Simple-PDH

Study. Learn. Earn. Simple.

Blog

Wagile Gates

Have you ever jumped ahead of yourself just to realize later that you missed a step?  Have you ever launched a new product to find out that consumers didn’t actually like the feature configuration?  Have you ever made a mistake and then realized it was dejá vu all over again? 

All of us make mistakes.  We learn from making errors and we learn by knowing what not to do.  In product innovation, learning from failure is an important trait for organizations to succeed over the long run.  In fact, learning is at the heart of the Wagile Philosophy (read more here).  However, making the same mistake twice – or three times or four times – is not learning.  Repeated errors demonstrate the lack of quality systems and an absence of a directing process. 

What is Wagile?

Fragile is a hybrid new product development (NPD) process.  Wagile balances the structure of a traditional, waterfall system with the iterative and customer-focused nature of an Agile development process (like Scrum).  The Wagile philosophy emphasizes moving fast while practicing discipline and understanding risks.  Wagile uses both stages of work and gates as checkpoints for product innovation. 

Wagile Gates

Gate reviews in NPD are predominant in traditional waterfall processes, like Bob Cooper’s Stage-Gate™ system.  Gate reviews serve as checkpoints to gauge completion of work-to-date and a plan for future project work.  In practice, there should be no surprises at a gate review and the cross-functional team that approves the go-forward plan should understand the scope, schedule, and budget well before the formal meeting. 

Gate reviews are important elements in any NPD process.  In Scrum, we call this review a “retrospective” (read more about Scrum here).  The purpose of a gate or retrospective is the same:  Do customers want the product as we are designing it?  Can we make a profit?  Is this new product aligned with our strategic goals and objectives? 

Entry and Exit Gates

Entry gates are a pet peeve of mine.  The entry gate is approved simply by showing that work on the previous stage is complete.  That’s a great accomplishment for the team, but what matters more for innovation is whether the go-forward plan makes sense. 

In contrast, an exit gate evaluates both the prior work and approves the product design for future work.  The multi-disciplinary management team approving the project at an exit gate must have appropriate budgetary authority for the next stage of work.  In this way, risk and strategic alignment are addressed throughout the life of the project. 

The Wagile Gate Sequence

Wagile gates are designed as exit gates, to ensure go-forward work will advance product innovation and the overall product portfolio.  The following lists the Wagile gates and the expected outcome of each decision. 

  • 1-Opportunity Gate.  The Opportunity Gate validates that the product idea and concept meet a target market need.  Enough testing has been done to demonstrate customer wants and needs for the new product.  Importantly, decision-makers approve the concept is having a potential profit and fit with the organization’s strategic growth goals.  Passing the Opportunity Gate means a project team is authorized to investigate the scope of design, development, and market impacts. 
  • 2-Business Case.  It is important to justify a project early enough to not waste resources.  While any project will have more information gathered during execution, unattractive projects should be killed early.  Reviewers of the Business Case approve that the new product fits the organization’s growth goals, is strategically aligned, and will meet profitability expectations for the level of innovation involved.  This approval funds the technology and market development efforts. 
  • 3-Technology Gate.  The Technology Gate builds on the Business Case gate.  Cost of development is balanced against anticipated sales and customer needs.  Costs are at the forefront as are feasibility studies.  The Technology Gate grants approval for developing at scale.  This gate may include approval of licensing and early order equipment items. 
  • 4-Constructability Gate.  At the Constructability Gate, the cross-functional decision-makers commit to building production facilities, supply and distribution chains, and marketing collateral.  Bob Cooper often discusses a “money gate” in his work, essentially a point of no return.  In some ways, the Constructability Gate serves as this “money gate”.  Yet the iterative nature of Wagile allows a project to undergo appropriate iterations thereby ensuring quality control and risk are managed within the tolerance level of the organization. 
  • 5-Launch.  The Launch Gate represents the go-to-market decision for a new product.  Measures of profitability will validate earlier decisions (e.g. the business case).  However, the Wagile process encourages continued adjustment of the product offering to meet customer needs.  Engaged customers help the Project Leader and Customer Representative gain market insights for the life of the product and as inputs for next generation products.  Read more about Wagile Roles here.

Using Wagile Gates

Like any project management system, Wagile uses gate reviews as checkpoints to gauge the progress of work .  Unlike traditional waterfall processes, not passing a gate is not a punitive measure for the team.  Instead, the flexibility of learning is built into Wagile and “no” decision at a gate review simply means a better opportunity is available.  Believe me, team members prefer the option of working on a new project over scolding for not meeting entry gate criteria! 

Gates provide discipline in Wagile that is often missing in Scrum or other Agile processes.  Discipline is important for both teams and senior management to increase creativity  and to increase profitability.  Wagile further builds flexibility into gate reviews by the hybrid nature of the system. 

Learn More

  • Learn more about Wagile Product Development in my Webcast with PDMA on 10 September (register here). 
  • Delve into the full Wagile process in a virtual, facilitated workshop on 10 November 2020 (register here).  Workshop participants have access to downloadable templates and tools to fast track innovation!
  • Check out where I’m speaking next (click here) and book me for your next event.
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Vote on the cover of my next book, The Innovation QUESTION Book here.
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Get your NPDP Certification!  Join our October online class (Thursdays) following the brand new, 2nd edition PDMA Body of Knowledge.  REGISTER HERE!

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

  •  
  •  
  •  
  •  
  •  
  •  

The Wagile Philosophy

Watch the short video summary and then read on for the details!

In business and innovation, we often talk about strategy.  I think of strategy like a destination when I take a trip.  I need to know where I’m going so that I can plan how to get there and what resources I will need.  Strategy indicates the vision, mission, and values. 

When I take a vacation, I enjoy hiking and being outdoors.  I also enjoy history and trying new foods.  These are a reflection of my values or philosophy in choosing a destination.  In business and innovation, our values form how we make decisions and what activities or behaviors are acceptable in achieving strategic goals. 

