Management Innovation
Sugandha
307W20-Mid-TermExam.pptxMID-TERM EXAM
Managing innovation W20
Kevin greenwood, MBA
1
2
MID-TERM EXAM
TAKE HOME
What: Discussion Paper + Customer Immersion and Solution Canvases – see Moodle.
Page Limit: No more than five pages excluding your Customer Immersion Canvas and your Solutions Canvas.
K.M. Greenwood
2
3
MID-TERM EXAM
PICK A TOPIC.
IMAGINE A SOLUTION. USE THE INNOVATOR’S METHOD.
WRITE UP YOUR FINDINGS.
INCLUDE CANVASES.
Poverty
Hunger
Health and Well-being
Quality Education
Gender Equality
Clean Water & Sanitation
Affordable Clean Energy
Sustainable Cities
Responsible Consumption
Climate Action
DUE MARCH 20TH BY MIDNIGHT. MOODLE.
TOPICS
K.M. Greenwood
3
4
SOLUTIONS CANVAS
HOW TO MAKE THIS WORK
K.M. Greenwood
4
5
SOLUTIONS CANVAS
HOW TO MAKE THIS WORK
K.M. Greenwood
5
CUSTOMER PERSONAS
Bring your customer(s) to life--using images, sketches, and
other visual elements to describe who they are, what they do and care about, and
how they think.
Describe three characteristics or behavioural traits of your
customer, along with a descriptive name and title,
indicating their background and role.
Pro-tip: Be as specific as possible, the more detailed you
are, the easier it will be to empathize and identify with
them.
TOP SOCIAL JOBS Describe the customer’s top three
social jobs-to-be-done.
TOP EMOTIONAL JOBS Describe the customer’s top three
emotional jobs-to-be-done.
TOP FUNCTIONAL JOBS Describe the customer’s top three
functional jobs-to-be-done
CUSTOMER QUOTES Record actual customer quotes from
the field--helping to describe the customer’s true sentiments,
frustrations, desires, opinions, etc.
JOURNEYLINE Visual map of the steps your customer
takes to achieve an outcome
STEPS & EMOTIONS Label the various points in the
process and describe the emotions of your customers at this point in the
journeyline.
PAIN & DELIGHT POINTS Describe the top paint points,
frustrations, and challenges that you customer faces at each step in his/her
journey.
CUSTOMER IMMERSION CANVAS Team Members Project Name
Copyright © 2014 Innovator’s DNA • All Rights Reserved
Foothold Customer Persona Customer Persona 2 Customer Persona 3 Customer Persona 4
1 5
JOURNEYLINE STEP
EMOTIONS
2 3 4
Visual of the Customer Persona (pictures, sketches, storyboards, etc.)
Three specific characteristics or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona (pictures, sketches, storyboards, etc.)
Three specific characteristics or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona (pictures, sketches, storyboards, etc.)
Three specific characteristics or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona (pictures, sketches, storyboards, etc.)
Three specific characteristics or behavioural traits
NAME:
TITLE:
JOURNEYLINE STEP
EMOTIONS JOURNEYLINE
STEP EMOTIONS
JOURNEYLINE STEP
EMOTIONS JOURNEYLINE STEP
EMOTIONS
Open minded to new ways of business, not a digital native
Teresa
Audit Partner
Paul
Entrepreneur/Business Owner
Gwendolyn
Audit Consultant
Professional detail oriented, in charge career, Global
High focus on team but budget a constant concern
Digital native, still learning processes and procedures
Wants to work on new things, current role “mechanical”
Ambitious, Impression - oriented
Successful, dynamic
Financially literate, operationally focused
Not a digital native but understands digital environ.
Seen as successful and admired
“Working on the same basic tasks daily really gets me down. When I get to do new things I feel energized like I really want to come to work”
“Although I understand the need for an audit I really wish it could be less painful. It takes a lot of effort and energy away from running my business and is expensive.”
Feel Confident in the completed audit
Less pressured by time
Feel that his company is financially secure
Feel like auditors are not “out-to- get-him”
Acknowledged as financial peer by auditors
Audit carried out in a diligent way
Audit complies with all legal and financial requirements
Easily obtain complete and clear client information
Be seen as a high quality professional by the client
Viewed as a manger who allows her team to grow
Seen as a rising star within the company
Feel in control of the activities she performs
Appreciated by clients for her efforts
Clients views her as a competent and professional auditor
Audit activities e.g. inventory, credit control performed quickly but precisely
Clear and efficient client interactions
Coach Comment: Be clear as to why you have chosen your foothold customer persona, in this example Teresa is both the decision maker and use but at times these may be different
Coach Comment: Social Jobs should focus on how the customer will seem to others. Teresa wants to viewed positively by the client.
