{"id":29974,"date":"2023-09-29T13:37:40","date_gmt":"2023-09-29T11:37:40","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/?post_type=resources&#038;p=29974"},"modified":"2024-09-04T11:03:08","modified_gmt":"2024-09-04T09:03:08","slug":"8-tactics-for-better-innovation","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/8-tactics-for-better-innovation\/","title":{"rendered":"8 Tactics for Better Innovation"},"content":{"rendered":"\n<p><em>This article originally appeared on&nbsp;<a href=\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/microlearning\/\" target=\"_blank\" rel=\"noreferrer noopener\">Microlearning<\/a>, our bite-sized online solution for leaders and individual contributors.<\/em><\/p>\n\n\n\n<div style=\"height:20px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"700\" height=\"467\" src=\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation-700x467.jpg\" alt=\"\" class=\"wp-image-29975\" srcset=\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation-700x467.jpg 700w, https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation-250x167.jpg 250w, https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation-768x513.jpg 768w, https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation-120x80.jpg 120w, https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/uploads\/sites\/3\/2023\/09\/8-tactics-for-better-innovation.jpg 1374w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/figure>\n\n\n\n<div style=\"height:20px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n<p>Times like these call for quickly rethinking how your team does things. So, how can you surface new options, learn fast, and find better approaches?<\/p>\n<p>Try these tactics to experiment more systematically and effectively.<\/p>\n<h2>1. Focus on how your core users\u2019 needs are changing.<\/h2>\n<p>Understanding the lives and challenges of the people your team serves \u2014 whether they are internal or external customers \u2014 is the critical jumping-off point for imagining how to make things better for them. In times of great change, your core users\u2019 needs are likely changing, too. Your previous research and institutional knowledge about them might no longer apply or, at least, may need to be reconfigured.<\/p>\n<p>To ensure that your team\u2019s work stays aligned with your users\u2019 evolving needs, start by asking your team for their observations using questions like:<\/p>\n<ul>\n<li><em>\u201cHow have our end users\u2019 goals and pain points changed?\u201d<\/em><\/li>\n<li><em>\u201cWhat\u2019s most pressing for them right now \u2014 and of those things, which are most likely to remain important over time?\u201d<\/em><\/li>\n<li><em>\u201cWhat assumptions about them that we\u2019ve built up over time are now questionable?\u201d<\/em><\/li>\n<li><em>\u201cWhat data do we have to support these new observations?\u201d<\/em><\/li>\n<\/ul>\n<p>To supplement and validate your team\u2019s observations of your core users, consider short surveys, a handful of interviews, and\/or a focus group with them. <a href=\"https:\/\/uxdesign.cc\/design-research-why-are-5-participants-enough-for-ux-research-d1b38bfbc320\">Research suggests<\/a> that even small samples of users (as few as three to five) can provide surprisingly helpful insights that allow you to make good decisions, especially if you gradually build on what you learn by checking with users again during your innovation process to be sure you\u2019re on the right track.<\/p>\n<p>Be sure to keep your findings front and center as ideas swirl and gain momentum. Your users\u2019 needs can \u2014 and should \u2014 serve as a touchstone when debates arise over which potential changes are worth testing.<\/p>\n<h2>2. To spark ideas to test, look at what others have done.<\/h2>\n<p>Contrary to popular belief, breakthroughs are rarely 100 percent original. More often, they are small improvements on what\u2019s already been tried. For example, Apple\u2019s iPod wasn\u2019t the first MP3 player \u2014 it was the one with the best design.<\/p>\n<p>What existing concepts \u2014 within your organization and within and beyond your industry \u2014 can you and your team build on to better serve your users? To develop options, you can:<\/p>\n<ul>\n<li><strong>Reach out to peers who work in different departments of your organization (or in different organizations in your industry).