Search Results

Service design emerges as a powerful tool with a customer-centric approach that enables companies to understand their needs and expectations throughout the entire service journey, from first contact to post-sales. From this understanding, opportunities can be identified to improve the customer experience and develop innovative solutions that meet their needs more effectively. Benefits of Service Design for Innovation Improve the customer experience: By understanding the pain points and opportunities for improvement in the customer journey, proper service design enables the creation of more satisfying and loyalty-building experiences. Encourages innovation: The customer-centric approach to service design opens up new possibilities for innovation in products, processes and business models. Increases efficiency and productivity: By optimizing processes and eliminating friction points, service design can improve business efficiency and productivity. Strengthens organizational culture: Service design promotes a culture of collaboration, creativity and customer focus within the enterprise. Service Design Implementation Methodology To generate an efficient service design implementation, the following steps must be followed: Research: In-depth research is carried out by generating in-house and third-party data to understand the needs, expectations and emotions of the target customer throughout their interactions with the company. Definition: The objective of the service is defined and key performance indicators (KPIs) are established to measure success. Ideation: Creative ideas are generated to improve the customer experience based on the research and objectives. Prototyping: Low-fidelity prototypes are created first to test and refine initial ideas, then high-fidelity prototypes are generated before investing in a full implementation. Implementation: The existing service map from the customer's perspective and the service map from the service provider's perspective are designed or updated for internal and external synchronization before launching the new service or improving the existing service. Evaluation: KPIs are monitored and an evaluation of the impact of the new service or improvement is performed. Key tools and techniques Customer Journey Map: Visualizes the stages of the customer journey and helps identify pain points and opportunities for improvement. Personas or stakeholders: Represent customer archetypes to help understand their needs and expectations. Brainstorming: Technique to generate creative ideas as a team. Prototyping: Allows testing and refining ideas before investing in a full implementation. Impact Evaluation It is essential to evaluate the impact of service design on customer experience and business results. The following indicators can be used for this purpose: Customer satisfaction: Surveys, interviews and social media analysis. Customer retention: Abandonment rate and purchase frequency. Profitability: Costs associated with the service and revenues generated. Practical Implementation Tips Start with a pilot project: It allows to test the methodology and obtain quick results. Involve all departments: Successful service design depends on collaboration between marketing, sales, customer service and other areas. Use online tools: There are online tools that facilitate the creation and management of service design. Train employees: It is important that employees understand service design and its importance to the company. Effective communication: Inform customers about changes and improvements to the customer experience. Conclusion Service design has become an indispensable tool for mid-sized and traditional companies looking to drive innovation and improve the customer experience. Implementing this methodology efficiently can have a significant impact on the competitiveness and long-term success of these companies. Bibliography Ideo Design Thinking. https://designthinking.ideo.com/. Marc Stickdorn, Lawrence Adam , Schneider Jakob. (2018). This is Service Design Doing. Editorial O'Reilly Media. Norman Don. (2013). The Design of Everyday Things. Editorial Basic Books; Revised edición Polaine Andy, Løvlie Lavrans, Reason Ben. (2013). Service Design: From Insight to Implementation. Editorial Rosenfeld Media.

