Innovation Design Canvas

Department of
Architecture and Design
Department of
THE INNOVATION DESIGN CANVAS:
a management tool to move from innovative
research to business
Andrea Gaiardo
ISMB - Innovation Design Researcher
gaiardo@ismb.it
www.innovationdesignlab.itinnodev.ismb.it
Next wave
21st DMI: Academic Design Management Conference
London, UK, 1 August 2018

Department of
Department of
THE INNOVATION DESIGN CANVAS
Innovation advisory boutique
with a robust background in
digital transformation.
We help organisations to
strategically manage change,
thus turning digital
transformation into a
competitive business advantage.
(EU2020 & EIT partner)
Department of
Innovation research
laboratory activities within
the Design Academy
(Politecnico of Turin)
We promote and develop
design-driven innovation
research projects between
design researchers and students
with a sustainable perspective.
Innovation Design Researcher Co-founder and Lead Designer

Department of
Department of
© THE GROVE CONSULTANTS INTERNATIONAL
THISVERSION BY DESIGNABETTERBUSINESS.COM
DESIGN A
BETTER
BUSINESS
The 5 bold steps vision canvas was originally designed by David Sibbet
5 BOLD STEPS VISION® CANVAS
What are the supports
that strengthen you while
reaching your vision?
The big steps towards your vision
SUPPORTS
What are the challenges
that hinder you while
reaching your vision?
CHALLENGESBOLD STEPS
What is the future state of
your business? How are you
going to help your
customer?
VISION STATEMENT
THEME
THEME THEME
THEME
1.
2.
3.
4.
5.
THEME
Progettato per: Progettato da: Il:
Iterazione:
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License.
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or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA.
Che tipo di relazione vuole che stabiliamo e manteniamo,
ognuno dei nostri segmenti cliente?
Quali relazioni abbiamo stabilito?
Come sono integrati con il resto del nostro Business Model?
Quanto costano?
Quali sono le attività necessarie per il nostro valore
I nostri canali di distribuzione?
Le relazioni con i clienti?
I ricavi?
Traduzione italiana: http://hugowiz.it $Revision: 71 $
Chi sono i nostri Partner chiave?
Chi sono i nostri fornitori chiave?
Quali Risorse chiave stiamo acquisendo dai partner?
Quali Attività chiave svolgono i partner?
Quali sono le risorse necessarie
per il nostro valore offerto?
I nostri canali di distribuzione?
Le relazioni con i clienti?
I ricavi?
tipologie di risorse
Fisiche
Intellettuali (marchi, brevetti, diritti d'autore, dati) Umane
Finanziarie
Che tipo di valore forniamo ai clienti?
Quale problema dei nostri clienti stiamo aiutando a risolvere?
Quale pacchetto di prodotti e servizi stiamo offrendo ai
clienti?
Quali bisogni dei clienti stiamo soddisfacendo?
Per chi stiamo creando valore?
Chi sono i nostri clienti più importanti?
Attraverso quali canali vogliono essere
raggiunti i nostri clienti?
In che modo li stiamo raggiungendo?
Come sono integrati i nostri canali?
Quali funzionano meglio?
Quali sono i più efficienti, a livello di costi?
Come li stiamo integrando con le abitudini dei clienti?
Quali sono i costi più importanti del nostro Business Model?
Quali delle Risorse chiave sono le più costose?
Quali delle Attività chiave sono le più costose?
Per quale valore, i nostri clienti vogliono veramente pagare?
Per che cosa pagano?
In che modo stanno pagando?
Come preferirebbero pagare?
Quanto contribuisce ai ricavi ogni flusso di ricavi?
Partner chiave Attività chiave Valore offerto Relazioni con i clienti Segmenti di clientela
Risorse chiave Canali
Struttura dei costi Flussi di ricavi
Il Business Model Canvas
BY DESIGNABETTERBUSINESS.COM
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons,
171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGN A
BETTER
BUSINESS
CUSTOMER NEEDS
What are the customer’s basic
needs at this moment?
KEY MOMENT
What does the snapshot picture
of this moment look
like?
CUSTOMER SATISFACTION
How satisfied is the customer at
this moment?
CUSTOMER JOURNEY CANVAS
DESIGN A
BETTER
BUSINESSSTORYTELLING CANVAS
BEFORE
What does your audience think,
feel, know, want, before they have
experienced your story?
AFTER
What does your audience think,
feel, know, want, after they have
experienced your story?
1. SETTHE SCENE
What do you need to introduce?
What should be set up or ex-
plained?
2. MAKEYOUR POINT
The audience’s A-Ha moment.
3. CONCLUSION
The end of your story. What is the
conclusion? What is your call to
action?
GOAL
What do you want to
achieve with this story?
SUBJECT
What is the story about?
AUDIENCE
What is your story’s
audience? What are their
needs?
DESIGN A
BETTER
BUSINESS
INCREMENTAL
REVENUECOST
INNOVATION MATRIX
SUBSTANTIAL
The Experiment Canvas was created by Ash Maurya
DESIGN A
BETTER
BUSINESSEXPERIMENT CANVAS
VALIDATED
INCONCLUSIVE
INVALIDATED
What is the riskiest assumption
you want to test?
RESULTS
Record the qualitative or
quantitative results of the experiment
CONCLUSION
Did your results match your hypothesis?
Or did they contradict your hypothesis?
And was your result clear enough?
NEXT STEPS
What is your next move?
FALSIFIABLE HYPOTHESIS
Construct your hypothesis
We believe that
Will drive
Within
< specific, testable action >
< specific, measurable outcome >
< timeframe >
EXPERIMENT SETUP
What kind of experiment will you use?
What are you measuring? How many times?
RISKIEST ASSUMPTION
DESIGN A
BETTER
BUSINESSPROTOTYPE CANVAS
CUSTOMER
PROMISE
KEY FEATURES
STEP 1
THE EXPERIENCE
Why can’t we
skip this step?
STEP 2
THE EXPERIENCE
Why can’t we
skip this step?
STEP 3
THE EXPERIENCE
Why can’t we
skip this step?
STEP 4
ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE
THE EXPERIENCE
Why can’t we
skip this step?
CUSTOMER’S
JOB-TO-BE-DONE
CUSTOMER’S
BENEFIT(S)
CANVASNIZATION

