people in the organization in response to an obvious or emerging customer need. I’ve marked strategic innovation opportunities with an S and tactical/operational innovation opportunities with a T, on the map above. The advantage of this model is that it provides a framework for systematically thinking about and surfacing innovative opportunities in your organization, and also provides a framework for assessing disruptive innovation risk — the innovation opportunities which competitors or new entrants into your industry or sector might introduce in their organizations that could cost you customers. Here’s a walkthrough of the map with some examples in brackets:
What do you think of this model? Does it help you, or your clients, to think more creatively and holistically about innovation opportunities for your/their organization? Does it help you pinpoint vulnerabilities in the organization that could allow competitors or new entrants to wreak havoc on your, or your clients’, business? And if your organization, or your client, is already innovative, does this provoke some ideas and opportunities that might allow it to sustain and extend that Innovation Advantage? |
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Dave, thanks for this posting! As usual you stimulate my thinking and help me come up with new ideas (like you explained in your globally connected brain ;-) Some weeks ago I wrote about “design spaces for business model innovation”, which is very complementary to your posting: http://business-model-design.blogspot.com/2005/11/design-spaces-for-business-model.html
Dave,As always, an outstanding post. Thanks so much.
Dave,This is excellent! I notice that you have “lean manufacturing” linked to production. In fact, lean thinking can be used anywhere. The idea of standardizing work, so people can think of small, continuous improvement efforts can create so many small ideas building on one another that they appear like and in fact become innovation.
Alex & Marcus — thanks. Chuck, I appreciate the clarification — this is a mix of categories and examples, which I’m still refining; I’ll make the distinction more clearly in the final version of this.
Thanks for the ideas. Do you know of anyone who is building a similar model for connecting civic/social organiztions for the purpose of addressing community issues such as poverty, health, education? In your model I saw nothing about business innovation in using their resources (people, dollars, technology, jobs, etc.) to be part of community problem solving. Shouldn’t this also be considered in the business innovation model?I lead a non profit in Chicago that seeks to build these connections by first creating concept maps, such as yours, that illustrate ways business can community can connect , and then by creating public awareness that draws people to the ideas so that more people use them. Any suggestions?