Finding Radical Ideas
•Transferir como PPTX, PDF•
0 gostou•956 visualizações
Presentation I gave at Intu
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Destaque
Destaque (9)
Semelhante a Finding Radical Ideas
Semelhante a Finding Radical Ideas (20)
Finding Radical Ideas
- 2. Finding Radical Ideas Lesley Grossblatt Lucinda Foss Sandra Edwards Confidential Intuit
- 3. What’s an invention you can’t live without?
- 5. Real growth starts with radical ideas
- 7. leads to incremental solutions
- 10. leads to radical ideas
- 11. that lead to seismic shifts
- 12. radical (adj) pronunciation: ra-di-kəl marked by a considerable departure from the usual or traditional; tending or disposed to make extreme changes in existing views, habits, conditions, or institutions
- 13. But how do you find radical ideas?
- 14. 3 starting points: What Who How
- 20. Let’s try it out
- 21. Who: Identify related or adjacent players
- 26. Let’s try it out
- 27. How: Take solutions from different contexts
- 32. Let’s try it out
- 33. How do I apply this?
- 35. Solution Jams
- 36. On your own
- 37. Appendix
- 38. Finding Radical Ideas Cheat Sheet What Who How Can you eliminate Who are the How can you the problem? adjacent players apply solution and problems or from another opportunities? context?
- 39. What Problem: Paper coffee Can you eliminate the problem? cup is too hot to touch
- 40. Who Seller: Textbook Who are the publishers adjacent players and problems or opportunities? Buyer: School districts
- 41. How Solution: Amazon How can you apply solution from another 1-Click context?
Notas do Editor
- (introductions)
- Let’s start with a question. What’s an invention you can’t live without?(TV, car, microwave, iPhone, etc. . . .)What do these things have in common?At one point, they were all radical ideas. In the 1970’s, the idea you could carry your music around with you in full stereo sound was a crazy idea.
- But then the folks at Sony invented the Walkman and changed everything.Their radical idea changed the future of how we interact with our entertainment, how we exercise, even how we ride the bus.All it took was a single radical idea to open up a huge window into the future.Imagining the future today is possible – but you have to take some big leaps of faith.
- To get to the future now – and to get to real growth - you have to think differently.You have to start with some radical ideas.To get to radical ideas, you have to move past incremental thinking.
- Incremental thinking – asking questions such as:- What are your pains?What is or isn’t feasible?Is very grounded in what is known today.So if you had asked someone who owned a horse drawn carriage about his pains and what he wants – he’d probably tell you he wants a faster horse.
- That kind of incremental view would lead you to incremental improvements.So you might come up with an incremental solution – add more horses.
- So instead of getting to your destination in a week, you get there in a few days.An incremental solution leads to an incremental result.
- But radical thinking will lead you to very different results.Think about a combustion engine.
- The internal combustion engine leads you to a completely different way of moving people – an automobile.Not more horses to go faster.
- Radical ideas like the combustion engine lead to seismic shifts.New industriesCars vs. horsesAirplanes vs. shipsTelevision vs. radioAnd huge growth. Billion dollar industries.And complete changes in how we live and what the world looks like.
- Radical doesn’t necessarily mean crazy – it’s a considerable departureA radical idea helps you see existing situations from a new perspectiveA radical idea is not incremental It’s only radical today . . . Tomorrow it will be the usual
- Finding radical ideas may sound easyBut in reality in a muscle you need to train and use often to perfect the skillsWe have simplified this skill for youAnd condensed it down to jumping off points to get your ideas flowingThere are 3 starting points you can go from:The WhatThe WhoThe How
- Let’s start with the what. We all talk often about making things easier, making them simpler, making it one click, etc BUTWhat if you go beyond addressing the pain or solving the problem – to completely eliminating the problem?Vs. just making it easierWhat kinds of radical ideas would you find?
