In this episode, we explore what is design, and why you should be deliberate about helping teams, and organizations invest in the design of their products and services.
Every product is designed. Design is an integral part of the product development process. Your customers perceive it when they interact with your product, so the question is: how deliberate are you at creating the experience your customers have when they interact with your product and/or service?
Read more to learn what were the key takeaways from this episode, while you listen to the show.
Critical design questions your team should be asking
Innovation is a topic that gets a lot of attention. There are innovation processes, specific creative games for teams to work with to seek innovative ideas. There’s the Lean Startup movement that tries to codify innovation-friendly processes, and there’s also the UX community pushing the argument that we need more innovation in software companies.
You’ve probably heard the same argument at work. We need to be more innovative to be competitive. Great! But how?
In this episode, we explore how leaders can set up their organizations for innovation. Ryan Jacoby helps us explore the how of that critical question: how can we be more innovative?
The first action you, and your organization need to take
Ryan describes an approach that aims to focus on the team and organization on the customer needs. His approach is simple and immediately actionable. First start by jotting down in plain language and from the point-of-view of the user/customer: what problems are you trying to solve for that customer? Select the top 3.
The other dimension of innovation is your organization’s goals. Define what it means to meaningfully grow the impact of the organization over 6 to 18 months. This growth could be in the number of customers, revenue growth, profit, etc.
Now you have the start of a growth strategy that is centered on customer needs and also directly linked to the company’s/organization’s growth. Next, we talk about innovation in practice.
The 7 responsibilities of an innovation leader
When it comes to putting innovation in practice, Ryan argues that there are 7 areas to take into account.
Define progress for your organization, in other words: what is the impact you seek and the growth in that impact factor
Set an innovation agenda by prioritizing the innovation problems to solve, user and customer groups you want to serve, nature type of innovation to pursue.
Create support teams that build the product
Cultivate the ingredients for success for innovation
Giving great feedback to teams: prepare and setup the feedback moments so that teams can learn quickly.
Reward progress (as defined in #1)
Ryan explains how he came to value these 7 responsibilities of an innovation leader by telling us his own story when he was responsible to help the New York Times grow their impact through innovative solutions.
Ryan’s book: lessons learned about each of the 7 responsibilities of an innovation leader
Ryan Jacoby, is the founder of MACHINE, a strategy, and innovation company that helps its clients Think Big and Act Small.
MACHINE clients over the years have included people responsible for growth and innovation at The New York Times, Marriott, Viacom, Etsy, Google, Nike, The Washington Post, Feeding America, Fresh Direct, NBC Universal, and The Knight Foundation.
Prior to founding MACHINE, Ryan led teams and relationships at the design and innovation firm IDEO. He was a founding member and location head of the IDEO New York office and built the Business Design discipline at the firm.
Ryan is also the author of the book named “Making Progress” with Sense and Respond press. A book he describes as “a tactical guide for you, the person charged with leading innovation”