Espresso #4

frankmattes Espresso

Today’s topics: Understand the thinking patterns of your counterpart to get your innovation message across; Crossing the internal chasm in corporate innovation; Product managers for the digital world.

Please click on headline to start reading.

What kind of thinker are you?

Time to read: 5 minutes

Innovators, in particular when it comes to radical or even disruptive innovations, often face the problem that communication with their colleagues is tedious. “They don’t get it”, we often hear innovators say.

A recent HBR article provided a useful insight. It found that there is a small number of thinking styles. The authors segmented by a 2×4-matrix. On the one axis, they found that people think more in terms of the “Big Picture” or the “Details”. On the other axis, they found that people are thinking in “Ideas”, “Action”, “Process” or “Relationships”. All in all, there are 8 thinking styles, e.g. the “Explorer”, the “Energizer” or the “Coach”.

Our take: Communication theory says that the sender is responsible for ensuring that the recipient gets the message. Tuning in into the thinking style of the recipient and tuning the lines of argumentation and communication greatly increases the chances that your innovation messages are understood.

Link to the original article: HERE

Crossing the internal chasm in corporate innovation

Time to read: 8 minutes

In their hunt for radical or disruptive innovations, many large companies have set up Corporate Innovation Centers, Accelerators, Digital Labs, etc. At the same time, they are pursuing incremental / sustaining innovations in their core business and innovations that target adjacencies to their existing markets / business models and technologies.

McKinsey last year introduced the three-horizon model for structuring. However, as innovation.support’s Frank Mattes pointed out in a recent article, this model is not good enough. In reality, these are not three separate horizons but an interlinked continuum of three separate innovation playing fields, each of them with a distinct innovation logic. And actually, the latter of these is the hardest one since there are innovations – because this is the nexus, where three different innovation logics have to be integrated into one “dual innovation management system”.

Link to the original article: HERE

Product managers for the digital world

Time to read: 8 minutes

Historically, Product Managers have been the drivers of incremental innovation. Now, with Digital knocking on the company’s wall (think e.g. Smart Products), the scope and the role of the Product Manager is fundamentally changing.

McKinsey has recently published an article which zeroes in on the issue. The article sees four main drivers reshaping Product Management: (a) Increasing role of data; (b) Products are built differently; (c) Products and their ecosystems are becoming more complex; (d) Changes in the ‘execution pod’. It also illustrates the lines along which Product Management could be developed.

Our take: Developing a pivotal role for Horizon-1-innovation (with consequences for Horizon-2-innovation) will require a development of the innovation management system as well. From the six factors that make up a superior early-phase innovation management system (see our ENGAGE model HERE), only the software platform may remain constant. Provided it presents insights from Smart Products etc. automatically (Note: If you are interested in this aspect: Have a look at this MIT article)

Link to the original article: HERE