94% of executives have an innovation problem

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Diffusion of Innovation
adopter types crossing the chasm diffusion early group imitators influence majority mavens moore bass people rogers social network tipping point
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Category Innovation Essentials
    #Innovation Essentials
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Innovations diffuse - knowledge spreads - across a social system through communication channels over time.

We'll take a network-centric view of diffusion and see how Bass' model and Rogers' adoption curve help us understand diffusion

Then we'll look at Moore's crossing the chasm and Maloney's 16% rule to understand some issues. And finally look at the tipping point, and Gladwell's mavens, connectors and salesmen.

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Diffusion of Innovations

Rogers, E. M. (2003)

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Work in Progress
[In Progress] Rogers looks at how new ideas spread via communication channels over time, coming up with an adoption/diffusion curve. This curve shows how the diffusion process starts with a few individuals who first adopt an innovation (innovators) and spread the word among their circle (early adopters). These early adopters spread the word to the early majority, then in turn to the late majority, finally ending up with the laggards. Understanding adoption/diffusion is key in product innovation, and also a key base in service innovation (where there are also additional factors to take account of)
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Product Innovation – what is it about?
adoption customer bass fix innovation problem product progress rogers services market
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Category Background
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Work in Progress

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:

  1. how the roles, resources and value attributes of product innovation play out
  2. Rogers' adoptability/diffusion curve
  3. Moore's crossing the chasm
  4. Bass' adoption curve
  5. the factors that impact the speed of innovation adoption

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11 differences you need to be aware of between service-dominant and product-dominant innovation to fix our innovation problem
additional aspects co-created continuous different but similar expanded marketing mix new logic customer involvement measure success problem product-dominant resistance service-dominant success value-in-use
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Category In Practice
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Work in Progress
Our economies are increasingly services dominant. Yet we typically perform service innovation using product innovation approaches. This raises two questions. Firstly, are service and product innovation the same? Secondly, should, or even can, we apply product-dominant innovation thinking in our service-dominant economies? That McKinsey’s recently found 94% of executives are not happy with the outcome […]
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Product vs Service Innovation
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    #Uncategorized
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Work in Progress Early Thoughts
The Big Picture Is innovation in service different to innovation in goods? There are three schools of thought: Assimilation view sees product and service innovation as essentially the same. Demarcation view sees them as distinct. Synthesis view sees service innovation as essentially the same as product innovation where some aspects appear less important in product […]
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The Innovation Solution – a blueprint
Agile Organisation Innovation First job-to-be-done extended marketing mix service-dominant
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Category In Practice
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Early Thoughts Continually Updated

This site started with The Innovation Problem - not least that 94% of executives are unhappy with innovation performance- and my experience starting a global innovation account's innovation function.

What is the solution?

That is what this article builds. Pulling out the lessons from all the articles on this site I am building a blueprint of an organisation and approach that doesn't suffer from the problems that lead

It is an article that is continually being updated and reformed as I go through my journey

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Understanding Innovation – through service characteristics
characteristics competences customer extend emerge enhancing servitization existing external improvement innovation model product provider service
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Category FAQs, Understanding Service
    #FAQs, Understanding Service
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Work in Progress Early Thoughts

We can understand exactly what innovation - and its different types, for example: incremental, radical, ecosystem etc - means when we use a characteristics model.

Even better, a characteristics model provides a framework on which we can more systematically hunt for innovation. Including the impact of introducing partners in an ecosystem

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We have an innovation problem…
94% unhappy Firm has only 2 purposes forgotten why innovate get myopic goods-dominant logic innovation definition is wrong ideas-first misalignment perform theatre roadblocks 54% unable bridge the gap
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Category Background
    #Background
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"94% of executives are unsatisfied with innovation performance". Yet "84% see innovation as important to growth"! And "54% of companies struggle to bridge the gap between innovation and business". Worse; "very few executives know what the problem is and how to fix it"!

We have forgotten the basics. Firstly that "the firm has two, and only two activities: marketing and innovation". And that "people don't want to buy a 1/4 inch drill, they want a 1/4 inch hole".

Instead, we (accidentally?) embark on innovation theatre, misalign execution with vision, and forget there is resistance to innovation. We miss following service-dominant logic. Which drives customer-centric thinking, and co-value generation; is a natural home for job-to-be-done and blue ocean theories; helps us minimise marketing myopia; and focuses us past point of sale, to additional services, servitization of goods, and the circular economy.

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Value Co-destruction
resource misuse orientation perception resources expectation contradictions imposed self-service agile co-innovation
Framework for understanding value co-destruction. It can happen before, during or after service provision. And orientation, resources and/or perceptions can be the root causes.
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Category Exploring Value
    #Exploring Value
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Much is made in service-dominant logic about value being co-created. But if it can be co-created, can it also be co-destructed?

Yes, it can. But early descriptions of interactive value formation either down played it or ignored it - destroying value is old school goods-dominant thinking.

But we can define it as occurring when interactions between actors results in a decline in at least one of the actors' well-being

And we investigate a framework that looks at components of orientation, resources and perceptions over time (before, in use and after) contribute to value co-destruction

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All economies are service economies
agricultural cultivation goods mass production management service resource integration era shift societal beneficial skills change
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Category Making SD-Logic Approachable
    #Making SD-Logic Approachable
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Work in Progress

As service is the basis of exchange, then all economies are service economies. But how do we account for the classic view of their being agricultural, goods and service economies?

We look at the skills and resources that society saw as the most beneficial to apply and improve. These turn out to be the skill and resources of: cultivation, mass production, management, and resource integration.

And the "shift to the service economy", often talked about today, is society beginning to see the skills of resource integration as most beneficial.

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