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PMP-Leadership

Listening for Customer Needs

I’ve always been interested in how people differentiate “hearing” and “listening”.  I remember one of my Japanese colleagues warning me to get a commitment to action from the multi-national team because saying “Yes” in Japan only meant “I heard you”.  I’m guilty, too, of nodding and saying “Yes” occasionally when someone asks if I heard them.

Hearing is the mechanical process of sound waves entering our ears and being converted to electrical signals.  The electrical signal that registers in our brain allows us to “hear” speech, music, and traffic noises.  Animals also “hear” noises – my cat jumps a mile if you clap your hands during one of his many siestas!

Listening, on the other hand, is a qualitative and emotional response to the sounds we hear.  Listening requires an analysis and understanding of the words, a commitment to action, and/or a witty conversational response.  In new product development (NPD), we often refer to “listening to the voice of the customer” during upfront research.  We do not say we only “hear” the customer.  We say we “listen” to the customer – gathering the qualitative and emotional responses.

Gathering Customer Needs

Of course, in product development and product management, customer needs drive design and implementation.  As product development professionals, we also know that customers are challenged to accurately describe their needs.  It is often easier for a consumer to make a complaint or to offer platitudes than to specify needs and wants.  Interestingly, the voice of the customer is more about multi-channel listening than hearing sounds.

What is multi-channel listing in product development?  It is collecting data and information (the voice of customer, VOC) that reflects a customer’s needs and problems.  “Listening” may include focus groups, observation, or journaling.  In this case, listening includes all our senses, not just hearing.

Creative Listening

Some creative ways to gather customer needs include shadowing, A/B testing, and journey mapping.  Shadowing is a market research technique in which members of the product development team follow customers (or potential customers) while they conduct daily activities.  This allows the NPD team to observe all aspects of product usage as well as pain points and competitor product advantages.  Shadowing, like many VOC methods, can generate a lot of data.  So, the NPD team should be prepared with an analysis and sorting method in advance.

A/B testing can be direct or indirect.  Product designers test preference for one or another feature in the new product.  Alternatively, one set of customers is tested for acceptance of Feature A and another set is tested for acceptance of Feature B.  In this method, you will need to ensure the sample size is adequate for the expected data integrity.

Finally, customer journey maps (see last week’s post here) are a great way to connect the customers’ decisions and emotions with the steps taken to research, purchase, and use a new product.  Some organizations structure business functions around the typical steps in the customer journey map.  For example, a digital retailer organizes IT projects by webpage presentation (customer shopping), customer ordering domain, shipping, and returns.

Learn More

Listening is tricky business and even more challenging when our customers cannot explain -in words – what they seek as new product features and benefits.  We use market research and design thinking tools to listen to the “voice of the customer”.  Our skills as product development professionals include multi-channel listening, meaning we must hear and observe our customers interacting with a variety of product solutions.

Join me on 9 May 2022 for our free monthly Product Development Lunch and Learn webinar.  This month’s topic is 3 Creativity Tools and you can learn how to better “listen” for customer needs.  REGISTER HERE.

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Product Manager and Project Manager Roles

Societies mature and in a competitive free market, job specialization results from those advances.  Long ago, a family raised its own food and used the by-products for other uses (e.g., cattle delivered beef to eat, leather for shoes, and fat to make soap and candles).  Today we have farmers and ranchers raising meat and produce that we purchase at the supermarket, and we buy our shoes at different stores depending on special needs (e.g., running shoes at a sporting goods store and dress shoes at department stores).

Specialization also trickles into our job functions.  Previously, project managers juggled strategic and tactical objectives, balancing business needs with the day-to-day implementation of project tasks.  Moreover, the project manager was also typically responsible for people and talent management, including development and learning plans for project team members. 

Project managers, like the family of bygone days, also managed multiple tasks – negotiations for contracts (with help from purchasing and legal), quality planning, and risk management.  In this way, project managers “owned” the project and understood benefits as well as costs.  A highly skilled and experienced project manager zooms in and out from a macro-viewpoint to detailed tasks and activity implementations as needed throughout any given workday.