Department of
Department of
A CANVAS IS A TOOL OF SIMPLIFICATION
INSIDERS (IN INNOVATION FIELD) ARE STRIVING TO FIND
USEFUL AND PRAGMATIC TOOL TO SUPPORT
THEIR INNOVATION JOURNEY
INNOVATION PROCESS ARE COMPLEX
AND IS NOT EASY TO “SHOW AND SELL”
WHY?

Department of
Department of
INNOVATION DESIGNER DEFINITION
The Innovation Designer has the explicit purpose to design and drive innovation
project aspects as: visions, goals, methodologies, approaches, tools and so on.
She or he has to lead the project from the world of innovation expectation
(demanded by people, institution, and enterprise) to the real world (with
tangible products or services for people)
INNOVATION DESIGN DEFINITION

Department of
Department of
The idea to develop the Innovation Design Canvas (IDC) comes from the need
to ﬁnd a way to simplify and support Innovation Designers
to better trade-off and manage all the features and operative actions
required to support an innovative project.
THEORETICAL
RESEARCH
PRACTICAL
EXPERIENCE
IDL - PHD
66 innovation methodologies
framework
Systemic Innovation Design
Process
ISMB - WORK
Innovation Support &
Consultancy
Startup Attempts

Department of
Department of
66 Innovation Methodologies Framework

Department of
Department of
SYSTEMIC INNOVATION DESIGN PROCESS
RESEARCH PHASE CONCEPT PHASE EXPLOTATION PHASE1 2 3
1
2
VISUAL FRAMING &
GAP ANALYSIS
VISUAL FRAMING &
GAP ANALYSIS
HOLISTIC DIAGNOSIS
SYSTEMIC INNOVATION DESIGN
CANVAS
DESK RESEARCH
existing
information
FIELD RESEARCH
integration
information
DATA BOOK
information design
visualization -
research synthesis
NEED AND IMPACT
VALIDATION
PROJECT
CONTEXT
EVIDENCE BRIEF META INNOVATION
META-INNOVATION
IMPLEMENTATION
DEVELOPMENT
TEST AND
LISTENING
META INNOVATION
LAUNCH
METRICS ANALYSIS
VALIDATION
SYSTEMIC INNOVATION
OUTCOME
INTEGRATION
LEARNING
CONCEPT
CONSISTENCY
CONCEPT
DEVELOPMENT
mvp prototype
CONCEPT SOLUTION
VALIDATION
CONCEPT
GENERATION
CONCEPT PROJECT
ANALYSIS
LOW CONTEXT
VALIDATION
operational step
validation step (go/no go)
outcome
legend:

Department of
Department of
INNOVATION DESIGN CANVAS - FROM RESEARCH TO BUSINESS
teamproject name version date
PROJECT EVIDENCE BRIEF
PROJECT GENERATION AND CONCEPT CONSISTENCY
existing alternatives
desirability drives
sustainability drives
feasibility drives
value factors identification challenge identificationuser identification
Project Goals - which are the needs, goals, purposes that you want to
satisfy? Why are you starting this project?
Summarize the key points or levers that pushed you to design a
solution. Describe a big problem or need related to this key point.
What do you want to achieve?
Which is your vision? Describe in a few words the vision connect to
the result of your action.
Think as if your project has already been successful.
Which are the main peculiarities of your project context?
Highlight and summarise the most important features of your
context (virtual and real) of action.
Which are the most significant resources or issues related to the
field of work?
Which are the leading users of your project?
Who will benefit from the outcomes of the
project? Are they users, clients or actors?
Describe them and their role.
Which are the existing alternatives to your solution?
List similar project or possible competitors.
Describe how and with who your users satisfy their
needs/problems today. Which kind of
solution/product/service will the user leave behind
adopting your project? Which are the switching and
adoption “costs”?
