Sua equipe precisa inovar. Quais são as melhores ferramentas para gerenciar seu fluxo de trabalho?

Imagination is persuasive and essential. "Can you imagine?" This comes before vision and wy it matters. For me, no such thing as a "bad" idea as they are only ideas, they are worth nothing. It's when the ideas collide (imagination) that perhaps an opportunity may emerge. There many tools for innovation that are inter connected and they work! I have found that the most powerful models operate in the macro environment, not the market place as we are always taught. The market place is complicated, the "big picture" or macro environment is terrifying. Politics, economy, society, technology, mega trends and global plays. Innovation is really about how to enter, survive and thrive. Proactive, not reactive!

A empresa precisa definir suas prioridades e separar os times que se dedicam à operação daquele voltado à transformação. A inovação deve ser um bloco prioritário, destacado e independente dentro da empresa. É fundamental separar as equipes responsáveis pelo crescimento do núcleo de negócios já existente daquelas encarregadas de olhar para o futuro e desenvolver novos negócios. Identificar as verdadeiras forças da empresa e focar nas áreas adjacentes ao seu core business é essencial.

In my opinion, the SMART framework is way too specific to frame your innovation goals. When things are so clear that you can complete the SMART framework, it's more operation than innovation. I'd rather go for the Golden Circle framework by Simon Sinek: The WHY is your Big Hairy Audacious Goal (BHAG) and works as a north star for your innovators. Like how SpaceX envisions a Mars where humans can live, work, and build a new society. The HOW are your hunting grounds or search areas within your BHAG. They exist where your strategic objectives and future trends overlap, and offer opportunity of growth. These areas provide further guidance to your team about what kind of ideas you're looking for. [con'd]

Es gibt kein Tool für eine gute Innovation, wenn man selbst nicht von der Idee überzeugt ist und nicht den Willen hat diese am Ende umzusetzen. Viele gute und neue Ideen entstehen auch durch puren Zufall im Alltag, welche man vermutlich nicht mit einem klassischen Innovationsfunnel und Scouting entdecken würde. Manchmal muss man auch einfach anfangen und nicht zu akademisch denken. Die Bereitschaft die eigene Blase zu verlassen, sich in andere hineinzuversetzen und zu überlegen, mit welchem Werkzeug man das Problem lösen kann, sind für mich die wichtigsten Bausteine für die Entwicklung innovativer Produkte. Ein offener Geist definiert ein Ziel schneller als man manchmal denkt.

Ao aplicar a estrutura SMART, você aumenta a probabilidade de sucesso, pois os objetivos tornam-se mais claros, mensuráveis, realistas, relevantes e orientados pelo tempo. Essa abordagem contribui para um processo mais estruturado e gerenciável, facilitando o acompanhamento do progresso e a adaptação conforme necessário. Existem várias ferramentas de inovação que auxiliam na etapa de definição de objetivos. Escolha as ferramentas que melhor se adequam às necessidades da sua equipe e organização. A combinação de ferramentas pode proporcionar uma abordagem abrangente para a definição de objetivos inovadores.

Existem muitos métodos e ferramentas para impulsionar a inovação. Um funil de inovação com fases claras, por exemplo, permite estabelecer hipóteses e explorar adjacências aos negócios por meio de pesquisas secundárias trazendo uma abordagem estratégica para compreender as possibilidades e identificar oportunidades. No entanto, é importante reconhecer que nenhum método ou ferramenta garante o sucesso por si só. Para promover a inovação, é necessária uma cultura que encoraja a experimentação, celebra a diversidade de ideias e aceita o risco como parte do processo. Ao criar um ambiente que valoriza a criatividade, a aprendizagem contínua e a busca por soluções inovadoras, as equipes se tornam aptas a utilizar as ferramentas de maneira eficaz.

Challenge yourself, discover new domains, new knowledge, new science, new technology to spark your ideas. Find a space where only your brain is active, the best one is probably under the shower. Just try it, stay long enough isolated and think.

Think out of the box, also don't be afraid to try again ideas that in the past you already try. All ideas are important by any chance don't let anyone of your team think he can't speak freely. And finally great ideas come from the must humble individual.

As I wrote down at paragraph 1 already, it's highly important to create a clear problem definition to source ideas on. SCAMPER is a good method to review your problem from multiple dimensions, and create a compelling questions in line with your true objectives.

In my experience, basic design thinking principles apply. Organisations too often think of point solutions and believe they know the problem. It’s not until they put themselves into the experience of the persona that they understand where the experience curve dips below the baseline and discover the right focus for innovation. Reimagining an entire experience has its place, but it isn’t always necessary.