Recent Introduction of Product Management

In the last several years, a new role has surfaced in many businesses.  That is the role of a product manager.  Conceptually, a product manager handles a project’s strategic linkages between the business or customer needs and the technical development and design teams.  Ideally, the project manager then can focus solely on execution of day-to-day tasks.

With continued job specialization, product management is sometimes further classified by in-bound and out-bound product marketing.  To gather customer and business needs, product managers must analyze consumer behaviors, market trends, competitors, and so on.  But product managers also work as brand or category managers, helping to determine product features and release roadmaps.  The former represents in-bound marketing and the latter out-bound product management.  In both cases, product managers remain attuned to customer needs above all else.

The Need for Product Management

How do you know if your organization needs a product manager?  One organization with which I have worked recently had conducted R&D activities, product development, and customer interactions through individuals called “project managers”.  As their business has evolved, they were purchasing and re-branding many different product solutions from outside vendors.  The role of project manager changed to product manager.

In this situation, individuals originally spent the bulk of their day-to-day activity monitoring budgets and tasks to convert a new idea into a saleable product.  They Interacted closely with their manufacturing facility to ensure quality and proper inventory levels.  They established schedules and supervised technicians and specialists who gathered experimental data to continually improve product designs.  Small teams often visited the factory (located in the same building as the project team) in order to ensure product development progressed at the right pace.

As the company transitioned to more off-the-shelf and out-of-the-box product solutions, the role of the project manager was not as crucial as that of a product manager.  No longer were the factory development trials critical path items.  Instead, they assessed quality by gathering samples from the outside vendors.  Because the firm’s product cycle follows the school year, timetables and schedules for off-the-shelf products are set without negotiation.  Coordination activities adjusted from day-to-day to year-long sales cycles.

Product managers learned forecasting and sales techniques to balance the technical expertise they had previously established as project managers.  In this way, the product managers truly served both the business and their customer.

What is Your Role?

Learning to distinguish between the roles of project management and product management is important for today’s complex business challenges.  Learn more at our free webinar on Project vs. Product Management 11 April at 1 pm EDT/12 pm CDT.  Register here for our monthly product development lunch and learn.

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Similarities Drive Behaviors

Recently, I watched “Four Weddings and A Funeral,” a movie from the mid-1990s starring Hugh Grant and Andie MacDowell.  While the overall story covers the two main characters falling in love, I found an underlying theme more interesting.  The question posed, early in the film, is whether someone can find their mate-for-life and future spouse at a wedding.

At first glance, this seems like an odd proposal.  As a child, I went to lots of weddings.  We lived in a small community where my dad was an influential businessman, and I had a lot of older cousins.  Weddings were boring, formal affairs – you had to be quiet and eat with the proper fork.  Further, being much younger than everyone else, no one cared to talk with me.  Very boring!

But, in “Four Weddings and A Funeral,” the wedding guests were friends of about the same age and did, indeed, find true love at the weddings.  The wedding guests shared mostly similar educations, similar incomes, and similar interests.  When you throw a crowd of people together with these characteristics, bonds are sure to form.

Customer Behaviors

As a new product development practitioners and product managers, we must recognize that our customers are like wedding guests.  They often have similar expectations which drive similar behaviors.  Our customers probably share similar needs to get a job done, share similar interests, and share similar value propositions.  It is our job to figure out these needs and turn them into beneficial features.

Traditional market research uses different methodologies to identify customer needs and to segment customers into similar categories.  These market research methods might include interviews, focus groups, or surveys.  These tools help us to convert qualitative ideas into quantitative concepts that are transformed to new products.

An Example of Similarity

Consider grocery shopping.  While supermarkets have small margins, most have successfully segmented their customers by similar shopping experiences.  There are big carts available for the customer who shops only once a week for the entire family.  There are hand baskets for customers who just want to grab a few items in a quick stop.  Finally, there are customers who send their grocery list to the supermarket and idle their car in the parking lot while a clerk loads their trunk.