Is your idea/solution generating value?
Which kind of value your solution can deliver? How
does your solution create value?
Describe the value proposition (or set of values) of
your project. Is it tangible or intangible? Is essential or
nice to have?
Which are the barriers, problems, challenges related
to the design of your solution? Which risks may
restrain your project?
Describe all the issues you can foresee such as
physical barriers (tools, space…) financially and
politically (money, legacy…) human-related kind
(time, knowledge…)
What does your solution do?
Describe the key features of your project and how it works.
Summarize in a scheme, the solution actions required for the
solution and the outcomes flow.
Is your idea/solution coherent with
the Sustainable Innovation
Approach?
Are your ideas/solutions meeting the
sustainability prerogatives? Are they
socially acceptable? Are they
environmentally balanced? Are they
economically sustainable?
Describe for all the three
sustainability aspects (social,
environmental and economical) an
essential viewpoint, or features of
your idea able to meet the approach.
idea / solution description approach coherence
goals vision context
CONCEPT DEVELOPMENT ANALYSIS
technologies and tools skills & team stakeholders & partners business model
user acquisition & communication metrics idetification MVP validation strategy and roadmap
Which kind of tools or technologies are you
going to use?
Summarize all the fundamental technical
aspects of your solution. List the technology
and the tools you need to develop your
concept.
Which type of knowledge and skill do you
need?
List the skills and the competencies of your
team.
Who is the hustler? Hipster? Hacker?
Are there involved partners or you need
them? Who? Why?
Who has an interest in the success of your
project? For which reasons?
How does your concept sustain itself?
Please describe your business model.
Use the business model canvas if you need it
and highlight the main characteristics.
How does your concept reach the user?
List the communication strategy that you are
going to use to hook your users (marketing
campaign, word of mouth, etc.)
Which are the main metrics of your concept?
How can you measure the concept outcomes
value stream?
List the key metrics of your concept (number
of users, revenues, decrease or increase of
determined data, etc.)
Which is the simplest version of your concept
and how do you think to validate it?
Describe the must to have features and your
MVP validation strategy.
Which is your managing action and time
roadmap of development?
Which tasks are strategic and have to be
done first?
Which are the deadlines and the go/nogo
steps?
Which are the overall activities to be done?
Etc.
RESEARCH PHASE CONCEPT PHASE EXPLOTATION PHASE1 2 3
1
2
VISUAL FRAMING &
GAP ANALYSIS
VISUAL FRAMING &
GAP ANALYSIS
HOLISTIC DIAGNOSIS
SYSTEMIC INNOVATION DESIGN
CANVAS
DESK RESEARCH
existing
information
FIELD RESEARCH
integration
information
DATA BOOK
information design
visualization -
research synthesis
NEED AND IMPACT
VALIDATION
PROJECT
CONTEXT
EVIDENCE BRIEF META INNOVATION
META-INNOVATION
IMPLEMENTATION
DEVELOPMENT
TEST AND
LISTENING
META INNOVATION
LAUNCH
METRICS ANALYSIS
VALIDATION
SYSTEMIC INNOVATION
OUTCOME
INTEGRATION
LEARNING
CONCEPT
CONSISTENCY
CONCEPT
DEVELOPMENT
mvp prototype
CONCEPT SOLUTION
VALIDATION
CONCEPT
GENERATION
CONCEPT PROJECT
ANALYSIS
LOW CONTEXT
VALIDATION
operational step
validation step (go/no go)
outcome
legend:

Department of
Department of
PROJECT EVIDENCE BRIEF
PROJECT GENERATION AND CONCEPT CONSISTENCY
existing alternatives
desirability drives
sustainability drives
feasibility drives
value factors identification challenge identificationuser identification
Project Goals - which are the needs, goals, purposes that you want to
satisfy? Why are you starting this project?
Summarize the key points or levers that pushed you to design a
solution. Describe a big problem or need related to this key point.
What do you want to achieve?
Which is your vision? Describe in a few words the vision connect to
the result of your action.
Think as if your project has already been successful.
Which are the main peculiarities of your project context?
Highlight and summarise the most important features of your
context (virtual and real) of action.
Which are the most significant resources or issues related to the
field of work?
Which are the leading users of your project?
Who will benefit from the outcomes of the
project? Are they users, clients or actors?
Describe them and their role.
Which are the existing alternatives to your solution?
List similar project or possible competitors.
Describe how and with who your users satisfy their
needs/problems today. Which kind of
solution/product/service will the user leave behind
adopting your project? Which are the switching and
adoption “costs”?
Is your idea/solution generating value?
Which kind of value your solution can deliver? How
does your solution create value?
Describe the value proposition (or set of values) of
your project. Is it tangible or intangible? Is essential or
nice to have?
Which are the barriers, problems, challenges related
to the design of your solution? Which risks may
restrain your project?
Describe all the issues you can foresee such as
physical barriers (tools, space…) financially and
politically (money, legacy…) human-related kind
(time, knowledge…)
What does your solution do?
Describe the key features of your project and how it works.
Summarize in a scheme, the solution actions required for the
solution and the outcomes flow.
Is your idea/solution coherent with
the Sustainable Innovation
Approach?
Are your ideas/solutions meeting the
sustainability prerogatives? Are they
socially acceptable? Are they
environmentally balanced? Are they
economically sustainable?
Describe for all the three
sustainability aspects (social,
environmental and economical) an
essential viewpoint, or features of
your idea able to meet the approach.
idea / solution description approach coherence
goals vision context
GOALS VISION CONTEXT
IDEA/SOLUTION
DESCRIPTION
APPROACH
COHERENCE
CHALLENGEVALUEALTERNATIVESUSERS

