We can all learn to innovate
DIGITAL INNOVATION - THE POWER OF DIGITAL INNOVATION
"If I'd asked people what they wanted, they would have said faster horses."
Henry Ford - car maker
A deep understanding of what digital innovation really is
Within a digital framework, digital innovation is crucial. Learning to innovate is the step-by-step process of developing and executing ideas to create unique customer value, by using technology. Innovation is not an idea, but a fully-fledged process that runs from exploration of potential customer value to successful market introduction. Understanding what digital innovation is also leads to a number of broader insights. Digital innovation requires a long-term perspective. Innovation does not work without in-depth collaboration.
Consciously looking for innovation
Innovations are almost never accidental, despite the many myths. A conscious search for innovation is something that can be given concrete form. Listening to the customer – and in particular non-customers – is perfectly learnable and organizeable. Just like setting out an innovation bandwidth. There are various methods for creating innovations and for evaluating and appreciating them. We very often base ourselves on the ‘Jobs to be done’ method, because this method uses a wide lens. Customer Journey Mapping and Product Configuration Mapping are also valid strategies. Depending on the DNA of a company and the specific challenge, a relevant approach is chosen.
Customer value proposition - business model
The process of customer value proposition, choice of business model and business plan is one of granular detail. What value does the offer really create? Which customer segment are we aiming for? How do we want to reach that customer? That customer value is only one part of the business model, in which processes, resources and revenues and expenses are also explained. Ultimately, all insights are worked out into a business plan.
Exploit versus explore
Innovation always generates risk. Risk always generates uncertainty. Organizations which innovate must take this into account. Organizations which innovate successfully lead a so-called two-handed organization in their own way: it manages a successful offer in addition to an uncertain trajectory of an innovative offer. Exploiting and at the same time exploring can only work if this is within the strategic intention of the company and if there is sufficient attention on matters such as organization, leadership, staffing.