Supermarkets, thus, recognize similar behaviors of these three segments of customers.  Products and services are marketed in different ways to each segment, yet individual customers within a category or segment approach shopping in a similar way.  Selling 24-packs are geared to the once-a-week shopper and impulse items at the register are aimed at the light shopper.

Similar Behaviors

Can you find your spouse and lifelong love at a wedding?  Probably, if you share similarities to the other wedding guests.  Can you market products to specific categories of customers?  Absolutely, if you segment similar shoppers.  Can you learn to identify customers similarities?  Yes, if you join me on 14 March for a free webinar on market research tools.  Register here.

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Hybrid Product Development Today

Today, many of us are working in very different environments than two years ago.  A lot of people are permanently working from home (“remote”).  Others are going to the office a couple of days per week.  Still others are doing the same job, at the same place, as they have always done (truck drivers, hospitality workers, factory and assembly plant personnel).

Learning to work in a new way can be stressful, but we are also living in a time when technology helps to bridge gaps.  With video conferencing, we have face-to-face conversations with our coworkers and can easily share documents or files.  While some of us might be in a shared space looking at the hard copy, others participate equally from remote locations looking at the same electronic document.

What Does Hybrid Mean?

Hybrid, therefore, means a blend of geographical working environments, facilitated by technology.  But what does hybrid mean culturally or for our work processes?

Unfortunately, as “Zoom fatigue” is a real symptom of work burnout, we know that our hybrid work cultures must adapt.  It is a very different atmosphere to welcome a new employee to your campus and to show him around the office building than it is to dive into work tasks as the new employee logs onto her first meeting.  Trust, especially emotional trust, is critical to tackling higher risk tasks and projects.  And, trust is hard to build in a hybrid culture.

Consider converting five minutes of each meeting to team-building.  Use the time to create social relationships with your hybrid teams.  Talk about sports, hobbies, or travel.  You want to generate a culture that shares openly and will lead to trust.  Sharing personal life interests alongside our professional engagements supports relationships among team members.

Our processes change in a hybrid work environment, too.  We no longer have quick hallway conversations.  Instead, we hold scheduled meetings and discussions (lots of them!).  Hand-offs and transfers of tasks between functions and departments are more complicated, especially if the receiver does not have the appropriate project background (why, how, when).  Shared files and chats can help to facilitate processes.  Even better, document your workflows, roles and responsibilities, and follow the agreed-upon processes.

Creativity in a Hybrid World

While relationships, culture, and processes are manageable in remote and dispersed work environments, creativity becomes even more challenging.  Again, tools are available for us to use technology, to share ideas, to capture concepts and activities, and to interact with fellow team members and customers.  I recommend using a facilitator to help your team focus on the work instead of the ever-changing technology.  A group like MAFN (Mid-Atlantic Facilitators Network) can help you find a skilled technical facilitator.  In that way, you can capture creative ideas, without interrupting ideation.

Finally, our approaches to creativity in a hybrid world must take advantage of all we have learned to generate ideas within teams over the years – regardless of technology.  Join me starting on 11 February for a special-request, three-part Creativity Master Class.  Register here.

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Innovation Project Planning

Project planning is a best practice.  We all plan big projects at work that involve construction or R&D effort.  We create project plans when there is a requirement for integration of many functions and the coordination of multiple tasks.

Types of Project Plans

Traditionally, project plans are created based on the scope of work.  We estimate the tasks necessary to complete the project and calculate the duration of each activity.  Next, we assign resources by function and name to each task.  The output is a pre-determined project plan with a critical path of tasks and expected resources that show how quickly the project can be executed.

In an Agile framework, project planning uses progressive elaboration.  As in traditional project planning, we determine a list of requirements upfront.  However, in Scrum (the most common Agile implementation for innovation and tangible new product development, NPD) we determine product features necessary to satisfy the end-user’s application.  A rank-ordered list of features prioritizes project execution based upon developing the most important features first.

Scrum estimates are usually relative and compared to tasks with known duration and cost.  For example T-shirt sizing (small, medium, and large) is a common way of estimating Agile projects.  In this example, relative sizes are based upon known standards and each feature development is estimated relative to that standard. 

