Over the course of nearly two decades of working with large scale companies, I’ve been fortunate to work with amazing people at the category leaders in the world, including people at Amazon, Google, GSK, Samsung, Airbus, Nike, and more — but there has been a common dilemma facing all these companies — the internal innovation chasm.
The design, product, and innovation leaders I’ve worked with have frequently been swimming upstream in their mandate — being told the company demands and supports radical, user-driven innovation, while the reality they face is that innovation of new products and experiences is mostly achieved in non-disruptive, linear approaches. This is not because linearity is what companies or the leaders desire, but because they don’t have the means to prove that taking a leap will pay off.
Their reality includes:
Design and product strategies may help us establish goals of where we’d like our products to be and what problems they’ll solve, but, more often than not, our path is defined by setting a work-back trajectory of how to include features one at a time rather than visionary strategy. This forgoes a true leap to a version 2.0, and should be seen more as a perpetual march to version 1.x.
While serious resources can be spent on creative vision, rarely is anyone given the tools to properly test an idea in-market quickly at high fidelity. Even more rarely can teams figure out how to get their vision to market fast and continue to build and perfect it with the confidence of their company behind them.
This all gives context to the questions my team at Noodl and I have been asking ourselves:
If you are interested to read a little more about our thoughts on how continuous design and development can help address these challenges