Department of
Department of
CONCEPT DEVELOPMENT ANALYSIS
technologies and tools skills & team stakeholders & partners business model
user acquisition & communication metrics idetification MVP validation strategy and roadmap
Which kind of tools or technologies are you
going to use?
Summarize all the fundamental technical
aspects of your solution. List the technology
and the tools you need to develop your
concept.
Which type of knowledge and skill do you
need?
List the skills and the competencies of your
team.
Who is the hustler? Hipster? Hacker?
Are there involved partners or you need
them? Who? Why?
Who has an interest in the success of your
project? For which reasons?
How does your concept sustain itself?
Please describe your business model.
Use the business model canvas if you need it
and highlight the main characteristics.
How does your concept reach the user?
List the communication strategy that you are
going to use to hook your users (marketing
campaign, word of mouth, etc.)
Which are the main metrics of your concept?
How can you measure the concept outcomes
value stream?
List the key metrics of your concept (number
of users, revenues, decrease or increase of
determined data, etc.)
Which is the simplest version of your concept
and how do you think to validate it?
Describe the must to have features and your
MVP validation strategy.
Which is your managing action and time
roadmap of development?
Which tasks are strategic and have to be
done first?
Which are the deadlines and the go/nogo
steps?
Which are the overall activities to be done?
Etc.
TECH
SKILLS
& TEAM
STKs & PTNs
BIZ
MODEL
CAC
MARKETING
KPIs
VALIDATION
STRATEGY
PLANNING

Department of
Department of
PhD student
1 2 3
4
8 9
5 6 7
Business Model Canvas, couple of times
This kind of tool is very useful but maybe it should be more targeted.
No, because I think is more appropriate for business-oriented projects.
In my research I have my own methodology to organize my work
There are some typos :)
It requires way more than 15 minutes!
I think that this tool is particularly interesting for non designers. As designers we are
usually familiar with thinking about these aspects of the projects. Maybe this could be very
useful as a basis for project storytelling, for instance if in the lab we want to share all
together our experiences, this could be a very cool basis to organize it!
Low cost hardware and open
software (except Max/MSP) for
prototyping.
3D printing for the physical
model.
1 2 3 4
5 6 7 8
TESTS WITH USERS
FOCUS GROUP
PRELIMINARY TEST
PROTOTYPE
USER TEST1
USER TEST2
FOCUS GROUP
Preliminary test is crucial for the
prototyping, which is crucial for the
users tests and the focus group.
HARDWARE
I’m dealing with the prototype with the help of a
very competent creative technologist (my
boyfriend) but I’m learning most of things now.
SOFTWARE
I’m dealing with the prototype with the help of a
very competent creative technologist (my
boyfriend)but I’m learning most of things now.
PHYSICAL PROTOTYPING
I’ll do the design and prototype of the physical
model.
DESIGN OF THE EXPERIENCE
I’ll do it.
USER STUDIES
Two members of X-Studio are collaborating with
me to organize the studies with parents and
children.
This project is funded by TIM
and (in theory) the costs are
part of the PhD costs.
It’s a research project. The
outcomes will not be monetary,
but rather dissemination (and a
“business card” for a future
job;)).
The “users” in this case will be
participants in teh tests. The
will be invited.
The project is developed in collaboration
with X-Studio at Tsinghua University.
We are conducting user studies together.
We will involve parents and children for
exploratory tests and user tests.
I would like to find a collaboration with
a real context (such as a school, a
museum or similar, to conduct a wild
study).
The success of this project is crucial for
me and my PhD. Then it is important for
my academic tutors and TIM (if it
become successfull)
CHILDREN-ROBOT INTERACTION
FOR EXPLORATORY PLAY
This project is aimed to offer an
alternative to current edutainment
robotic product/projects by showing a
different application of computational
thinking.
Children-robot play can concern both private use and
public contexts such as schools.
The main challenges are:
- design something meaningful, not just attractive;
- design something respectful, avoiding privacy, safety,
moral and ethical issues.
Robotics will magnify our experience of
reality. We just need to shape it properly.
PERSONAL PROJECT, in collaboration with
X-Studio, Tsinghua University
1
22/11/2016
The main users are children, however the
main customer are adults.
They can be private, parents, or public,
teachers, school employee, other
educational institutions.
There is a large number of existing
alternatives, these are mostly robots for
coding or kits to interact with physical
environment (e.g. to make sound).
My solution should enhance the
creation of connections between
computational thinking and real
life elements.
This kind of products are coming out
constantly, so the same concept can be
developed by others in shorter time. My
limit is that I have to take care of all the
aspects of the project. Prototyping brings
technical difficulties and economical costs
that I have to face by myself.
DESIDERABILITY: (emotional) Use social cues to engage children in play;
(functional) use the robot abilities to explain physical phenomenon
SUSTAINABILITY: (social, cultural and ethical) The project is developed
paying attention to human context and its relations, as well as established
play modalities. It also pay attention to avoid problems such as privacy and
emotional bond.
This is a research project, thus I’m not paying attention to enterpreneurial
aspects. However, the prototype is developed keeping it low cost and
technically “simple”.
My solution allows children to
interact with the physical
enviroment. It consists of a
robotic toy able to perceive
sound and show reactions,
colors and social cues, on the
basis of the sound
characteristics.