Visualizing the Project Plan

In traditional project management, the output is typically a Gantt chart showing task relationships and duration.  The critical path represents all tasks that must be completed on schedule to prevent the entire project schedule from slipping.  These tasks are often resource-constrained, as projects rely on experts to do specialized product development work.  In other cases, vendor-supplied equipment and customer use tests can be limiting factors.

In Scrum, the project schedule is not usually illustrated as a whole.  A product roadmap shows major feature releases for the product, often in conjunction with other products, services, and applications.  Task level planning is done by the team using the prioritized feature list.  Team members score the difficulty (and duration) of tasks needed to complete a specific feature.  A technique called “planning poker” helps the team reach consensus on the “size” of these tasks (e.g. relative sizing of small, medium, or large).

For operational work of the NPD team, a Kanban board (sometimes called a Scrum board) shows tasks assigned to the sprint.  As work is completed during a Sprint, a symbol of the task (usually a short description written on a sticky note) is moved from columns on the Kanban board indicating workto-do, work-in-progress, testing, and completed.

At a higher level, all of the “story points” or scores of the relative estimates for product design are added.  As each feature is completed, its score is subtracted from the total.  Thus the “burndown” chart shows an estimate of work remaining in each Sprint.  The burndown chart may be used in conjunction with the Kanban chart or these tools can be deployed separately.

Adjusting the Project Plan

Of course, no project plan is accurate or perfect.  The minute we put pencil to paper, the schedule is apt to change.  In traditional project management, a Change Control Board reviews major project changes according to the advice of the project manager.  In Scrum (Agile), changes to the project scope are expected, resulting in the iterative nature of the system.  Tasks not completed in one sprint are added to the “backlog” of the next sprint.  This is reflected in a lower-than-planned burndown rate as well as increased work-in-progress on the Kanban board.  NPD teams must be concerned if this backlog is too high.

Planning Projects

Innovation projects, construction projects, and engineering projects all require planning.  We must anticipate the requirements, the schedule, and the cost.  These estimates help decision-makers and project leaders determine investments and to assess tolerable risk levels.  Project plans indicate whether a project can achieve benefits that outweigh costs.

Consider the following elements as you plan your next innovation project:

  • Scope of work,
  • Number and complexity of features,
  • Necessary tasks and activities to do the work,
  • Resources available and skilled to do the work,
  • Realistic project schedules indicating duration (not just effort) of each task,
  • How to assess changes, and
  • Risk management.

Learn More

Project planning is foundational to effective project selection and should be directly linked to Product Portfolio Management for innovation work.  Please join me starting 7 February 2002 for a once-per-year unique opportunity to apply 100 Days to Effective PPM in your teams.  Register here.

If you’re interested in learning more about hybrid project planning (traditional waterfall blended with Agile/Scrum), please join me for WAGILE Product Development on 15 and 17 February 2022.  Register here.

Project Management Skills

Recently I moderated a panel discussion for my local PMI® (Project Management Institute) chapter.  I wanted the questions to be engaging for both the speakers and the audience.  Of course, we started with the prerequisite “Who are you?” and “How did you get here?” questions.  The other questions, I hoped, inspired learning – especially for new project and portfolio managers.

In no particular order, here are the questions the project management panel in Coastal Bend Texas addressed.

Lessons From Failed Projects

Projects fail.  For many different reasons, projects fail.  Product innovation professionals know more about failure than other project managers because there are a lot of uncertainties in new product development (NPD).  The best view, I think, is to treat failure as a learning opportunity.

Projects fail – normally – in several arenas.  Poor planning results in too few resources committed to the project.  Not enough money can result in poor quality outputs.  Not assigning the right people to do the work can result in delays.  Not understanding the final product of the project yields a mismatch between technologies and markets.

Effective project planning requires addressing the triple constraint upfront, regardless of your preferred project management system.  The scope of the project must be achievable, while the budget and timeline (schedule) must align with the stated goals and objectives of the project.  For NPD projects, the scope must also align with the innovation strategy.  (Read more about strategy here.)