<\/strong> What changes have they made or are they considering making? And what are those \u201cwe already tried but they didn\u2019t work\u201d ideas that you might reshape to succeed in the new reality? Maybe another company\u2019s sales team is bundling offerings in a way that you should be, too. Or maybe marketing\u2019s self-service kiosk concept that fell flat last year is worth revisiting.<\/li>\n<li><strong>Draw inspiration from innovation success stories in different industries.<\/strong> Musicians holding <a href=\"https:\/\/www.axios.com\/musicians-perform-on-video-game-platforms-f52dc0e6-5b91-4f0e-9606-e80b0e505efe.html\">concerts on video game platforms<\/a>, financial companies adding new services to help clients apply for relief loans, <a href=\"https:\/\/thehustle.co\/small-business-owners-great-recession-covid19\/\">a corporate floral company<\/a> rethinking its customer base and offering virtual bouquets \u2014 there are countless success stories to learn from in the current whirlwind of change.<\/li>\n<\/ul>\n<h2>3. Select ideas to test based on usefulness first \u2014 then feasibility.<\/h2>\n<p>Unless you have endless time and funds, you\u2019ll have to make some tough calls about which ideas are worth testing. Effective innovators often select ideas by considering how useful the proposed change will be for users and how feasible it is to implement, with a tendency to place greater value on usefulness: A really useful change that\u2019s hard to implement typically holds more promise than a feasible change that\u2019s not all that useful.<\/p>\n<p>For example, let\u2019s say you manage a help desk team for a new piece of remote-work software, and email volume has recently doubled. Users are experiencing long help desk wait times, and you worry that if wait times persist, poor service could drive away customers.<\/p>\n<p>To zero in on good options, list out all of your ideas and evaluate them by asking:<\/p>\n<ul>\n<li><strong>Which ideas seem <em>very useful<\/em> to your end users, but <em>not very feasible<\/em>?<\/strong> Maybe it would be extremely useful to build contextual help or software wizards into the product so that users get step-by-step guidance during their sessions. But your team doesn\u2019t have the time, skills, or budget to make that happen. Still, don\u2019t dismiss the idea outright. Consider modifying the idea to become more doable or devising a long-term, cross-team plan.<\/li>\n<li><strong>Which ideas seem <em>feasible<\/em>, but <em>not very useful<\/em>?<\/strong> Maybe it\u2019s easy to use the small budget you have to hire a contractor to help field users\u2019 emails. But that hire wouldn\u2019t know the intricacies of your product as well as your team does and would potentially drain team productivity for training and support. Meanwhile, users could become even more frustrated if their first interaction is with someone who couldn\u2019t help them quickly.<\/li>\n<li><strong>Which ideas seem <em>both useful and feasible<\/em>?<\/strong> Maybe team members could write short instruction guides covering the most common issues users have with your software. Then they could email the appropriate guide to users who write in about that issue. That could lighten the load or serve as an interim fix while you work on other solutions.<\/li>\n<\/ul>\n<p>If no clear best option emerges, could you break your team into groups and experiment with different options simultaneously until a \u201cwinner\u201d emerges (as management expert Linda Hill describes Google doing in <a href=\"https:\/\/www.ted.com\/talks\/linda_hill_how_to_manage_for_collective_creativity\/transcript?language=en\">this Ted Talk<\/a>)? Or could you try quick, scaled-down experiments for each option?<\/p>\n<h2>4. Develop research questions to inform your test parameters.<\/h2>\n<p>You might have an educated guess about what will happen when you make a change, but be careful \u2014 those hunches can lure you too quickly into solution mode, causing you to overlook important factors and to end up with a solution that doesn\u2019t adequately address the problems. Instead, start with the fundamental questions you want to answer, which will help you design a more effective test.<\/p>\n<p>For example, imagine you work for a hotel that uses entry key cards. Your team is rethinking the check-in process to improve sanitation for staff and guest safety and peace of mind. You don\u2019t have the budget to switch to a keyless entry system, so you\u2019re considering whether to purchase UV lamps to disinfect key cards.