Business Innovation Fundamentals
Illustration by Neil Webb

On working with innovation consultants


From:

Business Innovation Fundamentals

with Drew Boyd
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Video: On working with innovation consultants

During my time at Johnson and Johnson, I worked with a lot of innovation and design consultants. And we experimented with a lot of different methods and quite honestly, we found that there is a lot of differences in the different types of consultants and their approaches. And I've learned to categorize them into four buckets. If you take all the innovation consultants out there you can put them in one of these categories.
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  1. 1m 41s
    1. Welcome
      1m 22s
    2. Using the exercise files
      19s
  2. 21m 37s
    1. What is innovation? Introducing Systematic Inventive Thinking
      3m 21s
    2. The principle of function follows form
      4m 8s
    3. The closed-world principle
      4m 16s
    4. Characteristics of innovative products and services
      3m 51s
    5. Challenging the myth of thinking outside the box
      3m 11s
    6. Challenging the myth of serendipity
      2m 50s
  3. 11m 55s
    1. Functional fixedeness
      2m 26s
    2. The subtraction technique
      2m 59s
    3. Subtraction in action
      4m 8s
    4. Addressing common challenges
      2m 22s
  4. 10m 35s
    1. Structural fixedness
      2m 32s
    2. The division technique
      2m 43s
    3. Division in action
      3m 3s
    4. Addressing common challenges
      2m 17s
  5. 16m 25s
    1. The multiplication technique
      4m 24s
    2. Multiplication in action
      4m 39s
    3. Zooming in and zooming out
      4m 51s
    4. Addressing common challenges
      2m 31s
  6. 15m 45s
    1. The task-unification technique
      4m 19s
    2. Task unification in action
      4m 14s
    3. Using task unification for business issues
      4m 27s
    4. Addressing common challenges
      2m 45s
  7. 17m 49s
    1. The attribute dependency technique
      3m 32s
    2. Creating an attribute dependency matrix
      3m 37s
    3. Types of dependencies
      4m 12s
    4. Attribute dependency in action
      4m 31s
    5. Addressing common challenges
      1m 57s
  8. 27m 7s
    1. Running ideation workshops
      4m 13s
    2. Which technique to use
      3m 26s
    3. Creating new services and processes
      3m 17s
    4. Creating digital innovations
      5m 12s
    5. Involving customers
      5m 49s
    6. Evaluating ideas
      5m 10s
  9. 14m 48s
    1. Mastering innovative thinking
      3m 42s
    2. Building a pilot program
      3m 56s
    3. Addressing organizational challenges with innovation
      4m 3s
    4. Next steps
      3m 7s
  10. 52m 41s
    1. About Drew
      2m 9s
    2. What is innovation?
      51s
    3. What got Drew started in innovation?
      2m 15s
    4. On innovation as a skill
      1m 53s
    5. On innovation as part of your business
      1m 58s
    6. On resistance to innovation
      3m 31s
    7. On innovation's tainted image
      2m 34s
    8. Where do you apply innovation strategies?
      2m 31s
    9. Who should lead an innovation effort?
      3m 6s
    10. On favorite innovation experiences
      3m 51s
    11. On innovation vs. strategy
      3m 36s
    12. On working with innovation consultants
      3m 20s
    13. On trends in innovation
      3m 26s
    14. On innovation as competition
      2m 32s
    15. On innovative companies
      2m 43s
    16. On generating vs. executing ideas
      3m 2s
    17. Can you overdo innovation?
      2m 1s
    18. How do you start innovating?
      3m 44s
    19. On the most innovative products
      3m 38s

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Watch the Online Video Course Business Innovation Fundamentals
3h 10m Appropriate for all Jun 09, 2014

Viewers: in countries Watching now:

Innovation propels companies forward. It's an unlimited source of new growth and can give businesses a distinct competitive advantage. Learn how to innovate at your own business using Systematic Inventive Thinking, a method based on five techniques that allow you to innovate on demand. In this course, author and business school professor Drew Boyd shares the techniques he's taught Fortune 500 companies to innovate new services and products. Drew provides real-world examples of innovation in practice and suggests places to find your own opportunities to innovate.

In the bonus chapter, Drew shares insights from his own career and answers tough questions on resistance to innovation, innovation and leadership, and the difference between generating vs. executing innovative ideas.

This course qualifies for 3 Category A professional development units (PDUs) through lynda.com, PMI Registered Education Provider #4101.

Topics include:
  • What is innovation?
  • Understanding the myths about creativity and barriers to innovation
  • Understanding the characteristics of innovative products and services
  • Using the five techniques of Systematic Inventive Thinking
  • Creating new services and processes at work
  • Running innovation workshops
  • Involving customers in innovation
  • Mastering innovative thinking

  • The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
Subject:
Business
Author:
Drew Boyd

On working with innovation consultants

During my time at Johnson and Johnson, I worked with a lot of innovation and design consultants. And we experimented with a lot of different methods and quite honestly, we found that there is a lot of differences in the different types of consultants and their approaches. And I've learned to categorize them into four buckets. If you take all the innovation consultants out there you can put them in one of these categories.

The first one I call them the sort of the invention consultants. These are consultants who help you generate ideas. They either have a method that they help you use. They let you sort of DIY, you do it yourself. But they're also very good invention consultants that can generate the idea for you. Hey, you pay them money and they come up with the idea and give you the ideas.

Those people are very valuable right. You got to generate an idea. You have to have an invention. That's consulting group number one. But then there are consultants out there I call that are basically design consultancies. And design consultancies, in my view, are the ones that take the idea and they put life around it. They put form factors, human factors. They make aesthetically appealing. They help the new product that this new concept be embedded into the world of the customer in a successful way.

And they're great design companies out there that do this so successfully. Once you have the great idea the designers take over. Once the designers are done, then you have a third type of innovation consultancy, what I'll call the engineering group. These are the people who have to put science to the idea. Right, they have to come up with the materials. They have to come up with the approaches, the scientific and engineering approaches or software approaches that make things work. Stuff has to work right, to get it into the marketing place.

And then after that, there's still a fourth category of innovation consultants. I call it the actualization. These are the people that take the working product, the working design concept and help it become actualized and launched into the marketing into the marketplace. And again, they're very important right? The invention folks really don't do this marketing strategy piece very well and vice versa. So you have four consultants. Invention I, D for design, E for engineering and A for actualization.

Conveniently enough it spells the word idea (laughs). And so I call it the IDEA model of innovation consultants. You know works for me right? Because what I get frustrated by is consultants telling me that they do it all. That they're a one-stop shop. And my advice to companies is, no! Don't buy into that! If they are a design firm, hire them for the design work. If they are a strategy firm, hire them for the actualization work. Don't mix and match. Go to people for what they really do best and then move your selections around to what you need at that particular point in time.

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