Chapter 6

Bottom up → from the people → stress method (divergence → see it → do smth ? → can i do it → positive/negative feedback loop)

Top down → strategic → breakdown technology and marketing goals and try to find links

Horizontal → Funnel → PPM Process → Stage gate

Creativity →come up with novel ideas heuristically. 2 types of thinking and lateral type are important → hard to do because monkey brain is a pattern recognition machine → but there are lit techniques to help (everybody be creative and you can train it so don't give up 🙂).

By fisherman bois → sort out bad ideas(even if we need to sacrifice some good ones) → rapid concretization of ideas into concepts that can be used further → check alignment internally and externally and last but not least legitimize.

ODI & JTBD only lame bois use kano model and house of quality

Pd is a technical discipline and encourages (first) type of thinking.  People need to be open to use those techniques. Hard focus on product and development may miss market perspective. Maybe they are less social ??  → morphological analysis might be a good methode

Customer centricity ensures profitable innovation by building what people want, but customers may not know what they want and R&D may not understand them. Cross-functional teams can bridge this gap and lead to incremental or radical ideas, like the car.gpt

Customer centricity ensures profits by building those things that people really want (no happy engineering zone). But customers can hardly describe what they want. And R&D people may not understand them. Here the idea of a cross functional team. CC often leads to more incremental innovations, but here may also be the next radical idea. Without the need of faster horses the car would have flopped as well 🤷

The CMS provides benefits like continuous innovation insights and connections with startups, but requires trust, competing resources, and involvement from multiple departments, and may not benefit more innovative companies with existing knowledge and other open innovation methods.gpt

The CMS offers a variety of benefits for companies. For one, they can get a continuous overview of new developments around the world, explore capabilities outside their core business, and easily connect with startups. These enable them to solve business problems and adopt new technologies more successfully, while reducing costs, risks and lead times. By working with startups, companies can then drive internal business development by adopting a more flexible way of working, letting staff facilitate change and breaking down silos. Or they can even simply invest in or acquire these startups. However, participation in the CMS requires not only trust in the startup, but also in the host such as Plug and Play. Also the CMS requires resources which may reduce the ones used for internal development. Investing in a start-up solution can create an external dependency and prevent the necessary knowledge from being built within the company. The CMS model also introduces a certain way of working that may suit the region, but is not guaranteed to suit the company. For the innovations to succeed, many departments in the company must be involved in the innovation process from the start, which requires various buy-ins and an upfront investment to ensure there are no bottlenecks, even if the pilot fails. The benefits CMS offers can be leveraged by any company and reduce the amount of research required, but more innovative companies may not benefit as much: they often have already gained a lot of knowledge from hiring a big pool of talents and use other methods for open innovation, such as hosting hackathons or accelerators. Because these companies are more innovative, they already know what types of startups they are looking for and can cut out the middleman like plug and play.