Coach Comment: Emotional jobs should focus on how the customer will feel. Teresa wants to feel confident and less pressured.
Coach Comment: Customer Quote should portray customer emotions about their problems, their needs and their ideal experience
CUSTOMER
PERSONAS
Bring your customer(s) to
life--using images, sketches, and
other visual elements to
describe who they are, what
they do and care about, and
how they think.
Describe three characteristics
or behavioural traits of your
customer, along with a
descriptive name and title,
indicating their background and
role.
Pro-tip: Be as specific as
possible, the more detailed you
are, the easier it will be to
empathize and identify with
them.
TOP SOCIAL JOBS
Describe the customer’s top three
social jobs-to-be-done.
TOP EMOTIONAL JOBS
Describe the customer’s top three
emotional jobs-to-be-done.
TOP FUNCTIONAL JOBS
Describe the customer’s top three
functional jobs-to-be-done
CUSTOMER QUOTES
Record actual customer quotes from
the field--helping to describe the
customer’s true sentiments,
frustrations, desires, opinions, etc.
JOURNEYLINE
Visual map of the steps your customer
takes to achieve an outcome
STEPS & EMOTIONS
Label the various points in the
process and describe the emotions of
your customers at this point in the
journeyline.
PAIN & DELIGHT POINTS
Describe the top paint points,
frustrations, and challenges that you
customer faces at each step in his/her
journey.
CUSTOMER IMMERSION CANVAS
Team Members Project Name
Copyright © 2014 Innovator’s DNA • All Rights Reserved
Foothold Customer Persona
Customer Persona 2
Customer Persona 3 Customer Persona 4
1 5
JOURNEYLINE
STEP
EMOTIONS
2 3 4
Visual of the Customer Persona
(pictures, sketches, storyboards, etc.)
Three specific characteristics
or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona
(pictures, sketches, storyboards, etc.)
Three specific characteristics
or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona
(pictures, sketches, storyboards, etc.)
Three specific characteristics
or behavioural traits
NAME:
TITLE:
Visual of the Customer Persona
(pictures, sketches, storyboards, etc.)
Three specific characteristics
or behavioural traits
NAME:
TITLE:
JOURNEYLINE
STEP
EMOTIONS
JOURNEYLINE
STEP
EMOTIONS
JOURNEYLINE
STEP
EMOTIONS
JOURNEYLINE
STEP
EMOTIONS
Open minded to
new ways of
business, not a
digital native
Teresa
Audit Partner
Paul
Entrepreneur/Business Owner
Gwendolyn
Audit Consultant
Professional
detail oriented,
in charge
career, Global
High focus on
team but budget
a constant
concern
Digital native,
still learning
processes and
procedures
Wants to work
on new things,
current role
“mechanical”
Ambitious,
Impression -
oriented
Successful,
dynamic
Financially
literate,
operationally
focused
Not a digital
native but
understands
digital environ.
Seen as
successful
and admired
“Working on the same basic tasks daily really
gets me down. When I get to do new thingsI
feel energized like I really want to come to
work”
“Although I understand the need for an auditI
really wish it could be less painful. It takes a lot
of effort and energy away from running my
business and is expensive.”
Feel
Confident in
the completed
audit
Less
pressured by
time
Feel that his
company is
financially
secure
Feel like
auditors are
not “out-to-
get-him”
Acknowledged
as financial
peer by
auditors
Audit
carried out
in a diligent
way
Audit complies
with all legal
and financial
requirements
Easily obtain
complete and
clear client
information
Be seen as a
high quality
professional
by the client
Viewedas a
manger who
allows her
team to grow
Seen as a
rising star
within the
company
Feel in
control of the
activities she
performs
Appreciated
by clients
for her
efforts
Clients views her
as a competent
and professional
auditor
Audit activities
e.g. inventory,
credit control
performed quickly
but precisely
Clear and
efficient
client
interactions
CoachComment:Beclearastowhyyouhave
chosenyourfootholdcustomerpersona,inthis
exampleTeresaisboththedecisionmakeranduse
butattimesthesemaybedifferent
CoachComment:SocialJobsshould
focusonhowthecustomerwill
seemtoothers.Teresawantsto
viewedpositivelybytheclient.
CoachComment:Emotionaljobs
shouldfocusonhowthecustomer
willfeel.Teresawantstofeel
confidentandlesspressured.
