A good foundation in the essentials of innovation is, well, essential! This journey covers how ideas spread - diffusion; how they gain traction - adoption; and the often (mistakenly) ignored topic of resistance. You'll get a deeper knowledge of the challenges and solutions to diffusion and adoption (in a network-first manner). Bass, Rogers, Moore, Gladwell (the tipping point) and the big/little hire of Christensen's jobs to be done theory are all looked at. As well as a grounding on the types of resistance and what can cause it. Just remember the first version, and ultimate failure, of Google Glass. Creating an innovation success, in practice, means:
- your innovation helps the customer make progress in their life
- you have removed resistance to your innovation
- you've worked out how to spread knowledge about your innovation within your target market (the right network), and
- you can scale
Harnessing service-dominant logic in our innovation thinking opens up numerous opportunities. Compared to being constrained by the goods-dominant logic we typically use today. Instead of the whole business focussing on one moment of value exchange (point of sale), we look beyond and build relationships. Suddenly jobs-to-be-done, blue ocean, experiences, agile etc all hang together and make sense. However. The definitions of service-dominant logic can be unapproachable. Which leads to it being more of an academic study rather than practical real-world application it deserves to be. This journey looks at how we can demystify the definitions.
Our economic (and casual) view of the world is very product-centric. We feel comfortable with tangible things. And have built up ways of thinking and acting (a logic) around the value of (tangible) goods and that we exchange value by exchanging goods. We see that the manufacturing process is where value is added - raw goods are less valuable than something they are manufactured into. Yet, our economies are around 80% built on service. And this is growing. In this article journey, we observe there are four main causes behind the shift to service economies - economic, user behaviour, asset usage and value of data. We look at what service is through many definitions. We find that classically we define service as a poor relative to goods. Noting that they are intangible, inconsistent, inseparable, can't build an inventory, and need involvement. However, we further find that these attributes are actually good attributes. Inventory is expensive, inconsistent means configurable etc. Next we uncover a more formal way of describing a service - as a set of characteristics. Once we have that, we can then understand what service innovation is - improvements to those characteristics. Finally we introduce den Hertog's 4-dimension model that we can use for searching for service innovations. We enhance it to reflect the modern world that is technology and data forward. And we see how we can use the concepts in that model to manage a service innovation portfolio. As well as understand our ability to implement service innovations (and where we could improve).
A journey through the site's articles that look at defining what is innovation. We start with discussing what is innovation. Beginning with the early Schumpter's definitions in the 1930s. Through the diversion of product/manufacturing bias. And concluding with our modern service-dominant logic lens on the definition. Then there are some articles that look at particular characterisation on innovation. First up is disruptive innovation. A solid theory, but yet another word that is used in every day speach too loosely. For example, is Uber a disruptive innovation in the taxi market? Not really, from a theory perspective.