- Nathan Baird
- Innovator's Playbook
- b03.xhtml
- Barez-Brown, Chris 92–93,
104–105
- Better by Design program (New Zealand) 107, 126, 127–128
- Blank, Steve 30–31, 160, 161, 162
- brain, the 21
- — brainwaves 92–93
- — creativity and 92–93,
100, 103–104
- — creativity blocker 100,
103–104
- — priming 100
- briefs, creative see creative briefs
- Brylcreem 42
- Buffer’s landing page experiment 175–176
- business model experimentation see experimentation,
business model
- Business Model Canvas xxvi–xxvii, xxviii, xxix–xxx, 160, 162–164; see also Business Model
Canvas modified; experimentation, business model
- — benefits xxvii, 162
- — elements of 162–164
- — modified 164–168
- — solution 166
- — vs Lean Canvas 163–164
- Business Model Canvas modified 164–168; see also Business Model
Canvas; experimentation, business model
- — channels 166
- — cost structure 167
- — customer relationships 166
- — key activities 167
- — key partnerships 167
- — key resources 167
- — Nespresso example 165
- — revenue streams 67
- — solution 166
- — target customer and insight 165–166
- — updating 185
- — value proposition 165,
166
- Business Model Design
- — experiment brief 171–172
- — experiment examples 174–182
- — Step 1 Create Business Model Canvas 169
- — Step 2 Identify risks 169–171
- — Step 3 Design experiments 171–172
- — Step 4 Prototype and test 173
- — Step 5 Capture leanings 183–184
- — steps in 169–185
- — testing, guidelines for 173
- — tips 169, 174, 182
- — updating 185
- Business Model Generation xxvi–xxvii, xxix, 162; see also Business Model
Canvas
- Business Model Thinking xx–xxi,
xxvi, 161–162, 168
- Cameron, Julia 95, 96
- challenge, defining the 12–21
- Chesborough, Henry 161
- concept
- — boards 144–145
- — elements of 146
- — tips 146–147
- — writing 145–148
- Concierge MVP 175, 177–178, 180
- Cooper, Robert G. xi–xii
- creation see creativity; incubation and creation
- creative briefs 96–98
- — children’s snack food example 97
- — features of 96–97
- creativity 89; see also creativity blockers
- — boosting 99–107
- — improvisation exercise 102
- — space and 100, 106–107
- — state of 92–100
- — techniques 100
- creativity blockers 100–107
- Csikszentmihalyi, Mihaly viii, x,
90, 91, 106,
112
- Customer Centric Design xvi,
xvii, xxiii
- customer immersion research 36,
43–49, 90
- — control 44, 45
- — helping 44, 48
- — interviews 36, 43, 44
- — introduction 44, 45
- — logical structure 44,
47
- — note-taking 44, 48–49
- — objectivity 44, 49
- — observation 43, 44
- — open questions 44, 47
- — probing 44, 47–48
- — stories, seeking 44, 47
- — tips summary 43–44
- Customer Insight Construct 71–74
- customer insights 26–53,
90, 97, 165
- — capturing 30–31
- — distilling 32,
49–50, 154
- — empathy research 32, 36–49, 59–60
- — knowledge review 32–35
- Customer Insight Test 79
- customer needs xxviii,
20, 30, 32,
71–73, 74, 77,
113, 165, 166, 186–187
- — example 76
- — universal 72–73
- — unmet 58
- — vs wants 71–72
- Customer Profile Map 60–61,
64–65
- customers see also empathy; empathy research
- Danish Design Ladder, Extended xviii–xix
- de Bono, Edward 90, 100, 101–102, 104, 106
- design xv–xxii
- — as a business strategy xviii
- — defined xvi
- — evolution of xvii–xviii
- Design Thinking xvi–xvii,
xviii–xx, xxi, xxiii, xxviii, xxix–xxx, 12, 37,
40, 144, 160, 168, 193–194
- desirability 29, 138–155; see also experimentation
- — as first consideration 125–128
- diary, morning 95
- Dropbox demonstration video experiment 176–177
- discovery phase 26–53
