Today, the highly competitive global market demand organizations continue to play their A games, whether they focus on customers, products and services or operations. New, viable ideas are the key to reshaping and gaining competitive advantage. However, generating ideas seems to be a confusing process.
Phil McKinney is the author of the new book. from
Beyond the obvious: the killer problem inspires innovation that changes the rules of the game. from
He is an innovator who has served as the Chief Technology Officer [CTO] of major technology companies and leads the Innovation Boot Camp.
McKinney advocates using his killer problem and FIRE method [focus, idea, ranking, execution] to develop a strategic order for the innovation process.
He said that knowledge is becoming a commodity. Today, your competitive advantage stems from your desire to continuously access and use your creative capabilities to help your organization meet the challenges. He also acknowledged that creativity is a hard job.
McKinney's FIRE method is simple in structure and suitable for companies of any size. It is flexible enough to handle the challenges of generating ideas. It helps identify the most important ideas to increase your chances of turning these ideas into successful killer innovations.
The FIRE method works because it addresses the innovation gaps and delays that all organizations face. The from
Innovation gap from
It is the difference between the demand for great ideas and the actual supply. "All organizations can use more and better ideas," McKinney said. FIRE provides you with a system that increases the quality and quantity of your ideas. The from
Innovation delay from
It is a time lag from choosing to implement ideas to bringing products to market.
Innovation gaps and delays are caused by several factors: company antibodies [opponents]; assumptions about how your organization should work; possible ideas; and who your customers are.
focus. Instead of limiting the search for ideas, it uses a systematic approach to ensure that all relevant areas are covered.
Any innovation effort needs to explore three areas to cover all the foundations:
- Who is the person or organization that you sell the product or service to?
- What is a product or service?
- How does your organization create, deliver and support your products or services for your customers?
McKinney found that most companies focus on customers [who] and products [what]. They tend to ignore other things the organization does to work [how]. Check all three aspects and you will gain a competitive advantage. Check them individually, but eventually cover all three areas to eliminate potential blind spots. The focus should be on the never-ending process of cycling in all three areas.
IDEATION . McKinney's killer problem is used in the concept phase of FIRE. Killer issues let you focus on specific areas of your business, whether it's your customers, products or operations. They also let you find a wide range of ideas in the field. Killer issues can help you view issues from a previously unconsidered perspective. They also give you an idea of possible answers that are not part of your existing assumptions about how and why you are doing what you do.
McKinney denied the hypothesis that thought can only come from someone or department within the organization. It is vital to believe that a good idea comes from a seemingly random place.
ranking. The innovation process often leaves decisions for senior management. However, they are not always involved in the process of creating and selecting the best ideas. The ideas they like may be severely affected by personal preferences and prejudice. The chances of their ideas being selected to become killer innovations are low. The defined ranking system can help people set their biases and look at ideas from a larger perspective.
McKinney said that the best creative ranking process needs to be a complex set of analysis, which is a myth. His system usage questions determine which ideas will produce significant results and are consistent with your core competencies and expertise. The team divided five questions for each idea generated in the innovation workshop.
When designing a ranking system, be aware of the importance of eliminating prejudice and impact during the voting phase. "Anonymous has dramatically changed the dynamics of the team, so it's critical that people don't know how others vote," McKinney said.
carried out. McKinney's motto is "The idea of not executing is a hobby, and I am not an amateur." Execution is a risk. It requires commitment, money and manpower. Successful execution is the balance between pushing the organization to take risks and strictly press on your situation so as to scare away the company's antibody receding.
The implementation phase of FIRE uses the "gated fund" model. It ensures that good ideas have the opportunity to prove themselves while ensuring that your organization does not over-explore risks if an idea does not work.
McKinney believes that innovation requires a standardized, structured approach. It first addresses your industry and company assumptions, managing the inevitable bumps and neutralizing your corporate antibodies. Master these three initial steps; and use the FIRE approach and the gated fund model to advance true innovation.
For a list of the 50 most innovative companies in the world, please refer to the Fast Company at http://www.fastcompany.com/most-innovative-companies/2012/full-list.
Orignal From: Beyond the obvious Phil McKinney - Innovation - Fire methods: focus, ideas, ranking, execution
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