Department of
Department of
more than 100 requests - 50 selected tester

Department of
Department of
EASINESS INDEX
Easiness and Understanding of canvas compilation
GLOBAL VISON INDEX
Did the IDC help you to understand/have a better global vision of your project?
CREATION INDEX
Did the IDC help you to create a new project idea/solution?
GAP POINT INDEX
Did IDC help you to ﬁll out gap/blind points of your project?
PIVOT INDEX
Did IDC help you to change the idea/or part of your project?
USEFULNESS INDEX
How do you rate the usefulness of this tool for you?

Department of
Department of
100
75
50
25
0
53
80
55
73
EASINESS
INDEX
73
71
60
73
GLOBAL VISION
INDEX
53
71
35
46
CREATION
INDEX
53
65
50
66
GAP POINT
INDEX
43
34
50
40
PIVOT
INDEX
60
77
60
73
USEFULNESS
INDEX
Chart 6 - Total Index Values (points/100) per type of project
Course Project
Entrepreneurial Project
PoorFairGoodVeryGood
Personal Project
Research Project
Entrepreneurship WIN
(DIC is perceived as a overall project tool validation)
Less interest for course project types
(probably because they are not linked to something “real & feel”)

Department of
Department of
Lower interest in the DIC for “mature” projects
(probably they already managed all these aspects)
On the contrary, we saw a good manifestation of usefulness
from concept and early-stage projects.
100
75
50
25
0
56
93
63
55
EASINESS
INDEX
73
70
86
45
GLOBAL VISION
INDEX
53
50
73
40
CREATION
INDEX
60
73
53
45
GAP POINT
INDEX
43 43
60
25
PIVOT
INDEX
60
70
86
55
USEFULNESS
INDEX
Chart 7 - Total Index Values (points/100) per project maturity
Idea
Early Stage
Concept - Pre-Launch
Working - developed

Department of
Department of
Students appreciate more the tool than others groups
(because it is a comprehensive tool to understand the innovation process)
The tool doesn’t help to ﬁnd “pivot” and/or “create” new ideas
(DIC is not a "creative" tool but probably more reﬂective and analytical)
100
75
50
25
0
68
60
68
EASINESS
INDEX
80
60 60
GLOBAL VISION
INDEX
62
48 48
CREATION
INDEX
62
52
60
GAP POINT
INDEX
48
44
32
PIVOT
INDEX
70
68
64
USEFULNESS
INDEX
Chart 8 - Total Index Values (points/100) per User Occupation/activity Student
Entrepreneur
Researcher

Department of
Department of
The modality of compilation doesn’t affect the score of the tool
(even if people appreciate a little bit more to compile the DIC alone)
We notice only an increase of time of compilation in the team
(due to discussion among the people)
100
75
50
25
0
74
62
EASINESS
INDEX
70
77
GLOBAL VISION
INDEX
58 57
CREATION
INDEX
GAP POINT
INDEX
PIVOT
INDEX
76
65
USEFULNESS
INDEX
Chart 9 - Total Index Values (points/100) per Modality of compilation Alone
Team
43
47
63
60

Department of
Department of
I would iterate other tests in the academic and startup field.
I would try to find a better visualisation metaphor for showing and
use the DIC.
I am continuing to collect feedback and test new canvases for find
out new features or to reframe the one already present in the DIC

Department of
Department of
Andrea Gaiardo
ISMB - Innovation Design Researcher
gaiardo@ismb.it
www.innovationdesignlab.itinnodev.ismb.it

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