Recently, I encountered two small businesses with similar goals but different value systems.  The first bicycle shop I visited had a huge sign on its door – “We are not taking any repairs.  Wait here and phone us to enter the store.”  The second bicycle shop, sounding exasperated at the disruption in supply chains by the corona-panic, said “We are only taking repairs.  We’ve improved our delivery time to four days from two weeks.”  It’s easy to see the difference in philosophy and values for these two businesses.  And, I bet you can guess which store got my money!

What is Wagile?

Wagile is a hybrid innovation management system taking advantage of the rigor from a staged-and-gated system while adding in the flexibility of an Agile development process.  Most organizations end up becoming overly bureaucratic with staged-and-gated processes, hindering speed-to-market. 

On the other hand, many organizations that have tried implementing Agile have struggled, too.  Scrum (read more about Scrum here) is the most common way that firms implement Agile in a new product development (NPD) project.  Yet, Scrum was designed for software.  Companies are challenged by the definition of “done” and in getting sophisticated technical design elements completed in a two-week sprint. 

Wagile – part waterfall and part Agile – encourages iterations where necessary and increases customer interactions.  But, Wagile maintains the discipline of a waterfall (or staged-and-gated) process. 

The Wagile Philosophy

For any project management system to succeed, the values of the organization must support the steps, tasks, and expected outcomes of the process.  The Wagile philosophy supports a key innovation goal of speed-to-market. 

  • Move fast
  • Practice discipline
  • Understand risks
  • Engage customers
  • Provide autonomy
Copyright Global NP Solutions

Move fast.  The benefit of Scrum is moving fast and creating prototypes quickly.  Customers test many different versions of the potential product and designers select the attributes that best satisfy the needs of end-users.  The Wagile philosophy includes moving fast to quickly determine the most important features and to eliminate bad concepts early.  The end result?  Cost and time savings during development. 

Practice discipline.  While waterfall (staged-and-gated) processes can become overly bureaucratic, Agile projects are often viewed by senior executives as chaotic with ill-defined scope and goals.  Wagile enforces discipline by placing critical success metrics on each project.  An innovation project does not pass a gate review without a clear go-forward plan.  We know that creativity is expanded when the problem is bounded by clear expectations and aspirations so discipline is necessary to win with new products. 

Understand risks.  Uncertainty is always present in an innovation project.  Waterfall processes attempt to manage risk with detailed upfront planning.  Yet, plans usually are erroneous in one way or another.  You might plan two separate electrical feeds for a fire water system but forget that a utility outage will disable the whole plant.  Risks are managed, but not eliminated, with planning.

On the other hand, Agile gives a “hand wave” response to risk.  These systems assume you’ll know it when you see it.  So, the Wagile philosophy endorses risk management and creates a trigger/ response list to manage risk.  However, the Wagile philosophy also recognizes “positive uncertainties” to expand and capitalize on surprise results. 

Engage customers.  While Scrum includes a specific role for the Product Owner (read more here), end-users are still frequently neglected from the process.  Wagile forces customer interactions via specific measures at each gate review (e.g. competitive analysis at the Idea Gate and market testing at the Constructability Gate).  Moreover, the role of the Customer Representative (see more about the Wagile Roles and Responsibilities here) is wholly responsible to ensure end-user feedback is both accurate and timely.  Design Thinking tools are crucial in gathering information throughout the NPD project.  (Join me on 11 November 2020 for a complimentary life design workshop – register here.) 

Provide autonomy.  Many of my readers know I am a chemical engineer.  I suffer from some of the common “nerd” traits of engineers – we need quiet time to deeply study a problem and we need to justify a solution based on data and facts. 

The Wagile philosophy supports engineers and product development teams by providing autonomy.  Senior executives typically are far removed from customers and daily operations on the factory floor.  Let the people with the expertise make the decisions. 

Of course, when a decision crosses a threshold of high investment or unusually high risk, the team should consult upper management.  But under normal circumstances, a flat organizational structure with responsible decision-making guardrails in place allows an innovation team to function most efficiently and productively. 

Apply the Wagile Philosophy

While you may be using a traditional staged-and-gated process for innovation or you’ve been trying to implement Scrum, you can make some giant steps to effectiveness by adopting the Wagile philosophy.  Focus on moving fast within a discipline of critical success metrics.  Understand the project risks and uncertainties but test those limitations with customers.  Feedback from end-users should guide a product development effort.  Finally, let the experts do their work and give your teams autonomy to make decisions within their control. 

Learn More

Learn more about Wagile Product Development in my Webcast with PDMA on 10 September (register here). 

  • Get the full Wagile Product Development course in a virtual, facilitated workshop on 10 November 2020 (register here).  Includes templates, tools, and implementation tips.
  • Check out where I’m speaking next (click here) and book me for your next event.
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Get your NPDP Certification!  Join our October online class (Thursdays) following the brand new, 2nd edition PDMA Body of Knowledge.  REGISTER HERE!

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

Roles in Wagile Product Development

When I was in graduate school, I spent the better part of one day organizing our tool chest.  In one drawer, I put all of our metric wrenches and sockets and then laid them out by size .  Not only did it look tidy, but it was much more convenient to grab the right tool when you needed it.  Everything had an assigned storage place and organizing the parts and pieces according to the job increased our efficiency in the lab. 

People are what makes systems work.  We assign roles and responsibilities within organizations to ensure that activities and tasks are completed.  Similar to a tool chest, assigning job roles to different people ensures they are trained appropriately to conduct tasks as expected.  The system itself often is less important than how the people assigned to various roles and responsibilities carry out their tasks within that process. 