Living Life Backwards

Another question for the project management panelists was to think about what they would change in their younger selves if they lived life backwards.  This is a bit of a rift on my presentation to the University of Washington graduate students earlier this year (read more here).  We gain wisdom with years and (hopefully) would advise our younger selves against stupid mistakes.

One area of importance to project managers and portfolio managers is communication.  Wisdom brings clarity to our communications.  Project managers must communicate to several different groups of stakeholders with different needs.  Team members need to know what to do and when.  Some inexperienced team members might need to learn “how” to do certain tasks.   The project management leader serves as a mentor for the team.

Other stakeholders are interested in the overall progress of the project, the money spent, and expected completion.  In product innovation, our customers are involved in testing a product features and marketing collateral.  Yet other stakeholders are internal customers, needing manufacturing specifications and quality standards.  Communicating with each group necessitates a different level of detail.

In addition, communications may be synchronous or asynchronous, meaning some information must be discussed and debated face-to-face while other data can be provided without a lot of explanation.  High performing project managers and portfolio managers utilize the type (synchronous or asynchronous) and format of communications to match the needs of their stakeholders.  This is learned only through wisdom that we gain by experience.

Certification

Finally, another question for the panelists was how their various firms view certification.  Since they were speaking at a PMI meeting, support for the PMP® (Project Management Professional) certification was high.  However, product innovation professionals also benefit from New Product Development Professional (NPDP) certification, which is more encompassing of innovation than PMP.  Learn more here.

My personal belief is that certifications have become almost as important as university degrees.  However, there are a lot of different certifications from which to choose.  What’s important in certification is to have an educational component to validate knowledge and understanding of the field.  Another important component is testing and continuing education.  All industrial fields are continuously changing with emerging best practices.  Having a continuous education component ensures that industry practices overlay academic theories.

Summary

Many project management skills are strategic and relational.  Of course, it’s important to know how to create a balanced and integrated schedule and budget.  But it’s also important to value learning and communication, especially for portfolio managers.  Oftentimes we miss opportunities to learn from failure yet project managers, especially those working on innovation projects, must be willing to learn to grow.

Wishing you all the best in the new year.  Please contact me at info at globalnpsolutions.com if you want to learn more about managing new product development projects.  We are also offering our limited, once per year course on portfolio management – 100 days to Effective Product Portfolio Management.  Learn more here.

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Being Busy

“Busy.”  That has become the American answer to “How are you doing?”  I recently saw a videoblog where they described the two categories of people who are busy.  Low to medium self-esteem people say they’re busy because they want praise from others.   They are doing work for other people and seek reassurance.  Mid to high self-esteem people, he said, are busy because we want to show our work to others by accomplishing much.

But are we really all that busy?

In another post I have written about waiting.  (Read about Waiting and Creativity here).  Many of us consume all our free minutes looking at our cell phones.  Some play games, some read Facebook, others check stock prices, and still others do email.  Yet is that really busy?  Can we use that free time for something else?

Time-boxing in Scrum

One of my favorite tools for managing time, schedules, and busy-ness is time-boxing.  This method is borrowed from Scrum Project Management.  In Scrum, activities are routine and repeated within pre-specified blocks of time.  (Read about Scrum for Product Management in a blog here or in Chapter 3 of The Innovation ANSWER Book, 2nd edition.)  The iterative nature of sprints (time-boxes for doing work in Scrum) help to accomplish more with less “busy-ness”.

For example, in a 2-week iteration in Scrum, the team will meet for 4-hours at the start of the “sprint “ to plan and prioritize work tasks.  Each workday starts with a 15-minute “stand-up meeting”.  At the conclusion of the sprint there are 4-hour meetings to review the work and outputs of the sprint, and to conduct a lessons learned review (called a “retrospective”).

Time blocks in Scrum are sacred.  Work should not take longer than scheduled, or else the planning was poor.  With each iteration following the same pattern, a clear flow of work is established.  The work habit becomes ingrained in team members so that productivity improvements naturally occur over repeated sprints.