CoachComment:CustomerQuote
shouldportraycustomeremotions
abouttheirproblems,theirneeds
andtheiridealexperience
SOLUTIONS CANVAS Project Name Team Members
START SELECTED SOLUTIONS
ASSUMPTIONS Write out a list of assumptions associated with your selected solution. Then determine level of uncertainty and importance by circling either low, medium, or high.SOLUTIONSTORMING
Brainstorm a list of various solutions that solve the jobs-to-be-done of your target customers. Remember the 1:7 ratio--it takes ~7 ideas to find a good one that will stick.
TOP POTENTIAL SOLUTIONS
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
IMPORTANCE LOW MEDIUM HIGH
UNCERTAINTY LOW MEDIUM HIGH
TYPE OF UNCERTAINTY DEMAND TECHNICAL EXTERNAL
In situations of uncertainty (demand, technical, economic, or environmental), use these Build-
Measure-Learn loops to validate and iterate on your Problem, Solution, and Business Model
EXPERIMENTING Place a single 3x3 sticky note in each box.
Proceed down each TEST column. Record your progress over time
1
2
3
4
5
6
HYPOTHESIS A specific, measurable description of your Leap of Faith Assumption. If we do X, then Y% of customers will behave in way Z
PROTOTYPE & EXPERIMENT Create a prototype and experiment that you can run as quickly and cheaply as possible. Don’t just confirm, learn. Include ways to capture surprises, as well as real behaviors important to your idea.
TARGET METRIC Commit to a minimum success threshold.
Choose a number high enough to get you and your team excited if true, and relative to the experiment you are conducting.
ACTUAL RESULTS What actually happened?
Record the actual metrics generated during your experiment, paying close attention to new behaviors and surprises
INSIGHT & JOBS What jobs-to-be-done did you observe?
Record your findings on the stakeholder’s function, social, and emotional jobs. Remember to begin with a starter phrase such as “Help me to ____________.”
DECISION Take your next step - move forward
Look for a trend in your evidence over time. No single experiment holds all the answers. Iterate? Persevere? Pivot?
Run your experiments as quickly and frugally as possible.
What new evidence did you generate?
Is your decision based on the evidence you generated?
LEAP OF FAITH
ASSUMPTION
LEAP OF FAITH
ASSUMPTION
Something accepted as true without evidence. The most critical assumption you are making about your idea at this time, for which you have the least amount of evidence.
TEST
Discuss what you learned.
Launch your experiment. Launch your experiment. Launch your experiment. Launch your experiment. Launch your experiment.
Discuss what you learned. Discuss what you learned. Discuss what you learned. Discuss what you learned. Discuss what you learned.
Go to next test Go to next test Go to next test Go to next test Go to next test Go to next test
Launch your experiment.
TEST TEST TEST TEST TEST
Copyright © 2014 Innovator’s DNA • All Rights Reserved
VISION Short, customer-insight-driven vision for problem you will solve
CUSTOMER PERSONA A vignette of your target customers’ functional, social, and emotional needs
SOLUTION A short description of the solution you have developed, along with the prototype you have created
BUSINESS MODEL The key elements of your solution that will create, deliver, and capture value
Create specialised data collection teams to be deployed at client pre audit
Platform for audit professionals to remotely audit clients
Programme that client feeds data into and they receive a report
Software is able to interact with the ERP of Clients, suppliers, banks etc
At least 5 of 10 (50%) Partners say they would use software
8 Audit Partners (80%) said they would use software
Persevere Need to understand the will to invest
Communicate investment amount for test version available, 70% willing to invest
4 of 5 (80%) have at least one common piece of
compatible software
2 of 5 (40%) have at least one common piece of software that is
compatible
Coach Comment: We will need to retest investment appetite of new product, so we begin the initial testing again
Coach Comment: Make sure you identify the real problem, in this case the problem is the time constraints imposed by growing audit complexity. How can we give the audit team more time?
Coach Comment: Be clear as to why you have chosen your foothold customer persona
Coach Comment: Your hypothesis needs to be measurable e.g. 90% of software should be compatible. The result should be the actual measurement of your hypothesis
Coach Comment: Theses are the key assumptions on which the success of your solution is based
Coach Comment: Have a strong and logical explanation as to why these are the top solutions
Coach Comment: This should be the minimum actable metric so if it s not met the experiment fails.
Coach Comment: Participants may not have time during the course to get results for their experiments, but these should drive the decision.