Besides this Impact-Effort matrix, which is very useful, ideas also need to be prioritized based on the specific criteria set for your innovation effort. Make sure to define these upfront (they again help further frame your problem definition or ideation question) and thus create further clarity on what kind of ideas you're looking for. Also, sharing criteria upfront makes it easier to deprioritize (deactivate, archive, compost, etc.) ideas that you don't want to continue with.

The best way to prioritize ideas is to perform experiments on your ideas. Start with simple and cheap experiments for many ideas, and increase experiment effort for those with a positive result. This gives you data-driven insights into the desirability, feasibility, and viability of an idea and prevents gut-based decision-making. Using the opinions of decision-makers (e.g., to create an Impact-Effort matrix) can be a good initial filter, but you want commitment from your potential end users before investing big time.

A Matriz de Impacto-Esforço é essencial na jornada da inovação. Ao categorizar ideias em quadrantes de impacto e esforço, ela revela oportunidades estratégicas. É importante focar em quick-wins, identificando ideias de alto impacto e baixo esforço para obter resultados tangíveis. Essa abordagem evita investimentos excessivos em situações de incertezas. Sua representação visual simplificada facilita a comunicação eficaz, essencial para envolver todas as partes interessadas. Em suma, a Matriz de Impacto-Esforço guia a seleção de ideias, orientando a alocação inteligente de recursos e impulsionando a inovação alinhada aos objetivos estratégicos.

The most effective way to prioritize ideas involves focusing on rapid experimentation and quick validation: pretotyping. Prioritization in pretotyping hinges on selecting ideas that can be swiftly translated into simple, low-cost pretotypes for immediate testing in the market. It requires identifying concepts that can be quickly pretotyped to gather valuable data and validate or disprove assumptions without extensive investment. By using a systematic approach that emphasizes rapid pretotyping and experimentation, businesses can efficiently assess which ideas hold the most promise and potential for further development, saving time and resources in the innovation process.

Multiple frameworks can help you: Impact-Effort, Impact-Confidence-Ease, MoSCoW, RICE model, Kano model. And so. The important thing is understanding the problem and assessing the value of the solutions. Are you actually solving the customer problem?. Later, add on understanding the feasibility and viability of your idea in terms of capabilities and value to the business. This can be done through analysis of benchmarks and previous experiences, or through fast iteration and experimentation (read The Lean Startup).

Visualizing ideas and starting to “feel” them in space is the best motivator and filter. Teams get energized by the possibility of turning ideas in tangible products/services. Only one risk to avoid….don’t fall in love with the ideas….you might grow blind!

"Failing fast" is the secret sauce for innovation. Hence building a bare minimum prototype that allows you to test your hypothesis with real customer helps you innovate faster and cost effectively. It also allows you to be iterative and unordered reduces your time to market

In the prototype stage, we'll focus on the core features essential to solving the main problem. Our aim is to create a basic, functional version, free from unnecessary complexities. This approach prioritizes direct alignment with our goals and encourages simplicity. We'll also embrace an iterative process, continuously refining the prototype based on user feedback. By actively seeking and quickly integrating these insights, we ensure our concept's feasibility and desirability before advancing to full-scale development. This method streamlines our innovation efforts, ensuring they're both effective and focused.

In the Prototype phase, defining assumptions, key performance indicators (KPIs), and a robust testing plan upfront is crucial. It ensures alignment on goals, helps measure success, and guides the design and evaluation of the Minimum Viable Product (MVP). This proactive approach enhances the efficiency of testing iterations and validates assumptions early, saving valuable time and resources.

MVP is great but what you really need is a MLP (Most Loveable Product) of you don't love your product how can you expect others to do so... Add this EQ touch.

Feedback loop everything you do! From idea to product. But don't get confined by the feedback. Sometimes the ones having disruptive ideas don't find an audience at first. It takes vision and courage to maintain your ideas.

O ciclo BML é essencial para manter a centralidade nas necessidades do cliente na inovação. Iniciando com a "Construção Centrada no Cliente", o ciclo garante que o MVP seja construído alinhado às reais exigências do mercado. O estágio "Mensuração Orientada por Resultados" coleta dados de desempenho e proporciona insights sobre a eficácia da solução em atender às necessidades. O "Aprendizado Contínuo" permite ajustes conforme as expectativas do mercado evoluem, garantindo flexibilidade para mudanças rápidas. Esse ciclo iterativo, ágil e orientado para a "Melhoria Contínua", assegura que as soluções evoluam para atender e superar as expectativas do cliente, estabelecendo uma mentalidade de busca pela excelência e inovação ao longo do tempo.