Wagile Product Development Reviewed

In the Wagile system of product development (read more here), certain roles and responsibilities are assigned to ensure an efficient product innovation effort accomplishes timely goals.  As a quick recap, Wagile is a hybrid approach to traditional waterfall project management and the Agile philosophy commonly applied to software development.  The advantage of Wagile over other new product development (NPD) systems is that it enhances the frequency of customer feedback during design and development.  Another advantage of Wagile is that it applies iterative development within predetermined boundaries (e.g. budget and schedule).  Finally, the biggest advantage of Wagile is enhanced communication and team collaboration.  Read more about Wagile here. 

Roles in Wagile

In every project management and product innovation system, it is critical to include customer perspectives, internal stakeholder viewpoints, and contributions of vendors and suppliers.  The key roles of internal stakeholders in a Wagile process include the Project Leader, the Customer Representative, the Team Leader, and the Cross-Functional Team. 

Project Leader

Because Wagile adopts the Agile philosophy, the process succeeds at improving time-to-market of new products by reducing hierarchy and bureaucracy.  The role of Project Leader is much like a Scrum Master.  The Project Leader serves the team to reduce barriers to efficiency and productivity.  In addition, s/he interacts with senior executives, external stakeholders, and the Customer Representative to ensure the product development effort is on target.  Some Project Leaders act in a dual role as a brand manager or product manager, tracking the overall life cycle value of the new product. 

Customer Representative

No product development project can be successful without customer input.  The role of Customer Representative in Wagile is to build trust with customers, to collect end-user data, and to organize market research activities for the target customer segment.  In Scrum, the voice of customer is delegated to the Product Owner role.  (Read more about typical Scrum roles here.)  Yet, in practice, the product owner often bypasses true customer insights and reflects internal priorities for project execution instead.  A critical performance metric for the customer representative in Wagile is the number of external customer, consumer, and end-user interactions. 

Team Leader

The Team Leader and the Project Leader are like an old, married couple.  They work together to accomplish the project goals and complement one another.  While the Project Leader often focuses on longer term strategic objectives, the Team Leader focuses on operational and tactical goals.  The Team Leader is charismatic and builds collaborative skills for the team.  S/he also manages the new product development scope, schedule, and budget but has autonomy for decisions for project outcomes. 

Cross-Functional Team

Not all project teams are created equal.  The Wagile Cross-Functional Team brings together the “generalist–specialist” mentality of Scrum team members while also capitalizing on the depth of skills needed in a traditional project team.  While teams are generally small in Wagile as in scrum, scalability is less of an issue. 

Small teams allow for quicker and better decisions, so Wagile uses intimate Cross-Functional Teams to complete the tasks of the new product development project.  However, as product innovation advances to later phases and requires greater talent investment, sub-teams form to accomplish specific goals and objectives.  Communication among Cross-Functional Teams (and sub-teams) is vital to the success of any project, regardless of the project management system. 

Roles for Wagile Product Development

Like any system, Wagile product development relies on the people to do the work of the project and to progress toward goals.  Understanding the roles and responsibilities of key players within the system allows each person to access necessary training, streamline workflows, and improve communication.  Critical roles in Wagile include the Project Leader, the Customer Representative, the Team Leader, and the Cross-Functional Team. 

Learn More

Learn more about Wagile Product Development in my Webcast with PDMA on 10 September (register here).  Contact me at info@globalnpsolutions.com for a complimentary 30-minute innovation coaching session. 

  • Check out where I’m speaking next (click here) and book me for your next event.
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Get your NPDP Certification!  Join our October online class (Thursdays) following the brand new, 2nd edition PDMA Body of Knowledge.  REGISTER HERE!

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

What is Innovation Management?

Since the world turned upside-down in March, we have all encountered a tremendous amount of change.  In my viewpoint, a lot of the changes in society have been negative and I suspect the politicians in charge are finding it difficult to extricate themselves from the mess they made.  One change we have seen from the corona-panic is, of course, limited contact with other people. 

Limited contact and limits on group gatherings has had a weird impact on my casual acquaintances.  I used to go swimming at an indoor pool and would arrive, jump in, swim laps, shower, and head home.  Once in a great while, I would exchange a few words about the weather or temperature of the water with another lady in the locker room. 

Now, I am swimming in an outdoor pool.  We all must make paid reservations in advance and can swim for only 45 minutes.  What is unusual, though, is that all of us chat with each other.  We are gathered together, outside the building, following all the random spacing and inane mask rules, waiting for the allotted time.  Most of us prefer swimming longer than 45 minutes, so we all get kicked out at the same time.  Again, we chat as we head home across the parking lot.  Overzealous government regulations have led to me getting know people I would not have otherwise met.

On Monday, for example, David asked why I was even at the pool.  He knows my schedule is to swim on Tuesdays and Thursdays.  I explained I had a meeting on Tuesday, and then the resident swim coach asked what I do.  “I’m an innovation management consultant and coach,” I replied.  He looked at me questioningly.  “Innovation is making something new?”

Innovation is Making Something New

The word innovation has been overused a lot (see an earlier post on Authentic Innovation here).  In short, innovation does mean making something new.  It might be a new product or service.  It might be a new technology or introducing an existing product into a new market.  We might create a new business model, or we might find new ways to manufacture a product. 

So, innovation management means planning and implementing those things that are new.  My goal is to help others – individuals and companies – find effective and efficient ways to make new things.  The ultimate goal is to improve speed-to-market and increase profits. 

Innovation Change for Customers

We know we are “winning” at innovation when we make money and our customers are satisfied.  Change can be easy, or change can be difficult.  Sometimes change creates new opportunities – like my newfound friends at the swimming pool. 

What change is your business facing right now?  We all know that the corona-panic has disrupted supply chains and availability of retail goods.  But I want you to be specific.  Describe exactly what change your business faces today, in one month, and for year-end. 

If your changes relate to sales, you may simply have to wait it out.  But if the changes you face are structural and institutional you need to find an innovative solution.  This means polling your customers to understand their real needs and problems. 