SOLUTIONS CANVAS
Project Name Team Members
START
SELECTED
SOLUTIONS
ASSUMPTIONS
Write out a list of assumptions associated
with your selected solution. Then
determine level of uncertainty and
importance by circling either low, medium,
or high.
SOLUTIONSTORMING
Brainstorm a list of various solutions that solve the
jobs-to-be-done of your target customers. Rememberthe 1:7
ratio--it takes ~7 ideas to find a good one thatwill stick.
TOP POTENTIAL SOLUTIONS
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
IMPORTANCE
LOWMEDIUMHIGH
UNCERTAINTY
LOWMEDIUMHIGH
TYPE OF UNCERTAINTY
DEMANDTECHNICALEXTERNAL
In situations of uncertainty (demand, technical,
economic, or environmental), use these Build-
Measure-Learn loops to validate and iterate on your
Problem, Solution, and Business Model
EXPERIMEN TING
Place a single 3x3 sticky note in each box.
Proceed down each TEST column.
Record your progress over time
1
2
3
4
5
6
HYPOTHESIS
A specific, measurable description of your Leap
of Faith Assumption.
If we do X, then Y% of customers will behave in
way Z
PROTOTYPE & EXPERIMENT
Create a prototype and experiment that you
can run as quickly and cheaply as possible.
Don’t just confirm, learn. Include ways to
capture surprises, as well as real behaviors
important to your idea.
TARGET METRIC
Commit to a minimum success threshold.
Choose a number high enough to get you
and your team excited if true, and relative to
the experiment you are conducting.
ACTUAL RESULTS
What actually happened?
Record the actual metrics generated during
your experiment, paying close attention to
new behaviors and surprises
INSIGHT & JOBS
What jobs-to-be-done did you observe?
Record your findings on the stakeholder’s
function, social, and emotional jobs.
Remember to begin with a starter phrase
such as “Help me to ____________.”
DECISION
Take your next step -move forward
Look for a trend in your evidence over time.
No single experiment holds all the answers.
Iterate? Persevere? Pivot?
Run your experiments as quickly and frugally as possible.
What new evidence did you generate?
Is your decision based on the evidence you generated?
LEAP OF
FAITH
ASSUMPTION
LEAP OF
FAITH
ASSUMPTION
Something accepted as true without evidence.
The most critical assumption you are making
about your idea at this time, for which you
have the least amount of evidence.
TEST
Discuss what you learned.
Launch your experiment.Launch your experiment.Launch your experiment.Launch your experiment.Launch your experiment.
Discuss what you learned.Discuss what you learned.Discuss what you learned.Discuss what you learned.Discuss what you learned.
Go to next testGo to next test
Go to next test
Go to next test
Go to next test
Go to next test
Launch your experiment.
TESTTESTTESTTESTTEST
Copyright © 2014 Innovator’s DNA • All Rights Reserved
VISION
Short, customer-insight-driven vision for problem you will solve
CUSTOMER PERSONA
A vignette of your target customers’ functional, social, and emotional
needs
SOLUTION
A short description of the solution you have developed, along with
the prototype you have created
BUSINESS MODEL
The key elements of your solution that will create, deliver, and capture
value
Createspecialised
data collection
teams to be
deployed at client
pre audit
Platform for
audit
professionals to
remotely audit
clients
Programme that
client feeds data
into and they
receive a report
Software is able
to interact with
the ERP of
Clients, suppliers,
banks etc
At least 5 of
10 (50%)
Partners say
they would
use software
8 Audit
Partners
(80%)said
they would
use software
Persevere
Need to
understand
the will to
invest
Communicate
investment
amount for test
version available,
70% willing to
invest
4of 5 (80%)
have at least one
common piece of
compatible
software
2of 5 (40%)
have at least one
common piece of
software that is
compatible
Coach Comment: We will
need to retest investment
appetite of new product,
so we begin the initial
testing again
Coach Comment:Make sure you identify
the real problem, in this case the problem
is the time constraints imposed by
growing audit complexity. How can we
give the audit team more time?
Coach Comment: Be clear as to why you have
chosen your foothold customer persona
Coach Comment:
Your hypothesis
needs to be
measurable e.g. 90%
of software should be
compatible. The
result should be the
actual measurement
of your hypothesis
Coach Comment:Theses are the key assumptions
on which the success of your solution is based
Coach Comment: Have a strong and
logical explanation as to why these
are the top solutions
Coach Comment: This
should be the minimum
actable metric so if it s not
met the experiment fails.
Coach Comment:
Participants may not have
time during the course to
get results for their
experiments, but these
should drive the decision.
