Articles that cover basic background information
By forgetting about Innovation Resistance, you are setting your innovation on the path for failure
We nearly always take a positive view of an innovation - it is a good thing. Therefore, we focus on diffusion and adoption. However, customers resist innovations. And this resistance can range between passive and active resistance.
What is this resistance? And why does it occur? (in a later article we look at what we can do to minimise).
Your target market is a network. Can we take advantage of that network's structure to accelerate diffusion? Or can we make simple structure changes to get that acceleration?
We already have seen that diffusion is the spreading of a message through channels of a social system. In the news we always here of social media influencers, which are really individuals who have many people connected to them. And Gladwell talks of Mavens, connectors etc. The number of connections and their directions are just two metrics we can measure of a network. Others, such as density, weak ties, structural holes give us even more information about how well messages are likely to spread.
If we can find out a network's structure, perhaps we can engineer it to make things easier for us.
However, we might find it is easier to do this within organisations - where how people really connect is often different to the stated top down organisation hierarchy. But general public networks can be harder to understand
How should you build up your supply chain? What are the real market sizes of Rogers' adopter types? When is best to launch the next generation of your innovation?
To answer those, we take a deeper look at the mathematics behind Bass' Diffusion Model
The maths helps us understand the split of innovator and imitator types - captured as two co-efficients in the formula. That allows us to understand where to apply internal and external influence. We can use existing sales (or a comparator) to derive these two co-efficients and therefore predict adoption. That helps us manage supply chains and real market size. Additionally, we can determine when it is best to launch the next generation of the innovation (and see what happens when we lauch to early or late)
And, best of all...it all fits real life!
How do people find out about an innovation?
It is via communication, through a network of people (and organisations). Technically this is called diffusion.
I take a network first approach to exploring this question. Putting into context the well known adoption curve, crossing the chasm and the tipping point (where diffusion and adoption accelerates). And gives us insights into how to best position ourselves for diffusion success
It's useful to have some background on product-dominated innovation since service-dominated innovation is similar (yet with additional factors to address).
In this article we look at:
You may be surprised to learn that the service economy is around 80% of the economy in "developed" lands (already 79% in UK). And it is an economic segment that is increasing everywhere.
I explore why we shift towards service dominant economies and the impact of that shift.
Not least if that you need to think of innovation differently for the service world than you do at present
In our increasingly service based economies it is important to understand what services are.
We gain this understanding by looking at services through academic definitions, marketing, and economic attributes, a continuum between gods and services and finally the logic behind services.
94% of executives are unhappy with innovation performance - and 54% of innovating companies struggle to bridge the gap between innovation and business. Why is that? And what does it mean?
In this article we break down the problem to being one of wrong expectations, wrong approach, and wrong focus.