Of course, sprints are not perfect.  Surprises in technical development and product design occur so that tasks are not completed in the allotted time frame.  These roll over to the next iteration as “backlog” but the number of new tasks for that next sprint are reduced to keep the work manageable.

Scrum teams are busy but they are doing business not just busy-ness.

Time-Boxing for Innovation Leaders

Innovation leaders and product managers can use the idea of time-boxing to improve productivity as well.  The idea of following habits to establish flow is recommended in many, many self-help books.  Habits reduce our decisions and preserve our high-level brainpower for more important tasks.

A good habit is to keep the things you need for each day in the same place.  I have a “purse” table where I store my purse, car keys, and gym bag.  I don’t have to waste precious time in the morning searching for a required item.  Another habit I follow is to select my clothes for the next day each evening.  I put my clothes in the bathroom next to the shower, so I don’t have to make a decision early in the morning.

Time-boxing is a habit for your schedule and can free up “busy” time.  For instance, checking email is a low brainpower activity.  If your inbox looks like mine, there’s only 5 to 10% of email that matters.  There are interesting and educational newsletters to read (like this one!), but there is also a lot of junk.  I time-box email for mid-morning so that I can save my early morning focus for critical work.

You can also use time-boxing for managing innovation projects.  Using a tool like planning poker helps the team to estimate task durations.  Retrospectives, post-launch reviews, or lessons learned conducted at the end of each iteration provide immediate feedback on what to improve for the next phase of work.

Note that if you are using a traditional staged-and-gated process for managing innovation projects, you should still conduct routine lessons learned reviews.  Schedule an extra hour for each gate review and answer these simple questions.  (Read more in Chapter 3 of The Innovation ANSWER Book, 2nd edition.)

  • What was done right?
  • What was done poorly?
  • What can be improved?

While some of your team members may change as you scale-up design and development work for new product development (NPD), the people that stay with the project team will incorporate these learnings as habits and best practices.

Are You Busy?

Being busy really means consuming time – a very precious resource.  I prefer to think of being busy as being productive.  Whether we are low-esteem or high-esteem people, our goals in busy-ness are to create positive change.  Innovation leaders are in a unique position to create change through products, services, and applications.

Do you want to reduce the busy-ness of your product development teams?  Make sure they are working on the right things!  Learn how by joining me for the special PPM in 100 Days workshop starting 7 February 2022.  This intensive, customized, and real-world workshop is only offered once a year.  Feel free to contact me at info at Simple-PDH.com for more information.

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What is Innovation?

Click on the image to watch a short summary video, then read on!

Innovation is one of the most over-used buzzwords of today.  I wrote about this previously in 2013!  (Read Introduction to Disruptive Innovation here.)  Yet, innovation – as a word – continues to be bandied about as a solution to all problems but also as a mysterious, perhaps magical, process.  In this post, I hope to break down the word “innovation” to a set of practical and actionable steps that help businesses accomplish growth without all the hype.

New Way of Doing Something

Innovation encompasses a new way of successfully doing something.  Note the specific use of the word “success”.  If we try a new way to do something and it fails, we are learning but we have not innovated.  Failing is part of the innovation process, yet it is not the end goal of innovation.

Process innovation often involves new ways of doing something.  In manufacturing, we might be able to skip a step by combining forming and assembly or by using pre-printed packaging.  These actions are usually considered “cost-saving”, but when we involve a new way of executing the action, it is clearly defined as a process innovation.

We also see product innovations and perhaps these are the more common goal of corporate innovation programs.  New product development (NPD) is a subset of innovation in which we design and develop new product innovations.  Again, the new product is helping consumers and end-users “do something in a new way,” but is focused on tangible features and product attributes. 

In recent times, product innovations have begun to incorporate the changes and additions in software code.  Almost all tangible products also include software in some capacity.  Coding introduces changes in how a product (hardware or software) functions, and thus, can be innovative.  However, we must be very careful to not confuse bug fixes as “innovative”.  End-users don’t want mistakes in the product in the first place, so a bug fix is not adding value.

