InnovationTemplate / formBeta briefWhat must a beta learn, from whom, under what controls, and by when?
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InnovationTemplate / formBeta briefWhat must a beta learn, from whom, under what controls, and by when?
InnovationFramework / modelStage gate new product developmentHow can stage gate new product development support strategic choice or positioning?Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
InnovationTemplate / formProduct requirements documentWhat behavior, requirements, boundaries, edge cases, and validation criteria define the product?
InnovationTemplate / formProduct briefWhat are we building, for whom, why now, and how will we know it works?
InnovationTemplate / formResearch briefWhat decision should research inform, for whom, and with what method and constraints?
InnovationTemplate / formSurvey briefWhat outcome, population, instrument, and decision logic should govern a survey?
InnovationTemplate / formResearch insights reportHow should research findings connect evidence to implications and decisions?
InnovationTemplate / formBeta scorecardIs a beta producing credible learning and meeting its exit criteria?
InnovationTemplate / formPilot debriefWhat did a pilot prove, fail to prove, and imply for scale, redesign, or stop?
InnovationTemplate / formPilot planWhat hypothesis, audience, scope, operating model, measures, and decision criteria should govern a pilot?
InnovationTemplate / formShaping checkpointIs an opportunity sufficiently understood and bounded to enter product development?
InnovationTemplate / formExperience-measurement pilot rubricIs a new experience measure valid, useful, lightweight, and operationally sustainable?
InnovationTemplate / formBeta exit criteriaWhat evidence is required to expand, extend, pause, or stop a beta?
InnovationTemplate / formUser-experience capability scorecardWhich capabilities meet user needs and feel easy to use, and what drives the result?
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
InnovationTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Understand how the business environment may change.
InnovationProcess / methodHype cycleHow can hype cycle support strategic choice or positioning?Use a Hype Cycle to structure discussion about an emerging technology’s evidence, maturity, uncertainty and possible timing. It can inform the scale and type of learning investment, but it cannot by itself predict returns or determine when to buy.
InnovationFramework / modelDisruptive innovationWhen and how should disruptive innovation be applied?Use the theory to examine how a well managed incumbent can still be displaced. Established firms often see the emerging technology, but their customers, margins, processes and resource allocation rules make the early opportunity unattractive. A start up with a different cost structure and value network can pursue it.
InnovationFramework / modelThe seven domains assessment model for entrepreneursHow can the seven domains assessment model for entrepreneurs support strategic choice or positioning?Assess an opportunity before committing heavily to launch.
InnovationKPI / metricStrategic IT-alignment modelHow should strategic it-alignment model be measured and interpreted?Apply the model when technology is material to delivering or changing the business strategy. IT strategy should not be designed or altered in isolation; alignment must be managed across external choices and internal operating arrangements.
InnovationFramework / modelInnovation circleWhen and how should innovation circle be applied?Use the circle to create an end to end view of a product, service or process innovation, clarify handoffs and prevent teams from treating launch as the end of innovation management. It is particularly helpful when creative work and operational integration are disconnected.
InnovationFramework / modelThe Open Group Architecture Framework (TOGAF®)How can the open group architecture framework (togaf®) support strategic choice or positioning?Use TOGAF to align business operations and technology with current and future objectives. The enterprise architecture acts as a governed blueprint for processes, information, applications and infrastructure. The classic model examines four connected domains:
InnovationFramework / modelDiffusion modelWhen and how should diffusion model be applied?Use the Bass model when forecasting adoption, sales or installed base growth for a genuinely new product, technology or service with limited historical demand data. It can support production, capacity and launch planning.
InnovationFramework / modelDiffusion of innovationWhen and how should diffusion of innovation be applied?Use it to plan the launch and growth of new products or services.
InnovationProcess / methodProduct development lifecycleWhat sequence of strategy, definition, design, build, validation, and launch should a team follow?
InnovationTemplate / formInformation Technology Infrastructure Library (ITIL®)How can information technology infrastructure library (itil®) support strategic choice or positioning?Use ITIL when digital services depend on repeatable management practices across people, partners, technology and workflows. It is relevant when an organisation needs to improve service quality, clarify ownership, manage incidents and changes, align technology work with business outcomes or create a common service management language.
InnovationFramework / modelBrain-friendly brainstormingWhen and how should brain-friendly brainstorming be applied?Use it when a group needs a broad set of possible solutions quickly and hierarchy might otherwise narrow participation.
InnovationFramework / modelBrainstormingWhen and how should brainstorming be applied?To help an individual or team generate a varied pool of ideas.
InnovationFramework / modelBeta decision treeShould a product use an internal test, limited beta, broad beta, or general release?Use the beta decision tree when people working on launch and beta operations are using different mental models for risk questions, learning need, and participant exposure, and that difference is changing choices or coordination.
InnovationKPI / metricCustomer research evidence metricsIs the customer evidence behind active decisions current and sufficiently representative of the priority research space?
InnovationFramework / modelDesign thinkingHow can design thinking improve people, teams, or organisational effectiveness?Use it to understand how innovation can emerge in an organisational setting.
InnovationFramework / modelSCAMPERWhen and how should scamper be applied?Use SCAMPER to generate alternatives or improve an existing product, service, process, control, experience or business model.
InnovationFramework / modelChallenging assumptionsHow can challenging assumptions improve people, teams, or organisational effectiveness?Use it to redesign a process, system, service, product or machine that has become constrained by familiar practice.
InnovationFramework / modelOpen innovationHow can open innovation support strategic choice or positioning?To develop products, services or technologies more quickly or effectively.
InnovationFramework / modelPMI (plus, minus, interesting)How can pmi (plus, minus, interesting) support strategic choice or positioning?Use PMI to develop a new idea or examine one that is being dismissed too quickly.