Talk to Me

As an innovation management consultant, I want to know what changes you are facing.  Please post in the comments or email me at info@globalnpsolutions.com to describe your greatest innovation challenge emerging from the corona-triggered economic downturn.  Everyone who responds is entered into a random drawing for a free NPDP certification exam question set (a $125 value).  We will draw on 21 August 2020 and announce the winner on 25 August. 

See you at the pool!

Learn More

  • Check out where I’m speaking next (click here).
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Do you know your strategy?  Is it time to narrow your focus or expand to serve more customers?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

What Does Leadership Look Like?

Years ago, I recall sitting in a conference room with a senior engineer.   He spent a great deal of time sharing with me and other junior staff that we could – and should – be leaders.  He went on to tell us that we did not have to be managers to be leaders.  The very next month, I was promoted to my first supervisory role. 

To be completely honest, I was devastated at being promoted.  I am not an emotional person (think Spock), but I went home and cried.  What did the company think of me if they were making me a supervisor?  Wasn’t I smart enough?  Why had I spent all those years working hard to achieve high ratings at the company?  Was my graduate research in chemical engineering meaningless?

Later, I came to realize that instead of thinking I was dumb, the company valued my ability to work with diverse groups of people.  They appreciated my aptitude to quickly understand data and make a logical decision.  I also learned that in a managerial role, I was naturally exposed to more technologies and opportunities to learn.  I have an insatiable appetite for education and learning, so being a manager was ultimately a good fit! 

Leadership Characteristics

While I was initially upset at my promotion, I have since (many times over) tried to evaluate what traits I demonstrated so that my boss trusted me with leading others.  I have also looked at all my bosses over time and other managers and leaders in lots of organizations since then.  There are several characteristics that help someone become a successful leader. 

Be A Good Listener

I know my husband would say I talk too much, but being a good listener is an important trait for leaders.  For those of us with technical backgrounds, we often jump to a conclusion early in the conversation and want to shout out the answer.  We also crave recognition for our clever and smart approaches to problem-solving.  Thus, we are excited to offer solutions.

Yet, great leaders don’t make judgments or put forth their own ideas first.  Great leaders listen to their team members.  We ask subject matter experts (SMEs) to present their technical arguments and opinions, including risk assessments before making a decision.  The higher up the ranks you go as a manager, the further away from the facts and data you get.  It’s important to trust (but verify) information from your staff. 

Demonstrate Compassion

For a lot of people, compassion comes easy.  As a kid, I would have called them “bleeding hearts”.  Just give me the data and let’s get moving!  But as a young supervisor, I learned that compassion is one of the differences between being a manager and a leader. 

While I still prefer clear, logical data and a simple plan of action, I now also recognize that other people do not live in a Vulcan world.  Some people make decisions based solely on emotion (eek!).  Some people will only process data when they understand how a decision will impact other people. 

One tool that has helped me comprehend the differences among leadership and teamwork styles is the DiSC® Assessment.  DiSC shows that people have different core working styles leading to various speed of decision-making and varying levels of “compassion”.  Please contact me at info@Simple-PDH.com for additional information on DiSC and a free one-hour work style coaching session. 

Weather the Storm

Finally, leaders must be prepared to weather the storm.  The big puzzle is that we cannot predict when, where, or what storm will hit.  This means leaders, especially innovation leaders, must be flexible, adaptable, and patient.  Understanding the risks and benefits of our decisions allows us to move forward regardless of the circumstances. 

Leaders will face setbacks and failures.  In innovation and new product development (NPD), technologies will fail and potential customers won’t like the final design.  The difference between a leader and manager is how we deal with the failure – e.g. how we weather the storm. 

43693592 – dollar boat in the bad weather

Innovation leaders recognize the opportunity to learn while a manager will entrench to a risk-averse position.  An effective innovation leader will evaluate the data and decide whether to redesign the new product feature or to abandon the project.  A manager will selfishly worry about his bonus and reputation if there is another product failure.  A leader rallies the team after a setback, but a manager punishes his staff for the failure

What Does Leadership Mean?

What does leadership mean to you?  Do you think there is a difference between management and leadership?  How do you view characteristics of listening, compassion, and failure?

Each day, week, and year, I hope I add wisdom with passing time.  Today, instead of crying and feeling disappointed at a promotion, I would ask what could I learn and what outcomes did my boss expect?  Leadership is a learning experience. 

Read more about innovation leadership in The Innovation ANSWER Book and in the recently released PDMA Body of Knowledge (2nd ed.) where I had the privilege to lead an innovative and diverse team.

Learn More

  • Check out where I’m speaking next (click here).
  • Get your copy of The Innovation ANSWER Book available at Amazon (now available on Kindle).
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Do you know your strategy?  Is it time to narrow your focus or expand to serve more customers?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and speaking at great professional events.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

What is Emotional Design?

Watch the ultra-short video and then read on for full details.

I am a DiSC-certified facilitator.  There are four primary work styles:  “D” for dominance, “i” for influence, “S” for steadiness, and “C” for conscientiousness.  My own work style is CD, meaning I prefer to focus on data to make a decision and I will generally take action quickly once I have the data analysis in hand. 

People with “i” and “S” work styles tend to focus more on the needs of other people and will make decisions based on emotion even with little or no data.  And while people with strong “C” and “D” work styles might puzzle over such behaviors, as product innovation professionals, we all know that customers make decisions based on emotion (to some degree or another). 

That’s why the theory and practice of Emotional Design is important. 

Emotional Design

Emotional design is part of specifying product requirements within the product design process.  You can learn more about the overall product design process in another post (click here).  Designers use the emotions that customers associate with product usage to identify and prioritize product features.  When customers express positive emotions about a product, they tend to demonstrate more trust and loyalty to a specific product or brand.  This often results in increased revenue. 