<\/p>\n<p>Your research questions might be:<\/p>\n<ul>\n<li>How will we know if the UV lamps help safeguard staff and guests \u2014 could we compare pre- and post-lamp sick days among staff, for example?<\/li>\n<li>How will we know if the lamps alleviate guests\u2019 anxiety \u2014 could we add a question to the email surveys we send out to guests when their stay is over?<\/li>\n<li>How long should we track these data points?<\/li>\n<li>How big of a difference do we need to see in these metrics to know that the lamps are worth buying?<\/li>\n<li>What procedural obstacles might come with the UV lamps \u2014 how much time will using the lamps add to check-in wait times?<\/li>\n<li>Could we compare the UV lamp metrics with those from another possible solution, such as gloved staff wiping key cards with disinfectant in front of guests?<\/li>\n<\/ul>\n<h2>5. Give users a rough or partial version of your idea to react to \u2014 not a finished product.<\/h2>\n<p>One of the biggest questions teams face when they experiment is how much time and money to invest in building out an idea before testing it. Slapdash prototypes can yield suspect results; your users might not be able to adequately experience or visualize the idea you\u2019re testing. But full builds are expensive and invite <a href=\"https:\/\/www.sciencedaily.com\/terms\/confirmation_bias.htm\">confirmation bias<\/a>; you\u2019ve invested too much to interpret the results objectively.<\/p>\n<p>Aim for something between these two extremes. Choose an approach that works for your industry and your team\u2019s function. Some options:<\/p>\n<ul>\n<li><strong>Prototypes and partial builds.<\/strong> Companies use a huge range of options, from renderings of an idea or potential product to digitally printed early versions to guerrilla selling (e.g., sending out email offers for a service that doesn\u2019t exist yet, then offering gift cards to people who want it). One real-life example of a partial build: To test whether people would buy shoes online, <a href=\"https:\/\/www.zappos.com\/about\/stories\/zappos-20th-birthday\">Zappos started<\/a> by building a website, then buying shoes from brick-and-mortar stores to fulfill orders. They added their own inventory only after they knew the idea would work.<\/li>\n<li><strong>Phased launches.<\/strong> For example, a restaurant might start doing curbside takeout by offering one family-style meal option. A few weeks later, they might expand to selling \u00e0 la carte side dishes. A few weeks after that, they could expand to a full menu. Along the way, they refine their customer pickup logistics and kitchen processes.<\/li>\n<li><strong>Test sites.<\/strong> If you\u2019re testing the use of UV lamps to disinfect hotel key cards, you could try the process in just one hotel before committing to an organization-wide shift \u2014 or at just one reception desk station while others use disinfectant.<\/li>\n<\/ul>\n<p>If your team is accustomed to sharing unfinished work for scrutiny on a regular basis, these approaches will probably be easier for you. If not, you\u2019ll need to do more to foster a team culture of risk-taking and learning on your team.<\/p>\n<h2>6. Measure your tests with direct observation (if possible) and by asking good questions.<\/h2>\n<p>How do you judge if your hypothesis is valid? To be as objective as possible, try to use direct observation of behavior or results (e.g., did someone buy it?) rather than a hypothetical (e.g., a survey question asking \u201cWould you buy it?\u201d), which may not be a reliable indicator of whether someone would actually use or buy something. You may already have information streams in place that you can tap to gauge the impact of your experiment.<\/p>\n<p>These streams could include:<\/p>\n<ul>\n<li>Receipts and\/or sales trends<\/li>\n<li>Help desk tickets and\/or complaint logs<\/li>\n<li>Website and email analytics<\/li>\n<li>Social media engagement<\/li>\n<li>Recorded calls<\/li>\n<li>Customer praise and criticism passed along by front-line workers to use in conjunction with other data (don\u2019t rely only on anecdotes)<\/li>\n<\/ul>\n<p>If your team plans to supplement existing data by posing questions to beta testers, put careful thought into the questions to be sure that they yield answers that will help you improve your plan. For example, instead of asking your testers questions likely to yield generic or yes-or-no answers (e.g., \u201cDo you like this?