- diversity 1
- Doblin’s ten types of innovation ix
- d.school (Institute of Design at Stanford) xvii, xxiii, xxvi, 23,
47, 71, 107,
119, 126, 127–128, 144
- DVF (Desirability, Viability, Feasibility) innovation model
xxiv–xxvi, 168
- Dyson, James 125–126,
152
- empathy see also Empathy Map; empathy research
- — benefits of 31
- — building 31, 32–50
- — defined 31
- — map 62–63, 64, 66,
67–68
- — research 32, 36–49, 59–60
- — steps in building 32–50
- Empathy Map 60, 62–63, 64
- empathy research 32, 36–49, 59–60
- — customer, be the 38
- — customer, be with the 40–41
- — customer, learn about the 41–43
- — customer immersion 43–49
- — customers, extreme 36–38
- — disruption and deprivation techniques 36, 38
- — ethnographic and observational research 36
- — interviews, in-depth 36,
43–49
- — multiple sources framework 38–43
- — observation 40–41, 43–44
- — tips 42, 42
- experimentation 138–155, 156–189; see also experimentation,
business model; experimentation, solution
- experimentation, business model 156–191; see also Business Model
Canvas; Business Model Canvas modified; experiment examples
- — Business Model Canvas 160,
162–164, 160
- — Business Model Canvas modified 164–168
- — Business Model Canvas, updating 185
- — Business Model Canvas vs Lean Canvas 163–164
- — Business Model Design 169–184
- — Business Model Thinking 161–162, 168
- — experiment brief 171–172
- — experiment examples 174–182
- — Idea Canvas 166
- — next steps 186–187
- — repeating the cycle 184–185
- — tips 160, 169, 174, 182, 185
- experimentation, solution
- — benefits 142–143
- — debrief 155
- — defined 142
- — Dyson example 152
- — prototyping 143–151
- — specialist researchers 153
- — test and learn 151–155
- — testing validity of ideas 142
- experiment brief 171–172
- experiment examples 174
- — Concierge MVP 175, 177–178, 180
- — hi-fi prototype 175,
180–181
- — landing pages and smoke tests 175–176
- — lo-fi wireframing 175,
180
- — market sizing and costs 175, 181–182
- — Wizard of Oz MVP 175,
178–180
- — videos, demonstrations and explanation 175, 176–177
- failure 22, 30, 107,
143, 144, 174, 192
- feasibility and viability 156–191; see also experimentation,
business model
- Food on the Table concierge MVP experiment 178
- 4ormfunction 40
- focus groups 153–154
- Gascoigne, Joel 175–176
- Greenfield, Baroness Susan 91,
94
- Handy, Joshua 7, 22
- harvesting/selecting ideas 115, 125–128
- — desirability first 125–128
- — Dyson example 125–126
- hi-fi prototype experimentation 175, 180–181
- Human Centred Design xvi,
144
- ice cream vs mobile phone spend 40–41
- ideas, harvesting/selecting see
harvesting/selecting ideas
- ideation xxiv, 86–107, 108–137; see also idea generation;
incubation; incubative/creative state
- idea canvas 115, 128–132
- — benefits of 128–129
- — elements of 129–131
- — examples 130, 131–132
- idea generation 100–107;
see also workshop, idea generation
- — creative briefs 96–97
- — workshop for 108–137
- idea generation workshop see workshop, idea
generation
- idea sprints 117–120
- — breaking the rules 126
- — crazy 8s 117, 118–119
- — creative exercise 117,
120–125
- — creative exercise examples 122–125
- — deconstruction 123
- — experts as stimulus 123
- — first burst 117, 119–120
- — mind maps 117–118
- — random connections 124–125
- IDEO 143
- incubation 90–100; see
also idea generation; incubative/creative state; workshop, idea
generation
- — creative state 91, 92–100
- — distraction 91
- — definition 91
- — incubative/creative state 92–100
