1.
“An Introduction to Innovation ”
Julie Anne Reda
VP Product Strategy, Yesmail Interactive
6/04/2013

2.
A Framework for Disruption (on legacy
products)
What you will learn:
1. What is innovation? How do you define it?
2. What’s essential in building innovation?
3. How innovative ideas become products?
4. Reference Material

3.
About the Products I Work With
• Business to Consumer
• SaaS Financial
• SaaS Marketing

4.
What is innovation?
What is Innovation?
Innovation is the profitable implementation of ideas.

5.
What is innovation composed
of?
+

6.
Where Innovation Starts
• Product / Service Innovation
– Innovate in WHAT we do
• Process Innovation
– Innovate in HOW we do it
• Paradigm / Business Model Innovation
– Innovate in HOW we make money
• Position Innovation
– Innovate in marketing mix and strategy
WHERE, WHO, HOW MUCH
Bessant, John and Tidd, Joe
Managing Innovation 2011

7.
Types of Innovation
Incremental
- What we do – but better.
Radical
- New to the world.
- Marcus Limos, PhD (PPT on Slideshare)

8.
© 2009 John Wiley & Sons Ltd.
www.wileyeurope.com/college/tidd
8

9.
S
BUILDING INNOVATION

10.
Steps in Building Innovation
Framework
1. Know and Evangelize that innovative ideas
come throughout the organization, and
predominantly the the people
2. Give cues, tools mechanism to know where
to find good ideas
3. Give Time for Collaboration
4. Provide Process Funnels to move from idea
to innovation

11.
Your most essential asset - people
•
•
•
•
•
•
Clients and Users
Profession and Account Services
Sales
Marketing
Talk to Tech Support
Read, Read, Read
This is critical!

12.
Leverage the Assets of your Org
• What makes your company unique?
• What makes your brand different?
• What unique talent and IP of your organization
do you have, but don’t use?
• What unique user experience are out there ONLY
you can offer?
– Mine the talent and the brand

13.
Leverage the Assets and Talent of your
organization

14.
TOOLS FOR FINDING GOOD IDEAS

15.
Sources of Innovation according to
Peter S. Drucker
•
Industry and market changes
– What’s changed in our market over the last 12-18 months?
•
Demographic changes
– What’s changed about our buyers? Our users? Our suppliers?
•
New knowledge
– What new knowledge do I have, or can I get that I didn’t before?
•
Changes in perception
– Do buyers perceive us, our market, or competition differently? Can we change perception?
•
Unexpected occurrences
– When you created a X product or service or changed a process, was there an unexpected
outcome?
•
Incongruities
– Opportunities to Change the status quo or an incongruity in or product or market that is ripe
for change?
•
Process needs
– Opportunities to do business better?

16.
Deep Dive Example: Look at Markets
Similar to Your Own
• How to do this:
– Look at lateral technologies that fall under the
same umbrella as your market.
– Look a technologies that are similar to your own
but used in different markets.
– TALK to people

17.
Example: Automated Testing
•
Feature Overview: Provides a test automation and optimization
tool, making it easy to rapidly plan and deploy multivariate tests to defined
audience segments that automatically optimize, to drive better results for
their programs. Includes subject line, friendly from, day of week, time of
day, and content.
Benefit to Clients: Clients can rapidly test and optimize their campaigns
automatically and get better business results
Core Features:
• Subject-line testing
• Content Testing
• Automatic split cell multi-variant testing
• Automatic winning combination to the best version.

18.
Example 2: Leverage the Assets of your Org
to respond to demographic changes
Change: Consumers were looking online to decide vacation stays.
Challenge: How do we involve participation in the brand experience?
• What makes your company unique?
• What makes your brand different?
• What unique talent and IP of your organization do you have, but
don’t use?
• What unique user experience are out there ONLY you can offer?
– Mine the talent and the brand

19.
Leverage the Assets and Talent of your
organization
innovation comes from people
meeting up in the hallways or
calling each other at 10:30 at
night with a new idea, or
because they realized
something that shoots holes in
how we've been thinking about
a problem.
- Steve Jobs

20.
Tackle the Hard Stuff Everyone is
Ignoring
• If market performance is declining, ask why?
• If there’s a lot of a complaints, how do you
redesign from a user’s experience?
• Is the competition assuming users are not as
smart as they might be?
• Is the product making smart choices on the
behalf of the user? Is it bloated?

21.
A few more examples
• Dyson
– Focused on suction
• Etsy
– Change how goods are sold small businesses.
Empowered SMB with technology directly.
• Mint.com
– Changed the value equation for consumers and
suppliers.
• Chockstone
– Built a marketers DIY loyalty platform when the rest of
the market assumed marketers shouldn’t do this.

22.
Moving from Idea to Product

23.
Where we began: Innovative Models
1950/60s – Technology Push
Research &
Development
Manufacturing
Marketing
1970s – Market Pull
Marketing
Research &
Development
Manufacturing

24.
Innovation Funnels – Interactive
Model
Latest in science & technology
1990s
Idea
Market
Pull
Advances in society
R&D
Manufacturing
Marketing
Needs in society
and the marketplace
Technology
Push
Commercial
Product

25.
Open Innovation Model
– Emphasis on Business Model innovation as driver
2000s

26.
Moving from Idea to Innovation
© 2009 John Wiley & Sons Ltd.
www.wileyeurope.com/college/tidd

27.
Resources
• Managing Innovation: Integrating
Technological, Market and Organizational Change
by John Bessant, and Joe Tidd
• The Innovator’s Delimma – Clay Christensen
• Innovation and Entrepreneurship – Peter Drucker
• The Connected Company – Dave Grey
• Open Innovation: The New Imperative for
Creating And Profiting from Technology - Henry
William Chesbrough

28.
Thank you!