The Google Sprint Method is a methodology developed by Google Ventures (now called GV) that combines user-centered design principles, agile development and problem-solving methods to help teams solve complex challenges and develop innovative solutions in a short period of time, typically five days. This methodology has been used successfully by companies in a variety of industries to develop new products, improve existing services and address a variety of business challenges. Steps for implementing the google sprint methodology Form the sprint team: The first step in implementing the Google Sprint Method is to form a multidisciplinary team composed of people from different functional areas, including design, development, marketing and leadership. It is important that the team is committed and has the authority to make quick decisions during the sprint. Generally, a multi-disciplinary team of 5-7 people with different skills and perspectives is advised. Challenge definition: The team should identify a specific challenge that they want to address during the sprint. This challenge should be relevant to the company's strategic objectives and have a significant business impact that can be solved in five days. Planning the sprint: Once the challenge is defined, the team plans the sprint, assigning roles and responsibilities, setting clear objectives and agreeing on a detailed schedule for each day of the sprint. Prepare the space: Create a comfortable and creative workspace where the team can work without interruptions. Sprint execution: During the five-day sprint, the team will conduct a series of activities designed to generate ideas, develop prototypes and validate solutions. This includes activities such as expert interviews, brainstorming, prototyping and user testing. Dedicate one day to each of the five phases of the process, testing the prototype with real users and obtaining feedback to improve the solution. Evaluation and follow-up: At the end of the sprint, the team will review the results obtained, evaluate the effectiveness of the developed solutions and plan the next steps. It is important to document the learnings from the sprint and share them with the rest of the organization. Benefits of Google Sprint for Agility and Innovation Management User-centric approach: The Google Sprint Method places a strong emphasis on understanding the needs and wants of end users through testing with real users at the end of the sprint. This ensures that the solutions developed are aligned with market needs and are more likely to be adopted by customers. Rapid iteration and validation of ideas: By condensing the innovation process into a five-day period, the Google Sprint method enables teams to generate and validate ideas quickly and effectively. This reduces the time and resources needed to develop and launch new solutions to market, resulting in faster innovation speed. Reduces risk of failure: Allows ideas to be validated before investing large amounts of resources. Cross-functional collaboration: Google Sprint brings together people from different functional areas and hierarchical levels in the same team, fostering collaboration and the exchange of ideas. This facilitates the generation of innovative solutions that take advantage of the diversity of perspectives and skills of the participants. Improves communication: Facilitates communication between the different departments of the company. Creates a culture of innovation: Encourages creativity and the search for new solutions. Practical tips To efficiently implement the Google Sprint method, the following is recommended: Involve the company's leaders and key stakeholders: It is important that the company's leaders and key stakeholders support, participate and get involved in the sprint process from the beginning and are aware of the results and decisions made during the sprint. Communicate the goal: Inform all employees about the goal of the Google Sprint and its impact on the business. Maintain an agile and flexible approach: Adopt an agile and flexible approach during the sprint, allowing the team to adapt and adjust its approach to the needs and resources of the business as needed. Promote a culture of experimentation: Foster an organizational culture that values experimentation and rapid learning, where failure is seen as an opportunity to learn and improve. Conclusion The Google Sprint Method offers an effective and efficient methodology to drive innovation management in companies. By focusing on the user, encouraging rapid iteration and interdisciplinary collaboration, it enables companies to develop innovative solutions in a short period of time and with limited resources. However, it is important to note that its success depends largely on the dedication and commitment of the team, as well as alignment with the company's strategic objectives. Bibliography Christensen Clayton. (2015).  The Innovator's Dilemma. Editorial Harvard Business Review Press. Knight Stormy. (2022). How Implementing a Design Sprint Led Our Team to Quick Results. https://product.hubspot.com/blog/design-sprint-explore-week. Knapp, Jake, John Zeratsky y Braden Kowitz.  (2016). Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days. Editorial Simon & Schuster Audio. Knapp, Jake. (2018). Make Time: How to Focus on What Matters Every Day. Editorial Crown Currency Osterwalder, Alexander y Pigneur Yves. (2014) Value Proposition Design: How to Create Products and Services Customers Want. Editorial John Wiley & Sons Inc. Ries Eric. (2011). The Lean Startup.  Editorial Crown Business.