Three Types of Emotional Design Information

Emotional design is based on the level of emotion and how individuals process information.  We call thee levels:  visceral, behavioral, and reflective.  Let’s take a quick look at what these mean to product innovation. 

Visceral Emotional Design

According to Dictionary.com, visceral means “characterized by … instinct rather than intellect”.  This is our “animal brain” taking charge.  We process certain emotions using a low level of basic motor skills and senses.  So, visceral design is associated with physical senses, like the aesthetics or color of a product. 

Consider, for example, a red sports car.  It appeals to our basic senses and emotions because the styling is generally pleasing and implies speed (something that humans have craved throughout all time).  Red as a color, in most societies, is associated with power.  Therefore, on a visceral level, a red sports car represents a strong emotional design. 

Behavioral Emotional Design

At a mid-level of emotional design are customers’ responses to an innovation according to memory and learning.  Thus, the behavioral level of emotional design emphasizes the functionality and usability of a product. 

Let’s use the red sports car as an example again.  Many sports cars use a manual transmission to increase performance and to give the driver more control.  However, very few Americans know how to drive a manual transmission.  In order to be satisfied with the design, they would need to learn a new behavior.  Yet, a car enthusiast already knows the skill of driving a stick shift and finds the design even more appealing. 

Reflective Emotional Design

Finally, the highest level of emotional design is related to self-identity.  The reflective level deals with feelings and emotions that determine understanding, reasoning, and interpretation.  A wealthy bachelor feels that the red sports car reflects his personality.  It is an extension of his “self” by showing power, strength, and speed.  On the other hand, a mom with five kids would view the sports car as frivolous and not serving her important tasks of driving to school and soccer practice. 

copyright Global NP Solutions, LLC

Why is Emotional Design Important?

As indicated, customers rarely buy a product based on data sheets and specifications alone.  Emotion – whether explicit or subconscious – plays a role in all of our purchases.  I’m not a fan of the color brown, personally, and I prefer bright colors for clothes and home decorations.  My visceral emotions drive me away from earth tones.  These are deep internal perceptions that have no explanation but are in parts of my subconscious brain (or soul).

Yet, I love learning new things.  For my hobbies, I will test and buy products that I think will make my life easier or tasks quicker to finish.  I am seeking functionalities for to improve behaviors.  I want to use products and services that are easy. 

What complicates product innovation at the behavioral and reflective levels is differentiating between a desire to learn and the status quo.  Oftentimes, new products that add simplicity or convenience for a customer require a level of learning or new behaviors that require too much change.  Customers will only accept a new level of features when the learning curve is a low hurdle. 

Lastly, products that make us feel good are those that can command a price premium.  (More information on pricing strategies is found here.)  Experiences and luxury items appeal to our personal sense of self and identity.  Reflective emotional design builds emotions and personality into product development.  While basic aesthetics and form can be tested for broad market acceptance, reflective design often focuses on narrower target customer segments who share similar values.  You may want to consider a segmentation strategy when your product innovation depends on reflective emotional design. 

Learn More

  • Check out where I’m speaking next (click here). You can book me for speaking by contacting me directly or through Innovation Women.
  • Get your copy of The Innovation ANSWER Book.  Available at Amazon in paperback and Kindle version.
  • Reference the new PDMA Body of Knowledge, available at Amazon.
  • Do you know your strategy?  Is it time to narrow your focus or expand to serve more customers?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

Tools for Product Innovation

I love my hobbies.  Hobbies give us an escape from the stress of daily life and restore our inner peace.  They also allow us an opportunity to explore new ideas and to be creative.  My longtime followers, friends, and colleagues know that my favorite hobby is scrapbooking. 

One of my great pleasures that enriches my hobby is attending craft shows.  I am desperately hoping our newly tyrannical governments will once again allow such crowded, busy, and fun events!  At craft shows, I watch vendors demonstrate new tools and techniques.  I rub shoulders with other creative people sharing my hobby.  This encourages me to try new things and it expands my own creativity.  (Yes, there’s a reason I have glitter on my shoes!)

As product innovation professionals, we also need to expand our creativity and learn new things.  Perhaps more important, we must maintain our ability to generate new ideas and to examine our product portfolios with new perspectives.  And, just like the coolest news stamping platform or die cut machine for scrapbooking, we need to try new tools for creating, designing, and developing new products. 

Ideation Tools

The earliest stage of the product design and development process is ideation – kind of a fancy word for idea generation.  (Read more about the stages in the Product Design Process here.)  Formally, ideation is defined as a “creative process to generate and communicate ideas and concepts within the new product development (NPD) ecosystem”.  Let’s look at a few common ideation tools. 

SCAMPER

SCAMPER (read more here) is an acronym that uses verbs to stimulate new viewpoints toward a product solution.  You can apply the SCAMPER technique to an existing product, a new product, or a general customer problem.  The acronym is:

  • S = Substitute
  • C = Combine
  • A = Adapt
  • M = Modify
  • P = Put to Another Use
  • E = Eliminate
  • R = Reverse

Check out my Skillshare class here for more information and an example of apply SCAMPER.

Brainstorming and Brainwriting

Brainstorming is a traditional method of idea generation, often used in groups.  A problem statement is presented, and the group is encouraged to speak freely about potential solutions.  People are encouraged, but not required, to build from existing ideas and to even come up with ideas that defy science and logic (can anyone say lockdown or facemask?).

On the other hand, brainwriting (read more about this tool in Chapter 2 of The Innovation ANSWER Book) is a quieter activity, still utilizing free association and even wild ideas.  In brainwriting, each individual writes an idea on a sheet of paper and passes the paper to another member of the group.  Each person subsequently builds on the ideas they receive.  The activity is timed to further drive creativity.  After a few rounds, each idea originator shares the “best” idea. 