Social and Political Innovations

Some innovations cause us to do something in a new way because society expects it or because government regulations restrict the old way of doing something.  As an example, the US Government restricted the sale of incandescent light bulbs a few years ago.  Consumers were certainly not clamoring for a new way to light their homes, especially since incandescent light bulbs are cheaper than alternatives.  Yet a change in government policy forced to change in behavior; this defines a “political innovation”.  Such innovations may not add value to either the consumer or producer but are necessary for the business to sustain itself.

Adoption of New Technology

Many process and product innovations result from the adoption of new technology.  Advances in technology allow producers to manufacture goods in more cost-effective ways and to add features to products.  Technology allows processes to become more efficient, so that manufacturers can make products with fewer quality defects and at increased rates.  Technology has served to stimulate innovation significantly.

For instance, computer-controlled manufacturing processes allow assembly lines to move at a quicker pace.  Technology, such as lasers and cameras, can evaluate quality of products during manufacturing without the cost of destructive testing.  Increased resource utilization by managing the supply chain and distribution with technical innovations also result in cost-savings shared between consumers and manufacturers.

Application of New Knowledge

Finally, innovation involves the application of knowledge to new situations as well as the growth of knowledge.  When we apply a solution from one domain to another, by transferring knowledge, the result is innovation.

One of my favorite examples of innovation from new knowledge is Velcro.  Legend has it that the inventor studied lizards and other critters that creep and crawl in vertical surfaces.  Transferring knowledge of how their little feet are able to “stick” to these surfaces allowed him to conceive a new way to attach two items together.  What knowledge are you holding that contained a product or process?

Defining Innovation

Innovation is a new way of doing something by application of technology or knowledge to improve a process or product in such a way that it adds value for both the end-user and the producer.  Innovation is a new way of doing something but that “something” doesn’t have to be radical or unique.  Transferring our knowledge and experience between and among industries often leads to a new way of doing something.

Do you want to learn an effective process for design of innovation?  Join me, starting on 1 December, for the by-request Creativity Master Class.  Register here.

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Creative Perspectives

Many of us don’t believe we are creative.  After early elementary school, we have learned there are rules, and we spend a lot of time complying with those rules.  Not only are there rules about spelling and arithmetic, but there are societal “rules” about the clothes we wear and things we say.  All these rules serve to stamp out creativity. 

Yet, we need creative solutions to the many challenging problems we face in business today.  Creativity is not just painting a new scene or writing a novel; creativity is finding unique alternatives and expressions to address real-world discomforts.  For product innovation professionals, we must find creative solutions to customer and end-user problems that deliver value to them and profit to our firms. 

Creative Solutions

In new product development (NPD), the first place to start to identify a creative solution is to understand the problem.  Very often, we assume that we know what challenges and difficulties our customers face.  And, very often, we are wrong.  

Understanding customer problems means we need to spend time with them and to follow their actions.  Design Thinking offers several tools and a methodology to build empathy with customers and end users.  The methodology is reflected in the simple, two-step process shown in the figure.  (Read about Design Thinking in Chapter 2 of The Innovation ANSWER Book, 2nd edition.)  Empathy means we understand their thoughts and feelings as much as we understand the technical points of their problems. 

An Example

To find creative and empathetic product solutions, we have to fully identify with the customer and end-user.  Most people working in NPD are in the prime of their life, maybe 30 to 50 years old.  Suppose you are designing and developing products for the elderly.  How can you build empathy for their problems?

Using Design Thinking tools, product innovation professionals observe the customer.  You can spend time with your grandma or an elderly neighbor and watch as they prepared dinner.  Are jars difficult to open for someone with arthritis?  Does she have trouble reading small print on the recipe?  Can she safely lift a heavy pan from the oven?

Once you have some clues to the real problem from observation, you can begin to develop creative solutions.  You can test your prototypes under simulated conditions to quickly evaluate concepts to move forward while eliminating the less – then – promising ideas. 

For the elderly person, you can wear gloves or tape your fingers to mimic arthritis.  Put on a scratched-up pair of sunglasses and try to read the recipe yourself.  Simulate the relative “heaviness” of a pan with a 40-lb. bag of sand.  Your own frustrations will translate to better product solutions for this customer! 