- Here’s an example.A problem that many of us have encountered is painfully long lines at car rental counters.Now, you could try to solve this problem in a number of ways.You could make the line more pleasant – free donuts, free coffee, free internet.Maybe even show some 1st run movies to pass the time.But how about getting rid of the line entirely?
- Hertz actually did this. They created the #1 Club Gold program so customers could skip the line and just go straight to their car. That’s an example of completely eliminating the problem instead of just making incremental improvement.
- OK, let’s try this out together with another example.Here’s the problem: Money is easy to counterfeitIncremental improvements: special paper, special ink, etc.How do you eliminate the problem? (Ask for audience response)
- Basically, a credit card eliminates the problem of counterfeiting cash.Of course, it brings up new problems, too.But it creates a whole new world of opportunities – points/rewards cards, online shopping, you name it. It creates a seismic shift!
- Now we are going to get into small groups and try finding radical ideas together.Each team works on the problem for 20 mins.Your team needs to select the best/most radical idea to present back to the group. Don’t limit yourself. Don’t worry about what’s feasible. Be free to be ridiculous. Look for the ideas that sound impossible or crazy. Push past the obvious answers to more radical ideas. Be open as a group to explore ideas and ladder off of each others thoughts. Stop looking for why you can’t. Look for why you CAN.
- The next starting point is to look at the who.Not just looking at the persona – not just the “customer”. Go sideways. Go up and down.Who are the players that are related or adjacent to your target customer?Are there opportunities to create experiences or solutions for them that will indirectly benefit your target customer?
- Think about restaurant reservation systems.Traditionally, a company making reservation systems would sell that software to restaurants, who would use the system to enter in reservations called in by their customers and manage these reservations.So the main customer of the reservation system is the restaurant.An adjacent player is the restaurant patron.
- Open Table solves the problem of managing restaurant reservations by looking at an adjacent player – the restaurant customer.Now, instead of the customer calling 1 restaurant to make a reservation, the customer can make reservations online for multiple restaurants.And if they can’t get a reservation at 1 restaurant, they can get suggestions for other restaurants close by.And restaurants benefit because more customers are exposed to them.
- OK, let’s try identifying more who’s.How about help wanted ads – newspapers sell space for want ads to employers looking to hire.Who are some other adjacent or related players? Think outside the box.
- So job seekers are a very important adjacent player – and companies like Monster.com created solutions for them to proactively broadcast their resumes to companies who may be looking for someone with their skills and experience.This opens up lots of new possibilities – resume services, advice, career tools . . .
- The third starting point is looking at the how.Normally we start with the customer, the problem then the solution.Usually, a solution looking for a problem is a bad thing.But is it always?Sometimes an ingenious solution in one context can help you solve a problem in a completely different context.
- Here’s an example from nature.This is a cocklebur. They get stuck in your socks when you go hiking.A Swiss engineer was on a walk one day and found some cockleburs sticking to his jacket. He was fascinated by how strongly they adhered to his jacket, so he examined one under a microscope. This eventually led him to create Velcro.
- Velcro was the solution looking for a new problem . . . And one problem was that it’s hard for kids to learn how to tie their shoes, but they need to keep their shoes on.
- OK, let’s try this in practice.The solution is an all-you-can eat buffet.What are the elements of the solution? What’s good about that?What other contexts could you apply that thinking to?
- One example is the US Postal Service’s flat rate priority mail box. Ship whatever you can stuff into the box for 1 fixed price.Other examples:Amazon PrimeUnited luggageGymsMoney machines
- Look for places to find crazy ideas . . . Conferences, publications
- What:Take the given problem and think how you could eliminate the problem completelyWhat other opportunities/problems would that yield?
- Textbook publishers and schoolsTextbooks themselves are very undifferentiated – books from different publishers aren’t that much different from one anotherWho are some adjacent players? Teachers, students, who else? Think about how textbooks are distributed and used today . . . What’s their lifecycle?
- Amazon 1-click – how would it look in a completely different context?Think about where you’ve been in the past few days – how could 1-click work in these contexts?