{"id":7750,"date":"2020-12-21T09:20:04","date_gmt":"2020-12-21T09:20:04","guid":{"rendered":"https:\/\/smarter-ecommerce.com\/blog\/en\/?p=7750"},"modified":"2020-12-21T09:20:05","modified_gmt":"2020-12-21T09:20:05","slug":"innovation-leads-to-change-reinventing-innovation","status":"publish","type":"post","link":"https:\/\/smarter-ecommerce.com\/blog\/en\/innovation\/innovation-leads-to-change-reinventing-innovation\/","title":{"rendered":"Innovation leads to change \u2013 change leads to success"},"content":{"rendered":"\n

Reinventing innovation at smec and how constant change is the only way moving forward<\/strong><\/p>\n\n\n\n

Those of you, who are familiar with our blog articles revolving around the established innovation process at smec<\/a> know what I\u2019m talking about. Those new to smec\u2019s innovation process…well, here\u2019s a quick recap of what we did over the past 1.5 years.

In July 2019, we noticed  that there was a need for a strong innovation process at smec. Back then, we chose to follow the stage-gate process<\/a> as our \u201cbasic technology\u201d, although in an adapted more agile version.

Introducing the stage-gate process into our innovation process was the first step we took, but what was clear to us from the very beginning was that we\u2019ll soon reach a turning point calling for adaptation. We knew that our innovation process needed to move into the direction of lean innovation management. <\/p>\n\n\n\n

Fast-forward to August 2019: Only a couple of months passed until we identified the need for change. We reached this expected turning point and realised even more that it was necessary to remain as flexible as possible in adjusting our innovation process \u2013 basically, we had to adapt a lean approach towards a lean innovation process<\/a>.<\/p>\n\n\n\n

At smec, we do see change as an opportunity to unlock new value but also as a way for us to thrive.<\/p><\/blockquote>\n\n\n\n

Introducing a thought-through innovation process<\/h3>\n\n\n\n

From the beginning onwards, we based our innovation process on the principles of transparency and participation. This means that internal innovators are supported in sharing their ideas, which are then evaluated and subsequently shared with the entire company (on a weekly basis).  <\/p>\n\n\n\n

At first we were pretty satisfied with the results because smecies adapted to the newly introduced setting and innovation process incredibly quickly. We even struggled hard to keep up with the pace of new ideas and initiatives popping up. However, once we decided to delve deeper into some of those topics raised, something seemed to have changed. Suddenly, there were hardly new ideas being brought up. We had to know why.<\/p>\n\n\n\n

By conducting internal research<\/a> we discovered that people were still highly motivated to innovate, but they were simply too busy to do so. Furthermore, we learned that we needed to go to the market even earlier than actually possible when following the stage-gate process.
<\/p>\n\n\n\n

It was time for a change. So, what seemed to be the right approach some weeks earlier, didn\u2019t work anymore – and that was totally ok for us. We expected this to happen, we were just surprised that it happened so fast.<\/p>\n\n\n\n

Rewinding innovative thinking at smec: The quest for a new \u201cbasic technology\u201d<\/strong><\/h3>\n\n\n\n

Have you ever stumbled across the so-called technology s-curve<\/a>? Read on what\u2019s it about in case you need to refresh your memory and learn how we applied it. <\/p>\n\n\n\n

\"Reinventing
Adapted s-curve model<\/figcaption><\/figure>\n\n\n\n

The technology s-curve in a nutshell<\/strong><\/p>\n\n\n\n

As you know new technology needs quite some investment in the very beginning. And you most certainly don\u2019t get lots of progress in return for invested money early on. But there is a point in time when the curve turns and the technology starts working – the investment pays off. When you then hit the pareto optimum with the technology, the curve turns one more time and it becomes more difficult again to make progress. What to do then, right?<\/p>\n\n\n\n

smec\u2019s innovation process called for change<\/strong><\/p>\n\n\n\n

In mid-2020, we reached that point with our innovation process \u2013 The curve turned one more time and we were faced with a hurdle to overcome. Suddenly, we had to invest much more time and effort in order to see some progress in regards to the further development of our processes.<\/p>\n\n\n\n

What this meant:<\/p>\n\n\n\n

We did what was recommended following the s-curve model, meaning we started to work on a new approach based on a completely different \u201ctechnology\u201d. <\/p>\n\n\n\n

Pursuing this new approach to reinvent our innovation process also entailed embracing what we refer to as the early stage market tests. The idea behind it is quite simple: Go to the market with early stage increments of a product or service and try to sell it. Sounds familiar to you? Of course it does. The idea isn\u2019t brand new and many companies (including us) already started to work with this Minimal Viable Product (MVP) approach years ago. But a couple of months ago, we came across a great book written by Alberto Savoia<\/a> – \u201cThe Right It\u201d. To us discovering this book felt somewhat like finding the missing piece because this book is not about the technological aspect of innovation, instead it sheds light on the market side of things. And this is what we needed. <\/p>\n\n\n\n

Driving innovation via a customer-focused approach vs. a customer-based approach<\/strong>
<\/h3>\n\n\n\n

Some of you might have had the opportunity already to work with the MVP approach. I\u2019m sure you do know the arising tension one feels in the middle of this process. <\/p>\n\n\n\n

So, let\u2019s imagine, after months (or even longer) of hard work, endless discussions and possibly even unexpected struggles, you finally feel like you have something marketable. Next step: You\u2019re in talks with an important customer pitching the amazing aspects of your new product. And then, relief \u2013 the customer likes it. So, what next?<\/p>\n\n\n\n

Following the \u201cSkin in the Game\u201d concept<\/strong><\/p>\n\n\n\n

Nicholas Taleb, author of the epic book \u201cSkin in the Game\u201d, would now come up with the following questions to consider: <\/p>\n\n\n\n