Mind Mapping

Mind mapping is also a free association method of generating ideas but is often used individually rather than in groups.  (Read more here.)  It is a graphical technique in which a core problem is presented and ideas or concepts are documented as words, phrases, or figures.  Clustering and grouping of ideas are conducted in the second stage.  Usually, each word or concept leads to additional “layers” of words and concepts so that the end result is reminiscent of a spiderweb. 

Customer-Focus

Several ideations techniques directly involve the customer.  This is highly beneficial for new product development since we intensify our focus on customer needs, thoughts, and perspectives without the bias of technology or pre-determined solutions. 

The ethnographic approaches to ideation are based on observing customers in their own environments where they face problems and use product solutions.  Complex challenges are better evaluated when an innovation team examines behaviors, beliefs, attitudes, and preferences at once. 

Another customer-focused ideation method is A Day in the Life.  This is essentially “shadowing” the customer to uncover routines, behaviors, and circumstances they face when using different products and services.  It also captures emotional aspects of product usage for further ideation and analysis. 

Another way to capture emotional inputs is through empathy analysis.  This is a way in which innovation teams connect with and understand customers deeply and share a direct emotional connection with them.  Empathy means understanding the customers problems from their point of view. 

From these customer-focused methods, the innovation design team may develop one or more personas.  A persona is a fictional character based on composite, objective, and direct observations of groups of users.  These personas become “typical” consumers for whom the innovation design team describes in terms of demographics, behaviors, attitudes, styles, and preferences.  Products and services are designed, therefore, to meet satisfy the needs of a specific persona.  This improves long-term product design and launch success. 

Ideation Tools for Design

Designing and developing new products and services is never easy but is always fun!  We use a variety of tools, techniques, and methodologies in the early stages of the product design process to expand creativity and to generate, develop, and communicate new ideas.  We use ideation for all activities and processes that broaden a set of solution alternatives for a consumer problem.  Ideation tools are also applied in risk management, troubleshooting for operations and in any situation where creativity is important in finding an ultimate solution. 

Just like we attend classes, conferences, and exhibits to expand creativity for our hobbies, we also must use similar opportunities to expand creativity for product development.  Ideation tools can be used individually or in combination to generate new alternatives for designing and developing products and services that solve customer challenges.  Many ideation tools use the power of a group to build on ideas and concepts but many of the tools are used independently to help an individual focus on troubleshooting solutions (e.g. SCAMPER, mind mapping, and empathy analysis). 

Learn More

Of course you must start with the vision – or strategy – before you jump into ideation.  I used to have hobbies of quilting, knitting, cross-stitching, and scrapbooking.  I had too many ideas and too little time.  Over the years, I have narrowed my focus and increased my talent in scrapbooking and card-making.  That’s a result of a strategic analysis.  With a strategy in place, new ideas are more cost-effective and lead to greater payoff. 

Do you know your strategy?  Is it time to refocus or narrow your focus?  Join me for the two-part Reset Your Strategy workshop on 18 and 20 August.  Register here – special discounts for the unemployed.

Reset Your Strategy

Reset Your Strategy is a four-hour workshop that will help you independently answer this question.  We will provide the theory, frameworks, and tools so that you will leave the workshop with a specific, actionable strategy to take you out of 2020.  Register here.  We have special discounts for anyone who is unemployed right now.  And, with all the depressing news on television and the radio, I promise to leave you laughing with our top-secret and mega-fun contest during the workshop (attendees only).

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

The Danger of Habits

Dictionary.com defines a habit as “an acquired behavior pattern regularly followed until it has become almost voluntary”.  Every night, before I go to bed, I brush and floss my teeth.  It is a habit.  I don’t have to make a decision whether or not to clean my teeth – it is an automatic behavior.  Even when I travel, I follow the same habit in a hotel or camping. 

I like to consider brushing my teeth every night as a “good” habit.  Unfortunately, habits might also reinforce “bad” behaviors.

Destructive Habits

Following a routine makes life easier because we do not have to think too much about various choices.  Since we can reliably predict the outcome of the repeated behavior, we reduce unplanned or negative risks.  Yet, living a life devoid of unexpected outcomes and minimizing the potential of all downside risk means we miss out on unanticipated pleasant events, too. 

My undergraduate Chemical Engineering (ChE) degree was in a relatively small class, actually a really small class.   There were eight (8) of us at the University of Idaho (Go Vandals!).   Almost all of our junior and senior level ChE courses were taught in the same, single classroom.  Without fail, at the start of a new semester or new school year, each of us chose a seat and then sat in the same place for every class.  We had created a habit.

While this routine was good – if I missed something the professor said, my friend Carmen had captured it in her notes – we may have missed out on other activities because of habit.   Not interacting with the other six students as closely as we did with each other left us without opportunities to teach others, to view course information from a different perspective, or to have our own mistakes corrected. 

Every habit has some degree of “good” and some degree of “bad” incorporated.  Successful innovators and leaders will seek to have the balance of “good” habits outweigh the “bad” habits.

Destructive habits are routine behaviors that are automatic but cause harm to us or to others.  At this point in history, I am particularly worried about the bad habits being forced on us by extreme government regulation.  Not being able to get a haircut during the government shutdown may force us to “creatively” learn a new style, but not being able to interact with our colleagues and religious communities is very, very dangerous over the long term. 

The habit of “social distancing” will build habits yielding unintended consequences for several generations.  We are already seeing negative impacts in which elderly people living in nursing homes are suffering from excess disease and reduced healing rates with forced “no contact” with family members and friends.  Loneliness was already a recognized health risk for the elderly, and government edicts are making this contagion even worse.  My heart breaks for old people dying without last rites and without someone they love holding their hand.

Loss of Creativity

I have spent the majority of my career working in R&D and helping others become more effective within their innovation ecosystem.  I have even written about the benefits of working in virtual teams (Chapter 6 in Leveraging Innovation Constraints) and I offer a training course for global teams on the Virtual Team Model.  