Learning Creativity

It seems somewhat odd that actually need to “learn creativity”.  Society force fits uniformity and often discourages creative interpretation.  Yet, as product innovation professionals, we need to approach problems from new perspectives and with open viewpoints.  Especially if the customers’ needs are far from our experiences and background, we need to apply Design Thinking tools to build empathy.  We really need to understand the thoughts and feelings of the end-user. 

Do you want to learn to be more creative?  Join our creativity master class starting on 1 December.  Register Here.

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A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.

About Me

I am inspired by writing, speaking, 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.

This was first published on the blog at www.Simple-PDH.com. Follow me on Twitter @globalnpd.    

Lessons for a Young Innovator

Recently I was the keynote speaker for the Chemical Engineering Graduate Student Symposium at University of Washington (go huskies!).  I am so honored that my alumni university asked me to share my career journey with smart and ambitious students.  Of course, I wondered “What on earth can I talk about?” since my usual presentations are more technical and geared toward product, project, and engineering managers

So, I decided to present what I wish I could have told my younger self knowing what I know today.  I also realized that my own career has had (so far) three periods of time that roughly correlate with what I wish I had known earlier.  I’ll share these three items with you and I hope that you can apply these to your creative endeavors. 

Be Expectant

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Being expectant means to be ready for surprises.  It means everything will not stay as it is today.  In my early career, I thought every job was stable and routines would not change.  Of course this was a naïve view of jobs and careers.

Product innovation managers also must be expectant.  Fads, trends, markets, and technologies change constantly.  Effective new product development (NPD) requires expecting changes.  Successful NPD means you plan for changes in advance and can introduce product solutions that solve customer problems when they occur.  Expectancy means planning to deliver value for your customers and your firm regardless of market turmoil. 

Be Open

In my mid-career, I was completely taken off-guard by corporate politics.  I had no idea that peak engineering and managerial performance mattered little to folks centered on personal ego and greed.  A hard lesson, but it taught me to be open to new possibilities and to think broadly about alternatives. 

As product innovation professionals, we always need open minds.  I love Carol Dweck’s book on mindsets – she teaches us that if we think we can, we can.  The concepts of fixed and growth mindsets help us to recognize barriers and opportunities.

This positive and open mindset helps us recognize true problems facing customers.  We can then develop the best set of features and attributes through co-creation.  It is not enough to put a band-aid on a product and hope for the best.  Nor is it our job as innovators to simply add features whether or not our paying customers need or want these functions.  Being open to all possibilities makes us more creative and better problem solvers. 

Be Bold

In a master mind group on Design Thinking a few years ago, I asked participants to select values that meant the most to them personally and for their work life.  I commented that I wasn’t even sure what “bold” as a value meant.  A friend and very smart colleague in ITs said, “You are bold.  You just did a triathlon.”  Okay, I’m a nerd, and the triathlon was a big goal for me, stretching me to uncomfortable physical limits (literally).  And in Full disclosure, it was a sprint triathlon – a baby step for true athletes. 

As product innovation professionals, we must be bold.  We must take calculated risks in the design and development of new products and services.  We have to ask tough questions of our customers, suppliers, and partners.  And to be bold, we must be expectant and open. 

Be Expectant, Be Open, Be Bold

As a chemical engineer, I agree that society categorizes me as a nerd.  I certainly do have some nerdy habits and traits.  But engineers are also excellent at trouble-shooting and problem-solving.  We are creative in that sense.  We can build the solutions needed for successful product innovation. 

How can you be expectant, open, and bold?  I encourage you to amp up your creativity, to tap into new possibilities, view the world from new perspectives, and to try new things on a journey of a lifelong learning.  Your first step is to join me in the Special Creativity Workshop on Friday, 1 October 2021 from 10 am to 12 pm CDT.  Register here. 

Also be sure to stop by and say “hi” at my booth!  Global NP Solutions is sponsoring the PDMA Annual Conference in Baltimore on 13-16 November.

© Simple-PDH.com

A Division of Global NP Solutions, LLC  

Study.       Learn.       Earn.       Simple.