Uma dica valiosa é estabelecer rituais de gestão para a execução eficiente. Uma vez que aprofundamos as hipóteses, elas podem se transformar em projetos e, posteriormente, em novos negócios, que, esperamos, gerem receita para a empresa. Neste processo, vale considerar as complementaridades do negócio, o famoso 'make, buy or ally'. Afinal, ninguém faz nada sozinho e parceiros podem agregar conhecimento ou tecnologias. Feito isso, gosto de dizer que a contratação é fundamental, afinal, o que determina o sucesso de um projeto? As regras do jogo precisam estar claras para todos. Por fim, não perca de vista o funil de inovação. Ele pode e deve ser retroalimentado, tornando-se um ciclo virtuoso de novas hipóteses, projetos e potenciais negócios.

Depois de criar um modelo pequeno do seu projeto, o próximo passo é torná-lo ainda melhor. Para isso, usamos algo que é como um jogo chamado loop Construir-Medir-Aprender. Primeiro, construímos uma parte do nosso projeto e, depois, mostramos para as pessoas para ver o que elas acham. Prestamos atenção em tudo que nos dizem e medimos como o projeto está indo. É como um cientista fazendo um experimento e observando os resultados. Então, com tudo que aprendemos, voltamos e fazemos mudanças para melhorar. É um ciclo: construir, medir, aprender e depois construir de novo, mas melhor. Não tenha medo de mudar suas ideias com base no que você aprende. Assim, seu projeto vai ficar cada vez melhor e mais perto do que as pessoas querem e precisam!

Pivotar es la forma de refinar nuestra solución. Para ello debemos construir, medir la respuesta de nuestros usuarios y aprender de su respuesta para volver a iterar rediseñando soluciones que volvemos a medir y a aprender de nuevo. Esto resulta en un refinamiento de las soluciones planteadas y una mayor adecuación entre nuestra propuesta de valor PV y las necesidades de los clientes.

He aprendido que la técnica del storytelling es útil para aplicar al momento de comunicar una idea, pero también aprendí que el contenido de forma y fondo de ese de tenido cambia según el público objetivo. Una idea explicada a un inversionista requiere un contenido distinto si lo explico a quien me va a comprar el producto, pero en ambos casos preparo ese contenido con las herramientas del storytelling.

I would suggest that Communicating Ideas via storytelling not be a separate phase that comes at such a later stage but that it is something that brings the audience/user in from the very beginning. You have to be communicating with your audience right at the beginning when trying to understand what the real problem/need is and exploring insights that inspire innovative solutions which align with the values of the end user. In this way, you avoid having to "persuade" them adopt it. They should have been a thought partner all along such that whatever is built is easy/natural for them to adopt.

Talk to the customer. Ask for the Jobs to be done. What customer's problem you want to solve. Which are the needs of the customer Who are the customer

In my experience, you can leverage on the storytelling method by crafting a compelling narrative that addresses your audience's pain points, evokes emotions, and connects with their values. Keep it simple, use visuals, and support your story with data. Highlight the positive impact of your solution and encourage audience engagement. Practice and adapt your storytelling approach to different audiences. The goal is to create a memorable and persuasive narrative that captures attention, builds trust, and inspires action ;)

Storytelling shouldn’t only Beginn with you product but is a critical skill for driving innovation in general. Innovation means doing something differently than before. So to convince people to change and leave their comfort zone, you need to start storytelling right front the beginning. And to quote Simon Sinek: always start with the why.

Above all other point, key is to create the right mindset, skillset and toolset for your people. Make sure that they dare to speak up and experiment, that they have the skills to properly interview end users, and that they get the tools, time and money to innovate. Make sure you give them the trust to be the CEO of their own idea and turn your employees into an "army" of internal entrepreneurs that are all working on innovations that matter to your organization. Like Kaihan Krippendorff said: "Of the top 10 sources of innovation, employees are the only resource that you can control and access that your competitors cannot. Employees are the one asset you have that can actually be a sustainable competitive advantage."

Innovation requires an open exchange of different perspectives. To drive innovation, you need to build a innovation Community internally and externally with people from different functions, backgrounds to approach the topics from different angles and ask questions and thinking about different ways to approach the known problems.

I would never be afraid to speak up and share ideas as a young professional at times, a fresh perspective and innovative thinking is all it takes to bring a loose idea into a flourishing creative that can improve team efficiency and expidite goal setting and value creation.

Innovation takes guts and takes being comfortable with the uncomfortable. For Executives and Leaders - innovation can be a buzz word but what it really is, is commitment. Don't start innovation if you are not committed to seeing something through, whether the outcome fails or succeeds. Get comfortable with the thought of making change, get comfortable with risk, and be committed to trying.

I recommend participating in events, webinars, and staying informed through articles and news. From my experience in strategy consulting, staying updated on innovations across industries is key. It's about being aware of current trends and advancements – this insight is invaluable, ensuring we don't just replicate what's already out there. We use these insights as inspiration or benchmarks in our projects, which is a great starting point for brainstorming or building business cases. Building upon existing knowledge and trends not only streamlines our workflow management but also opens doors to genuine innovation.