Whenever an Innovation Team must eventually hand off its project to another team somewhere down the road, if they do not first get upfront alignment from this downstream team and its leadership, that downstream team is likely to refuse to own the project, and thus drop it and let it die.
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Coming out of a brainstorming session, a group should carry forward a wide-ranging selection of ideas for subsequent evaluation and potential prototyping. This ensures they preserve the full breadth of concepts they generated and do not revert back to the obvious "safe" choices.
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After having a number of teams conduct further validation and scoping on their respective projects in the Front End, a business is then able to ask of each one "Is it a problem worth solving?"
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Stage 1 of the GInI Innovation Management System is called The Innovation Funnel.
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One of the Program Leader's jobs in relation to Engagement is to select and deploy the engagement mechanisms most suited to special needs that arise from different functional groups and/or business units in the business.
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Throughout Stage 5 of the GInI InMS, the organization will have many opportunities for feedback loops (just as in Stage 4), where their learnings help them to either reinforce, redirect, or kill each project.
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Colloquially, the Front End of Innovation is referred to as Innovation’s First Mile.
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Engagement is what speeds up a business' innovation program and connects it with the people who give it life.
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In order to manage the different stakeholders to a given Innovation Project, the Project Leader must figure out what each stakeholder’s motivations are, and how to thereby leverage those to achieve, overall, what needs to be accomplished.
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The basic formula of a successful business is the storyline of a hero overcoming obstacles to save the day. For us as Innovators, that means what?
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As an Innovation Project Leader, the Innovation Manager would generally function as both a steadfast and reliable Leader, a situation that demands a very specific set of skills.
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Evaluation and Selection often happens at two or more levels. The second level is generally run by executives from across the business.
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The fifth step in the Design Thinking process serves as the junction between the Front End and Back End of Innovation.
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Organizations should be aware that in the Evaluation process of Stage 3 of the GInI InMS, the confidence level around certain metrics can be low given how far out in time they are from the present, and thus a certain amount of subjectivity and judgment will be inherent in the process.
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The second step for projects in the Front End is for the team to engage in further exploration and discovery work. This is aimed at gaining additional insights into both the problem space and the solution space they are dealing with.
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Technology Innovation is any new innovation that delivers greater value and/or a better customer experience as a direct consequence of using a new technology.
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Context in the GInI Breakthrough Innovation Method (the first step) gives a team a clear center point to focus on and boundaries in which to channel their efforts toward a particular outcome.
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In the fourth major step of the Design Thinking process, the activity associated with "Test" is testing solution prototypes.
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In order to become an effective innovator, one must embrace which of the following?
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As an Innovation Project Leader, the Innovation Manager would generally function as both an Internal and External Leader, a situation that demands a very specific set of skills.
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When initiating a brainstorming session, the facilitator would pose 2-3 questions to frame the challenge and thus establish the context for the session.
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Some of the commonly-used other types of Market Research include Sentiment Analysis, Brand Tracking, and Social Media Listening.
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In Stage 5 of the GInI InMS, the purpose of a Pilot is to provide a final grand opportunity for commercial validation of the concept, allowing the business to develop greater confidence that its hypothesis and solution were both valid, and thus the offering will be capable of scaling to its full expected potential.
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Cross-Industry Lateral Innovation Panels are private groups of businesses from different industries who from time to time host panel sessions together where each business sends one or more leaders to engage with peers on the panel for the purpose of cross-pollinating ideas with one another. This tends to produce highly lateral thinking around different ways of doing things—aka lateral approaches. These individuals then return to their respective organizations and use their new insights as fresh fodder for the Innovation Funnel.
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TESTED 03 Apr 2025