- — for innovation 97–100
- — process 91–100
- — prime brain 91, 92
- — subconscious 90–91, 93, 100
- — understanding the problem 92
- — Sainsbury’s example 98
- incubation and creation 86–107; see also idea generation;
incubation; incubative/creative state; workshop, idea generation
- — idea generation 100–107
- — incubation 90–100
- incubative/creative state 92–100; see also idea generation;
incubation; incubation and creation; workshop, idea generation
- — artist’s dates 96
- — creative briefs 96–97
- — environment, inspiring 95
- — inspiration templates 99
- — letting go 94–95
- — morning diary 95
- — time and space 94
- — semi-automatic activities 95
- Innocent Drinks 143–144
- innovation see also failure, innovation
- — killers 7
- — nature of viii–ix
- — process ix–x
- — success factors xii
- — types ix
- insights see also insights, distilling; insight
generation method; insight statements, crafting
- — capturing 30–31
- — defined 59–60
- — distilling 54–85, 90–91, 154
- — examples 74
- — tools for capturing 30–31
- insights, distilling 54–85;
see also insights; insight generation method; insight
statements, crafting
- — breakfast example 59–60
- — generation method 60–82
- — understanding insights 59–60
- insight generation method 60–82; see also insights; insights,
distilling; insight statements, crafting
- — 1 story telling 60, 60–67
- — 2 synthesising 60–61,
66–68
- — 3 prioritising 60, 68–69
- — 4 crafting 60, 70–78
- — 5 testing and checking 60,
78–82
- — workshop plan 80–82
- insight statements, crafting 60, 70–78;
see also insights; insights, distilling; insight generation
method
- — attributes 78
- — customer needs 71–73,
74
- — process 75–78
- — statements 71–72
- — tips 77
- inspiration
- — framework examples 99
- — for innovation 74–75
- Institute of Design at Stanford see d.school
- interviews, customer 36,
40–43, 43–49
- — control 44, 45
- — helping 44, 48
- — in-depth 36, 43–49
- — introduction 44, 45
- — objectivity 44, 49
- — observation 43, 44
- — open questions 44, 47
- — probing 44, 47–48
- — stories, seeking 44, 47
- — structure, logical 44,
47
- — tips summary 43–44
- Kelley, David 143
- Klebahn, Perry 107, 126
- Knapp, Jake 118, 120
- knowledge review, conducting 32–35
- — 5W 33–34
- — purpose of 32–33
- — Re-sight Tool 34–35
- landing pages and smoke tests 175–176
- lateral thinking 100,
101–102, 104, 120; see also de Bono, Edward
- Lean Canvas 163–164
- Lean Manufacturing xx–xxi
- Lean Six Sigma 170
- Lean Startup methodology viii, xx–xxi, xxiii, xxvi, xxviii, xxix–xxx, 30–31, 152, 160, 161, 194
- learning, capturing 183–184
- — test learning board 183–184
- Les Mills BodyPump class 39–40
- Lockheed Martin 170
- lo-fi wireframing experimentation 175, 180
- long-haul flight example 17–18,
20, 21
- needs see customer needs
- Nespresso example 165
- NPD (new product development) process xvi
- On-Demand Ride
- — concept board example 146,
- — experiment brief example 172
- — risk matrix example 170
- — storyboard example 148
- Open Innovation 161
- Opportunity Scale 68–69
- opportunity space 14–16,
30; see also customer needs
- — defined 14
- — definition and engagement 16–21
- — examples 15
- — focusing 16–18
- — long-haul flight example 17–18, 20,
21
- — rephrasing the challenge 16
- — scoping 16, 19–21
- Osterwalder, Alexander xxvi,
68–69, 160, 164, 167–168
- Pigneur, Yves xxvi, 162, 167–168
- pivot or perish 142, 152, 155
- pizza cutter research 37–38
- prioritising for insight generation 60, 68–69
- — Opportunity Scale 68–69
- — tips 69