Using globally dispersed teams enhances innovation by providing local market information to the team.  However, without VTM, study after study shows that virtual teams underperform those that work face-to-face.  In stark contrast, the forced division in our professional and personal lives is a destructive habit that threatens our freedom.  A free and independent capitalist economy relies on personal and face-to-face interactions (not masked!).  All of us need personal touches to survive – a smile, a handshake, a hug. 

Moreover, at this time when there appears to be little or no real scientific data supporting societal breakdown, we are losing creativity.  If the government does not permit you to “look over someone’s shoulder,” how can you collaborate and build something new together?  How do we solve problems that require shared skills to build a tangible product?

Fight Your Bad Habits

While I am dedicated to brushing my teeth every night before going to bed, I struggle with the health recommendation to not eat snacks an hour before bedtime.  I have set up systems and memory triggers to fight this bad habit.  This is something I can change on my own time and on my own terms.

The bad habits that society is learning today, cause me to be truly and sincerely frightened.  My husband thought that a picture of chrysanthemums in our church bulletin was a “coronavirus” depiction.  A very bad habit!  I fear that American society will emerge permanently damaged and broken from the government lockdowns. 

People, especially youth, are being taught that distance is a social behavior.  I can’t think of two words that are more opposite!  As a society, we have lost civil rights and social freedoms after every national crisis, such as taking our shoes off as a symbol of airline security.  Today’s bad habits to forcibly eliminate interacting with other people will result in a loss of creativity and innovation.  America’s role as an inventor and economic superpower will be diminished (or decimated) if we do not fight the bad habits imposed upon us. 

What Can You Do?

Honestly, I’m not sure what to do since long-term predictions for economic stability are unavailable and those that are spread in the media are unbelievable.  Many of our cities are further crumbling under mob rule.   It’s difficult to predict what to do next.   I, personally, am changing my focus from where my business has been for 10 years.  I love to travel and interact with committed teams.  It is challenging to replace this interaction with computer screens and video conferences. 

On a societal level, we must have an urgent call to government leaders to open the economy sooner rather than later.  Our way of life, and America’s position as the superpower and financial backing of reserve currency, will die if governments continue to prevent natural human communication and collaboration. 

Reset Your Strategy

While I often feel depressed and beleaguered by the mass media news, I am actively trying to build new habits for myself and my business.  Like all innovation work, the place to start is strategy.  Where do you want to go?  What opportunities are available that give you enjoyment in your work and professional life?  What do your customers want?  How can you rally your team to support good habits?

Reset Your Strategy is a four-hour workshop that will help you independently answer this question.  We will provide the theory, frameworks, and tools so that you will leave the workshop with a specific, actionable strategy to take you out of 2020.  Register here.  We have special discounts for anyone who is unemployed right now.  And, with all the depressing news on television and the radio, I promise to leave you laughing with our top-secret and mega-fun contest during the workshop (attendees only).

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

Product Design Process

New products do not magically appear overnight.  Despite our collective image of a lone scientist working over a smoldering beaker of neon-colored fluid, most innovations are born of a rigorous process.  In fact, studies show that firms with flexible product design processes generate repeatable new product success more than their competitors who approach innovation in an ad-hoc manner. 

Watch the short overview video and then read the full blog for details.

Often called the new product development (NPD) process or product innovation process, a product design process takes the innovation team on a journey.  We must first identify what strategic needs our customers have, what problems trouble them, and how we can help them solve those problems efficiently.  The product design process delivers both steps to advance innovation as well as a set of tools to understand and quantify customer needs. 

Steps in The Product Design Process

Most product development processes focus on the deliverables.  In Stage X, you must have a fully fleshed-out business case.  At Phase Y, you need to have built a functional prototype.  What’s different about the product design process is that it focuses on actions that lead new product innovation from rigorous ideas to commercial products. 

Step 1 – Ideation

Ideation is a creative process to generate, develop, and communicate new ideas.  It involves searching for customer problems and defining the problem space.  The two categories of tools deployed in ideation are divergent thinking and convergent thinking. 

Divergent thinking tools seek to expand the question and derive alternate concepts.  Sometimes we misinterpret a customer’s problem through our own biases (please see the blog on Optimism Bias).  Other times, we jump to solutions without considering the whole scope of the problem.  This can make products overly complex while they do not satisfy customers most basic needs.  Consider the long list of micro-print included with prescription drugs.  The warnings might be justified, but an 80-year old patient with macular degeneration cannot possibly determine appropriate dosage. 

In convergent thinking, we take the creative ideas and solutions generated by cross-functional teams and collate them.  The purpose of this step in the design process is to find common themes or concepts that will address large market segments so that we can move forward in the product design process.  It is impossible – and fraught with risk and expense – to pursue all ideas. 

Step 2 – Concept Design

Concept design introduces clarity and alignment for the product.  It provides a way to explain what the product will do, how it will function, and how it will solve the customer’s problem.  Often the concept design is a simple narrative description or sketch.  This yields high-level feedback from customers to validate that the problem definition is correct.  When organizations skip this step, they end up designing and selling products that only almost solve a customer’s problem.  Unfortunately, this leaves a big gap for competition to fill with a better product that satisfies customer needs with better quality. 

Step 3 – Embodiment

As a product moves from concept design into more detailed design, a product innovation team accounts for technical and economic feasibility.  Customers will exchange hard earned money for products that offer convenience, simplification, or luxury experiences.  The embodiment of the product must balance the features and attributes of the design against cost of manufacturing and, ultimately, the selling price. 

Conjoint analysis is a common tool used at this stage of the product design process.  This tool allows customers to rank and prioritize a select set of features against prices.  The outcome of a conjoint analysis provides the product innovation team with a list of the most important features that must be included in a final product.  Results of the study are important since it links desired features and quality levels with willingness to pay. 

Step 4 – Draft Product Specifications

At this point in the design process, the “what” and “why” of the product are well defined.  The next step is to determine “how”.  The initial product specifications lay out physical dimensions and manufacturability.  A key tool in this phase is D4X, or Design for X, where X may represent assembly, maintenance, or usability. 