In a dynamic and competitive market, agility and innovation are pillars of business success. Midsize and traditional companies, with rigid structures and inflexible processes, may face difficulties in adapting to new market needs and competing with agile and innovative startups. Scrum methodologies with the User Story technique facilitate the creation of an agile and effective framework for innovative new product development. What is Scrum with User Stories? It is an approach that combines: Scrum: Divides work into short sprints, facilitates collaboration and incremental delivery of value. User Stories: Describes functionality from the user's perspective, encourages communication and customer focus. Benefits of Scrum with User Stories Improves agility: Enables rapid adaptation to changing market and customer needs. Increases customer satisfaction: Focuses development on customer needs and expectations. Reduces the risk of failure: Allows to validate ideas and get early feedback. Encourages collaboration: Promotes teamwork and communication between the different roles. Improves product quality: Enables continuous delivery of value and early detection of errors. Implementing Scrum with User Stories Define the project: Identify the project objectives and create the Product Backlog. Create User Stories: Write stories that describe the functionalities from the user's perspective. Sprint Planning: Select the User Stories for the next sprint. Sprint execution: The team works on the sprint User Stories. Sprint review: Sprint progress is reviewed and customer feedback is obtained. Sprint Retrospective: The team identifies areas of improvement for the next sprint. Practical tips Involve the customer: Active customer participation in defining User Stories and reviewing progress is critical. Train the team: Ensure that the team understands Scrum principles and User Story techniques. Effective communication: Encourage clear and transparent communication between the team and the customer. Start with small projects: Implement the methodology in pilot projects to gain experience and confidence. Be flexible: Adapt the methodology to the needs and resources of the company. Conclusion Scrum with User Stories is a powerful tool for medium and traditional companies to develop innovative products in an agile, efficient way and with a high potential for success. Implementing this methodology in a strategic and sustained way can generate a significant impact on the agility, innovation and competitiveness of the company. Bibliography Cohn Mike. (2004) User Stories Applied: For Agile Software Development. Editorial Addison-Wesley Professional. Christensen  Clayton (2013). The Innovator's Dilemma. Editorial Harvard Business Review Press. Ries Eric (2011). The Lean Startup. Editorial Crown Currency Sutherland Jeff (2014). Scrum: The Art of Doing Twice the Work in Half the Time. Editorial Crown Currency.

In a globalized and competitive market where the offer of products and services are increasingly less differentiated, the design of the customer experience has become a determining factor in creating a unique and valuable position for the success of companies. Medium and traditional companies with rigid structures and less flexible processes find it difficult to adapt their value offering to changing customer needs and compete with agile and innovative startups. In consideration of the above, we will explore the concepts of "customer and product or service provider journey maps" as a key tool in managing company innovation. Likewise, the client or end user travels on their own Customer Journey Map (customer journey map - CJM), allowing them to visualize and understand their experience at each stage of their interaction with the product or service, revealing their pain points and opportunities for improvement. improvement by the offering company. Customer journey map It is a visual representation of your journey through the different points of contact with the company providing the product or service, from knowledge acquisition to post-sale. The customer journey map (CJM) includes: Journey Stages: each stage of the process that the customer experiences. Emotions and thoughts: how the customer feels and thinks at each stage they interact with the company. Touchpoints: customer interactions with the company (online, offline, etc.). Moments of truth: key moments that trigger an action on the part of the customer and generate a perception of value in said interaction. Opportunities for improvement: points where the customer experience can be improved. Benefits of customer journey map Improves customer understanding: allows you to understand customer needs, expectations and frustrations. Identify pain points: spot areas where the customer experience is poor. Prioritize improvements: focus efforts on areas that generate the greatest impact on the customer experience aligned with key company metrics. Fosters innovation: inspires the creation of new products, services and experiences. Increase customer satisfaction: improve customer experience and build customer loyalty. Aligns the business: drives collaboration across departments to improve the customer experience. Customer Journey Map Implementation 1. Define the objectives: identify the objectives of the CJM (improve the experience in a specific process, increase customer satisfaction, etc.). 2. Gather information: research and collect data about the customer experience (surveys, interviews, data analysis, etc.). 3. Create the map: visualize the different stages of the customer journey, emotions, touchpoints and moments of truth. 4. Map Analysis: identify pain points, opportunities for improvement, and areas of innovation. 