\u201d), try questions like:<\/p>\n<ul>\n<li>What did it help you do?<\/li>\n<li>I noticed you paused when you looked at X. What were you thinking then?<\/li>\n<li>How does this compare to the last time you did Y?<\/li>\n<\/ul>\n<p>And follow up with the magic question <em>\u201cWhy?\u201d<\/em> in order to dig deeper.<\/p>\n<h2>7. Embrace failure. Change your mind cheerfully.<\/h2>\n<p>Effective experimentation demands humility. As a leader, you need to constantly remind yourself and your team that your desire to <em>do right<\/em> for users is way more important than your desire to <em>be right<\/em>. If you don\u2019t, you risk letting your egos derail your decision-making and, ultimately, the team\u2019s results.<\/p>\n<p>Here are a few ways to cultivate this flexible, innovation-friendly mindset:<\/p>\n<ul>\n<li><strong>Express excitement when experiment results debunk your opinions.<\/strong> Contrary evidence gives you the opportunity to course-correct before it\u2019s too late. That\u2019s gold. A comment from you like <em>\u201cThis is awesome \u2014 we\u2019ve learned something fascinating about our users that will help us going forward\u201d<\/em> signals that experimentation is for real on your team, not \u201cinnovation theater\u201d in order to say you\u2019re data-driven when you\u2019re really not.<\/li>\n<li><strong>Reward team members for being data-driven even (or especially) when the data points to failure.<\/strong> For example, when a direct report\u2019s test email subject line reduces engagement: <em>\u201cI\u2019m so glad you tried that subject line \u2014 we\u2019ve learned something about our users\u2019 top concerns. Thank you for being data-driven.\u201d<\/em><\/li>\n<\/ul>\n<p>Teams that get punished for misses learn the unfortunate lesson that innovation isn\u2019t worth the risk and they should stop trying.<\/p>\n<h2>8. Evaluate your innovation process so you can improve next time.<\/h2>\n<p>This step may seem like it would take time that your busy team doesn\u2019t have. But consider: A team who experiments carefully and efficiently gets reliable results faster. Think of scrutinizing your processes as an investment in your team\u2019s future ability to innovate and excel.<\/p>\n<p>For example, maybe your team realizes that the client interview data that took precious time to collect doesn\u2019t yield much because, in the rush to start interviewing, the team failed to include questions about some critical areas. Or your team realizes only after lengthy experimentation that a quiet team member was right in their early critique \u2014 and that you need a system to be sure that dissenting views get full consideration from the start.<\/p>\n<p>To unearth these kinds of insights, frequently ask your team in both group and 1-on-1 settings, <em>\u201cWhat\u2019s one thing we could be doing better?\u201d<\/em> and keep notes on what you hear. And once you\u2019ve completed an experiment, schedule time for a debrief meeting so that people can compare their observations on what worked, what didn\u2019t, and what to do differently next time. Then, act on what you learn.<\/p>\n\n\n<div style=\"height:80px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n","protected":false},"excerpt":{"rendered":"<p>This article originally appeared on&nbsp;Microlearning, our bite-sized online solution for leaders and individual contributors. Times like these call for quickly rethinking how your team does things. So, how can you surface new options, learn fast, and find better approaches? Try these tactics to experiment more systematically and effectively. 1. Focus on how your core users\u2019 [&hellip;]<\/p>\n","protected":false},"featured_media":29975,"menu_order":0,"template":"","class_list":["post-29974","resources","type-resources","status-publish","has-post-thumbnail","hentry","type-newsletters"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.6 (Yoast SEO v27.9) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Read 8 Tactics for Better Innovation | FranklinCovey<\/title>\n<meta name=\"description\" content=\"Times like these call for quickly rethinking how your team does things. 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