The expected outcome of the draft product design specification stage is to quantify and clarify the product design.  Communication of the purpose of the product, quality levels of individual features, and the cost/benefit of the product are also important outcomes.  Since the next stage is determining final product development and manufacturing methods, the draft product design specifications should be complete and reflect all key characteristics that the product must deliver. 

Step 5 – Detailed Design

copyright Global NP Solutions, LLC

A primary tool in the detailed design process is QFD (Quality Function Deployment).  This methodology converts the draft design specifications into specific manufacturing and engineering criteria.  In other words, QFD translates the customer needs into measurable requirements.  QFD is a sophisticated tool with matching, prioritization, and scaling of customer needs, competitive responses, and design attributes, combined with cost to create engineering metrics for new product manufacturing.  QFD originated in the automotive industry and uses a graphic called the House of Quality.  (Read more in the blog post Innovation Tools:  What is QFD?)

Step 6 – Final Production

Sometimes called “Fabrication and Assembly”, the last step in the design process for new product development is manufacturing and producing the product.  This includes prototype testing, market testing, and systems integration.  Prototype testing ensures that the product works as it was designed to work and meets customer needs.  Companies should test a variety of prototypes from those with just a few relevant features (e.g. the minimally viable product, MVP) to a high-fidelity working prototype.  It is less expensive to modify the manufacturing and distribution process is before finalizing specifications and production moves to large scale.  

The Product Design Process

The product design process does not replace a traditional or emergent project management process (like Stage-Gate® or Scrum).  Instead, product design lies parallel to the project management decisions.  Product design forces enhanced communication and interaction with customers resulting in better overall product designs and reception in the marketplace.  While we have only briefly touched on some of the important product design tools here, you can read about them in depth in the comprehensive text, Product Design and Innovation by Carlos Rodriguez.  He includes a lot of very thorough examples to lead you through the entire product design process. 

How Do You Use Product Design?

Every industry, company, and product is different.  You may know your market well, so that a new product simply needs limited design and testing.  Or you may be developing brand new technology and need to conduct extensive testing with potential and existing customers to ensure strategic alignment.  In this case, you will want to explore more of the product design phases and tools with more depth. 

The most important part of any product innovation processes to ensure strategic business alignment.  Developing product strategy precedes the product design process.  Start with our Reset Your Strategy workshop in August 2020.  Pre-register here.  Contact me at info@globalnpsolutions.com for more information. 

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.

Have You Missed the Digital Transformation?

I never cease to be amazed at the number of buzzwords that enter our vocabulary.  Good ideas become nauseating when entrenched in bad phrases.  Of course, the idea of keeping sick people away from old people or those with weakened immune systems is good, yet the phrase “social distancing” is oxymoronic and getting very, very old very, very quickly. 

Digital transformation is another phrase that shot off like a firework but really doesn’t have a lot of teeth in its meaning.  The idea of digital transformation is that all businesses should read recognize technology is a constant and growing component of products and services.  Yet a whole lexicon of “digital” words has sprung up to describe a simple evolution in product innovation. 

Digital Innovation

One new phrase is “digital innovation.”  It means applying digital technology to increase operational efficiency, drive customer engagement, or to develop innovation products and services.  Frankly, this is a very broad definition and can hearken back to the good – but simple – idea that computers can do basic calculations faster than humans.  We have been using digital technology throughout my entire life to improve operations.  For example, petrochemical plants are controlled via a DCS (digital control systems) that monitors temperature, pressure, flow rates, and valve positions.  This is not a “new” concept.

What is somewhat different in the past few decades is evolution of a “digital strategy”.  Instead of tacking on an application or programming for a product after it is designed and developed, innovative companies today recognize the importance of integrating technology throughout the development stages. 

Digital Integration

Technology generally allows us to move product innovation at a faster pace.  Using social media and 3D printing to generate prototypes, new product development (NPD) practitioners garner rapid customer feedback.  We conduct many more inexpensive trials before freezing the design. 

Further, when software is fully integrated into a product’s functionality, features can be changed and adapted on an ongoing basis.  We can customize many of the features and functions of products and services for each individual user.  Digital transformation thereby enhances the relationship between the customer and the producer. 

Advance Your Digital Transformation

Did you miss the digital transformation?  Don’t feel bad if you missed the ascension and collapse of a buzzword.  It’s likely your company did not miss opportunities to integrate technology into product design or customer experience.  Using technology to analyze large data sets and to cull insights from qualitative measures is commonplace. 

If your organization is not integrating applications, software, and IT into product and service development, you do need a digital strategy.  The digital strategy also identifies how competitors are using technology to gain market share.  If you are falling short, you may need to consider simple steps such as how to reshape your organization using apps or text messages to gain customer feedback. 

Don’t Miss Another Opportunity

Language, phrases, and buzzwords don’t tell the whole story.  You need to look at your basic processes and systems.  Product innovation starts with proven best practices, customized to ensure competitive advantage.  If you are trying to integrate digital strategy or trying to figure out what to do emerging from the corona-panic, you must join our online Reset Your Strategy workshop.  Click here to pre-register (special rates for unemployed).  Contact me at info@globalnpsolutions.com or area code (281) phone 787-3979 for more information.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, teaching, and coaching.  I tackle life with an infusion of rigor, zeal, and faith.   It brings me joy to help you build innovation leaders.  Teresa Jurgens-Kowal is an experienced innovation professional with a passion for lifelong learning with a PhD in Chemical Engineering and an MBA in Computer and Information Decision Making.  My credentials include PE (State of Louisiana), NPDP, PMP®, and CPEM, and I am a DiSC® certified facilitator.  Contact me at info@simple-pdh.com or area code 281 + phone 787-3979 for more information on coaching for entrepreneurs and innovators.