5. Implement Actions: develop and implement an action plan to improve the customer experience with clear metrics aligned to objectives. 6. Measuring Impact: assess the impact of implemented actions on the customer experience, using relevant data and metrics to evaluate performance at each stage of the process and make adjustments as necessary. Practical tips Involve the entire team It is essential that all departments of the company participate in the creation and implementation of the CJM. Train employees in the effective use of the product or service provider's journey map and promote a culture of continuous improvement and organizational learning. Encourage continuous experimentation and iteration in the design and application of the product or service provider journey map to adapt to changes in the market and customer needs. Use visualization tools to easily create customer journey maps. Communicate results by informing employees about the results of the CJM and how it impacts the company. Be flexible by adapting the CJM creation process to the needs and resources of the company. Focus action on improving the customer experience through the implementation of concrete, measurable actions aligned with the company's objectives. Bibliography Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. Harper Business. Chesbrough, H. W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Review Press. Fitzsimmons, J. A., & Fitzsimmons, M. J. (2013). Service Management: Operations, Strategy, Information Technology. McGraw-Hill Education. Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons. Pine, B. J., & Gilmore, J. H. (1998). Welcome to the Experience Economy. Harvard Business Review. Tools "Customer journey map templates" https://www.canva.com/templates/s/customer-journey-map/ "Top 9 Customer Journey Mapping Tools for Effective Buyer Insights" https://geekflare.com/es/customers-journey-mapping-tools/

Process Engineering Techniques (PET) offer a wide range of practical tools to drive innovation in medium and traditional companies, allowing them to optimize their processes, increase their efficiency and generate more competitive products and services. Practical tools in PET Process mapping: Visualize and analyze workflow to identify areas for improvement. Value chain analysis: Evaluate the activities that add value to the product or service and eliminate those that do not. Benchmarking: Compare the company's processes with those of other leading companies in the sector. Process reengineering: Completely redesign processes to eliminate inefficiencies and improve performance. Lean Manufacturing: Implement lean production principles to minimize waste and optimize production. Six Sigma: Apply a methodology to reduce variability and improve process quality. Design of Experiments: Plan and conduct experiments to determine variables that impact the process. Process simulation: Use software to model and analyze different scenarios before implementing changes in the actual process. Robotics and artificial intelligence: Automate repetitive tasks and improve process accuracy and efficiency. Benefits of PET Process optimization: Reduction of costs, cycle times and waste. Quality improvement: Reduction of errors and defects in products or services. Increased productivity: Increased efficiency in the production and delivery of products or services. Competitiveness improvement: Strengthening of the company's position in the market. Promotion of the creative culture: Creation of an environment where creativity and the search for new solutions are valued. Steps for the implementation of PET in medium-sized and traditional companies 1. Define the objective: Identify the problem or improvement to be achieved with the application of PET. 2. Select the appropriate tool: Choose the tool that best suits the needs of the company and the objective of the innovation. 3. Train the team: Ensure that the staff has the necessary skills and knowledge to use the tool effectively. 4. Implement the tool: Apply the tool in a systematic and documented way. 5. Evaluate and measure results: Monitor the impact of the tool on the process and make adjustments if necessary. Practical tips Start with small projects: Implement PETs in pilot projects to gain experience and confidence. Involve the whole team: Encourage the participation and collaboration of all employees in the innovation process. Communicate the benefits: Inform employees about the benefits of PETs and their impact on the company. Be patient: Implementing PETs requires time and effort to obtain tangible results. Conclusion Process Engineering Techniques, with their various practical tools, represent a powerful alternative for medium-sized and traditional companies to drive innovation, optimize their processes and adapt to the demands of an ever-changing market. Implementing these tools in a strategic and sustained manner can have a significant impact on the company's competitiveness, efficiency and success. Bibliography 7 types of process improvement methodologies you should know about. Available at: https://asana.com/resources/process-improvement-methodologies American Society for Quality (ASQ). Available at: https://asq.org/ Ries Eric. The Lean Startup.  (2011). Crown Currency Liker Jeffrey K. (2020). "The Toyota Way". McGraw Hill.

