Many companies believe that process stifles creativity; that customers can’t articulate their needs and that the innovation process starts with an idea. There is one problem with all these statements - they are just not true and exemplify bad innovation theory.
While companies are yearning for 70 to 90 percent success rates, they are forced to tolerate 70 to 90 percent failure rates. To turn this around, managers must first let go of these false, deep-rooted beliefs and recognize that tweaking the existing process is not the answer. Something is inherently wrong with the way the innovation process is executed today and a breakthrough improvement will require new theory and new methods of execution.
In this thought provoking presentation you will learn:
- What it is companies don’t know about innovation that is hurting them.
- How the innovation process should be executed – the steps, sequence and inputs.
- How to choose a market growth path.
- How to overcome the complexities of new platform and new market growth.
- How to think about innovation.
How will your company benefit? With revenue growth, a reduction in R&D costs and the ability to create products and services that customers want.
To learn more about these revolutionary ideas visit www.strategyn.com.
Tony Ulwick Bio
Anthony Ulwick is a pioneer in the field of innovation. His breakthrough thinking on innovation, expertly described in his latest and bestselling book, What Customers Want (McGraw-Hill, 2005), demonstrates how companies can transform innovation from an unstructured process into a predictable, rules-based discipline, bringing lower costs and high success rates to organizations striving for growth through innovation.
Recognized as one of the leading authorities in the field of innovation, Mr. Ulwick has published dozens of articles on innovation management and market research, including the landmark Harvard Business Review article Turn Customer Input into Innovation. He is also a favorite keynote speaker at many of the top management and innovation conferences.
Look for two new articles authored by Mr. Ulwick in the May publication of the Harvard Business Review and in the spring issue of the Sloan Management Review.
Mr. Ulwick serves as strategic adviser to some of the global economy’s leading organizations, including Microsoft Corporation, AIG, the Robert Bosch Corporation, Johnson & Johnson, Kimberly-Clark, Hewlett-Packard Company, Motorola, Syngenta, Chiquita Brands, and dozens of other Fortune 1000 organizations around the world, helping each create new products and services.
