Growth and Innovation Conference Day One
The keynote speaker, Lorraine Segil, identified several barriers to collaboration across product development lifecycles which impede innovation:
- lack of transparency
- cultural misalignment
- fear of failure
- lack of senior management commitment
The second panel, including senior executives from Pitney Bowes, Motorola and CA, talked about customer driven innovation. Their conclusions:
- Voice of the customer is good, but not enough. Pitney Bowes uses customer-centric innovation, understanding the customer's problem, then applying their own technologies or determining what new capabilities are necessary.
- Partner with the best, innovate the rest. Motorola partners with Oakley for sunglasses with mobile technology, and other leaders in their field to extend mobile data.
- No more field of dreams, or 1000 points of light - innovation must be focused on customer needs
It's clear from the discussions and questions that there needs to be a method to define what we mean by innovation when people talk about it - disruptive innovation or incremental innovation; big company innovation or small company innovation; product innovation or service innovation; etc
Many speakers are talking more and more about idea "incubation" - the idea that an idea must be captured, and developed before it is examined.
The lunch speaker, a gentleman who had run two startups and worked in very innovative firms (LoudCloud and Opsware) said there are two emotions in innovation - euphoria and terror.
Something I thought was very interesting - J&J is starting an innovation team outside of the business units and tasking it with encouraging disruptive innovation and ignoring existing business models within J&J.
What really surprises me is how little discussion there is around service model, business process or other innovation beyond product innovation. Given that less than 20% of our economy is product based, and 80% is service based, there is still not much discussion on service model innovation.