The map of jobs in the problem space (Jobs to be Done - JTBD) emerges as a powerful visual tool for understanding customer needs and converging on innovative solutions that meet their expectations. Job map methodology in the problem space JTBD (Jobs to be Done), is based on the idea that customers do not purchase products or services, but rather “hire” jobs as solutions to solve their specific problems or perform tasks in their daily lives. The JTBD is made up of the following key elements: Problem space The area or field in which one is working and refers to the field or context in which one seeks to solve a problem or challenge. This space is defined by user needs, market conditions, technological limitations, and other relevant factors. Its main features: Complexity The problems addressed in the problem space are usually complex and multifaceted are usually complex and multifaceted. Uncertainty There is a high degree of uncertainty about the best way to solve the problem. Ambiguity The problem may not be well defined or there may be multiple possible solutions. Dynamism The problem space is dynamic and constantly changing. Tools for exploring the problem space Research: it is essential to conduct thorough research to understand user needs, market conditions and technological constraints. Empathy: it is important to put yourself in the users' shoes to understand their needs, emotions and experiences. Prototyping: the development of prototypes allows exploring different solutions and getting feedback from users. Trial and error: the problem space is a learning space where trial and error are essential to find effective solutions. Jobs These are the different tasks that the customer needs to perform to solve the essential problems in a given situation that they want to solve. The first step is to identify the “job” that the client is trying to accomplish. The next step is to understand it in depth and involves researching and talking to customers to understand their needs, wants, frustrations and goals related to that “job”. Relationships The connections or dependencies between the different tasks to be performed. Resources The materials, tools or information needed to complete the tasks. Pains The actual needs, desires, difficulties, obstacles, frustrations, or risks that the customer faces in performing a job. Gains Are the benefits the customer seeks to gain from performing a job. Benefits of JTBD for innovation Improved understanding of the problem: by visualizing the problem graphically, a better understanding of its different components and the relationships between them can be obtained. Customer-centric approach: allows understanding customer needs at a deeper level than product features. Facilitates work planning: the map helps identify the tasks to be performed, the order in which they should be performed and the resources needed. Improves communication and collaboration: the map is used as a tool to communicate the problem and tasks to others, which facilitates alignment between the different teams in the company around the customer's needs. Helps identify risks and new opportunities: by revealing potential risks and opportunities that may arise during the process of solving the problem caused by unmet needs in the market (work to be done). Development of innovative solutions: allows to create products and services that meet customer needs in a more effective way. Implementing JTBD in medium-sized and traditional companies Finding the right problem Identify the problem that the company wants to solve with the innovation methodology. This involves: Researching the customer: conduct interviews, surveys and data analysis to understand the customer's deep needs. Create the Job Map: identify the pains, jobs to be done at the task level, and the gains or benefits expected by the customer. Generate Ideas: explore and propose innovative solutions that perform the jobs and meet the customer's needs. Prototype and test: develop prototypes and test them with the customer to obtain feedback and validation of the solution to the identified problem. Implement the solution: launch the solution to market and track adoption, traction and performance. Examples of how a job map can be used in the problem space: Development of a new product The problem space for the development of a new product is configured in a work map with the different tasks needed to make it a reality. This should include user needs, market trends, competition and available technologies for its production and commercialization. Planning an event A job map can be used in the problem space that identifies the key tasks needed to plan an event, such as site selection, sourcing suppliers and event promotion. Solving a social problem The problem space for solving a social problem would include the causes of the problem, the different stakeholder perspectives and possible solutions with the tasks needed to solve it. Improving a process The problem space for improving a process would include the pain points of the current process, opportunities for improvement and technologies that could be used. Practical tips Involve the entire team The JTBD should be a collaborative process that involves people from different areas of the business related to the workflow in the resolution project. Use visual tools The Job Map is a visual tool that facilitates the understanding and communication of customer needs. Be flexible JTBD is an iterative process that must adapt to customer and market needs (needs may be the same but jobs may evolve). Do not be afraid of failure It is important to experiment and learn from customer feedback to learn how to improve solutions. Job to be Done as a resolution tool At Volievo we facilitate the implementation of the JTBD methodology with the aim of making pain and friction visible early to accompany them in the exploration and development of creative solutions validated by their target clients. Bibliography Christensen, Clayton M. (2013) "The Innovator's Dilemma". Harvard Business Review Press Christensen, Clayton M.  et. al. (2016)  Get to know your customer's “jobs to be done” Available at: https://hbr.org/2016/09/know-your-customers-jobs-to-be-done Christensen, Clayton M. (2018). Competing Against Luck. Available at: https://youtu.be/auedNplxnu8https://youtu.be/auedNplxnu8 Moesta, Bob (2023): "The Jobs to be Done Handbook". Available at: https://www.youtube.com/watch?v=IfbF0tYXkCw&ab_channel=TheInnovationShowwithAidanMcCullen Klement, Alan (2016). JTBD.info.  Jobs to be Done. Available at: https://www.jtbd.info/