- problem, starting with 30–31
- project planning 12–21
- — brief 12–13
- — kick-off meeting 13
- — workshop 14–21
- prototyping 143–151, 160
- — concept boards 144–145
- — concept writing 145–148
- — Innocent Drinks example 143–144
- — On-Demand Ride concept board example 146
- — On-Demand Ride storyboard example 148
- — physical prototype 144,
150–151
- — pivot or perish 142,
152, 155
- — roleplay 144, 150
- — storyboard 144, 148–150
- — tips 146–147, 150, 151
- research see also customer immersion research; empathy
research; interviews
- — behaviours, beneficial 31–32
- — customer immersion research 36, 43–49,
90
- — distilling findings 32,
49–50
- — empathy 32, 36–49, 59–60
- — knowledge review 32–35
- Re-sight Tool 34–35
- Ries, Eric viii, 160
- risk 161,
169–171
- Rosso, Manuel 177–178
- Sainsbury’s fresh food example 98
- Sanderson, Steve 177–178
- self, true 94–95
- snack product for primary school children example 41, 71,
72, 74–76, 154
- — creative brief example 97
- solution experimentation 138–155
- solutions, jumping to x,
xxi–xxiii, xxiv, xxvii, xxix, 30,
165, 196
- space, designing physical 21–23, 114; see also workplace design for
creativity
- — creativity and 100,
106–107
- — efficient, characteristic of 22
- — permanency 23
- — plenary space 23
- — wall space 22
- state 104–106; see
also incubative/creative state
- — creative 91, 92–100
- — creativity and 100,
105–106
- — incubative/creative 92–100
- — stuck vs creative 105
- starting the process 2–25,
30; see also team(s)
- storyboard 144, 148–150
- — On-Demand Ride example 148
- — process 149
- story-telling for insight generation 60, 60–67
- — Blank Map 61, 64
- — clustering 61
- — Customer Profile Map 60–61,
64–65
- — Empathy Map 62–63, 64
- — keys to 66–67
- success, repeatable method for innovation 192–195
- Swinmurn, Nick 179
- synthesising for insight generation 60–61, 66–68
- team(s) xx; see also
research
- — characteristics 8
- — development 8–12
- — forming to performing model 8–11
- — make-up 1–8
- — physical space for 21–23
- — preparing the 1–12
- — successful 11
- — tips 12
- tension insight 72
- testing and checking for insight generation 60, 78–82
- — Customer Insight Check 79
- — Customer Insight Test 79
- testing solution experiments 151–155
- — Dyson example 152
- — first round 152
- — focus groups 153–154
- — pivot or perish 152
- — researchers, specialist 153
- Top Gear 58
- Toyota 20–21
- Tuckman, Bruce 8–11
- Unilever ix–xi, xii, xvi,
xvii, 40, 70–71,
112, 144
- Utley, Jeremy 107, 118–119, 126
- Wall’s ice cream 40–41
- Wiseman, Richard 91, 92, 93,
96
- Wizard of Oz MVP experimentation 175, 178–180
- workplace design for creativity 106–107; see also space, designing
physical
- workshop, idea generation 108–137
- — Crazy 8s 117, 118–119
- — creative briefs 96–97
112–113
- — creative exercise 117,
120–125
- — creative exercise examples 122–125
- — creative stimulus 113–114
- — debrief and prioritisation 133–134
- — deodorant example 121,
122
- — desirability first 125–128
- — facilitator 114, 115
- — first burst 114, 115–116, 117, 119–120
- — harvesting/selecting ideas 115, 125–128
- — Idea Canvas 115, 127, 128–132
- — idea sprints 114, 117–120
- — mind maps 117–118
- — preparation 112–114
- — prioritisation framework 134
- — setting the scene 115
- — showcasing top ideas 132–133
- — space, design of 114
- — testing 133
- — tips 116, 121
- — workshop skeleton 114–135
- workshop plan, insight generation 80–82
- Zappos Wizard of Oz MVP experiment 178–180
- Zyliss 37–38