Prototyping is a vehicle for validating creative solutions that allows companies to explore value and ideas quickly and cost-effectively, reducing the risk associated with developing new products or services. With inspiring examples of prototyping we will look at innovation management in various industries, highlighting how they have stimulated creativity, driven collaboration and accelerated the development and go-to-market cycle, from technology to design to manufacturing, these examples illustrate how prototyping can be a powerful catalyst for business innovation. Google Glass: Exploring the Future of Augmented Reality One of the most prominent examples of prototyping in technology is Google Glass. First introduced in 2013, Google Glass was an augmented reality device that integrated a transparent display into a pair of sunglasses. It allowed users to access real-time information, take photos and record videos, all without using their hands. While Google Glass did not achieve the expected commercial success, its impact on the technology industry was significant. The Google Glass prototype allowed Google to explore the possibilities of augmented reality and get feedback from users at an early stage of development. Although the final product did not meet expectations, the prototyping process provided valuable lessons about consumer needs and preferences, as well as technological and regulatory constraints. In addition, Google Glass inspired other companies to invest in the research and development of augmented reality devices, which has led to significant advances in the field in recent years. Tesla Cybertruck: Reinventing Aesthetics and Functionality in the Automotive Industry Another prominent example of prototyping is the Tesla Cybertruck. Unveiled by Elon Musk in 2019, the Cybertruck is an electric vehicle with a futuristic design and a stainless steel body that is resistant to dings and dents. Although it initially received mixed reviews for its unconventional appearance, the Cybertruck generated a great deal of consumer interest and has accumulated hundreds of thousands of reservations since its unveiling. The Cybertruck prototype allowed Tesla to explore new ideas in terms of design, materials and functionality, challenging the conventions of the automotive industry and offering a radical alternative to traditional vehicles. The prototype has generated widespread media attention and demonstrated the potential for innovation in electric vehicle design. In addition, the success of the Cybertruck has led other companies to consider bolder and more disruptive designs in their own products, which could drive competition and innovation in the automotive industry in the future. Nike Flyknit: Innovation in Athletic Shoe Design An inspiring example of prototyping in the realm of product design is Nike Flyknit. Introduced by Nike in 2012, Flyknit is a knitted fabric technology that enables the creation of lightweight, breathable and customized athletic footwear. Using a data-driven design process, Nike developed Flyknit prototypes that were tested and refined in collaboration with elite athletes prior to market launch. The Nike Flyknit prototype allowed the company to explore new manufacturing techniques and materials, as well as improve the comfort, performance and durability of its athletic footwear. Through user feedback and rigorous field testing, Nike was able to refine the Flyknit design and launch a product line that has been widely praised for its innovation and performance. In addition, Flyknit has inspired other footwear companies to explore similar technologies in their own products, leading to significant industry breakthroughs in terms of comfort, fit and style. Prototyping as a driver of business innovation Prototyping is a powerful tool that can trigger innovation management in companies across industries. By enabling companies to explore new ideas and concepts quickly and cost-effectively, prototyping stimulates creativity, drives collaboration and accelerates the development cycle. From technology devices to consumer products to athletic footwear, the examples presented demonstrate how prototyping can be a catalyst for business innovation, inspiring other companies to follow suit and challenging industry conventions. Practical tips for implementation and impact evaluation Involve users early on: Get feedback from users at every stage of the prototyping process to ensure that the final product meets their needs and expectations. Experiment with diverse ideas and approaches: don't be afraid to try new ideas and concepts during the prototyping process. Innovation thrives on experimentation and exploring multiple solutions. Iterate and constantly improve: use the feedback received during the prototyping process to make iterative improvements to product design and functionality. Prototyping is a continuous process of learning and improvement. Bibliography Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. HarperBusiness. Kelley, T., & Kelley, D. (2013). Creative Confidence: Unleashing the Creative Potential Within Us All. Crown Business. Ulrich, K. T., & Eppinger, S. D. (2015). Product Design and Development. McGraw-Hill Education.

Implementing effective innovation management processes can be challenging. It is in this context that refinement cycles emerge as a powerful tool to drive innovation efficiently and effectively. Refinement cycles as a driver for innovation management Refinement or feedback cycles are iterative processes in which products, services or processes are continuously revised and improved based on the feedback received. These cycles allow companies to experiment, learn from mistakes and make incremental improvements over time. Implementing refinement cycles in the context of innovation management offers several benefits: Flexibility and Adaptability: refinement cycles allow companies to quickly adapt to changes in the market, customer needs and technology trends, enabling them to stay relevant and competitive. Continuous Improvement: by fostering a culture of continuous learning and improvement, refinement cycles help companies identify and correct errors, optimize processes and increase the quality of their products and services over time. Rapid Experimentation: refinement cycles enable companies to test new ideas and concepts quickly and cost-effectively, allowing them to validate the viability of an idea before investing significant resources in its development. Efficient Implementation of Refinement Cycles for Innovation Management Defining Objectives and Metrics: before beginning a refinement cycle, it is important to clearly define the objectives to be achieved and the metrics that will be used to measure success. This provides a clear framework for evaluating progress and results achieved during the cycle. Gathering Feedback: during the refinement cycle, it is critical to gather feedback from a variety of sources, including customers, employees and other relevant stakeholders. This can be done through surveys, interviews, user testing and data analysis, among other methods. Analyzing and prioritizing feedback: once feedback has been collected, it is important to critically analyze it and prioritize identified areas for improvement. This may involve identifying common patterns, identifying critical issues and determining which areas have the greatest potential impact on innovation and business success. Implementation of improvements: based on the feedback analysis, the team must implement the identified improvements quickly and effectively. This may involve changes to products, processes, policies or strategies, as needed. Conclusion Refinement cycles offer an effective and flexible methodology to drive innovation management in mid-sized and traditional companies. By fostering adaptability, continuous improvement and rapid experimentation, refinement cycles enable companies to develop innovative solutions and remain competitive in an ever-changing business environment. However, it is important to note that the success of refinement cycles depends heavily on the commitment and collaboration of the entire team, as well as the company's ability to learn and adapt quickly to changes in the market and customer needs. Practical tips To efficiently implement refinement cycles in innovation management, the following is recommended: Foster a learning culture: promote an organizational culture that values experimentation, learning and continuous improvement. Involve all stakeholders: ensure that all relevant stakeholders are involved in the refinement process and can provide meaningful feedback. Maintain flexibility: adopt an agile and flexible approach that enables the company to adapt quickly to changes in the market and customer needs. Bibliography Ries, Eric. (2011) "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses". Crown Currency. Blank, Steve. (2013) "The Four Steps to the Epiphany: Successful Strategies for Products that Win". K&S Ranch. Osterwalder, Alexander, y Yves Pigneur. (2010) "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers". John Wiley and Sons.

In today's fast-paced business environment, the ability to innovate has become crucial for the survival and growth of companies, especially for medium-sized companies with traditional structures. However, successfully implementing innovation management in these types of organizations can be challenging. In this article we offer a detailed guide for companies that need to drive change and creativity for the survival of their organizations. Steps to follow 1. Establish a culture of innovation within the company The first step toward effective innovation management is to create and foster an organizational culture that values and promotes innovation. This involves not only encouraging employees to think creatively and come up with new ideas, but also recognizing and rewarding innovation within the company. Leaders must exemplify this commitment to innovation and clearly communicate its importance to the long-term success of the organization. 2. Identify areas of opportunity and challenges Once a culture of innovation is established, it is essential to identify specific areas where innovation can generate the greatest impact. This may involve conducting a thorough analysis of internal processes, market needs, industry trends, and areas for improvement identified by employees. By focusing on areas with potential for growth and improvement, companies can prioritize their innovation efforts more effectively. 3. Assign resources and responsibilities Innovation management requires adequate resources, both human and financial. It is important to assign a dedicated team to lead and execute innovation initiatives, with clearly defined roles and specific responsibilities. Additionally, the necessary resources, whether in terms of time, training or budget, must be provided to support innovation activities and ensure their long-term success. 4. Implement innovation management processes and tools To ensure effective innovation management, companies must implement appropriate processes and tools to capture, evaluate and prioritize innovative ideas. This may include creating an innovation management system that makes it easier to submit ideas, evaluate their feasibility, and track their progress. Additionally, it is important to establish clear metrics to measure the success of innovation initiatives and adjust approaches as necessary. 5. Encourage collaboration and diversity of thought Innovation thrives in environments where collaboration is encouraged and diversity of thought is valued. Companies should promote collaboration between different departments and functions, as well as seek diverse perspectives and varied experiences to enrich the innovation process. By harnessing the collective knowledge and creativity of the entire team, companies can generate more innovative ideas and more effective solutions. 6. Adapt and learn from failures It is important to recognize that innovation carries risks and that not all initiatives will be successful. However, failures can also be invaluable learning opportunities. Companies must be willing to experiment, accept failure as part of the innovation process and learn from their mistakes to continually improve. The ability to adapt and pivot as necessary is essential to maintaining relevance and competitiveness in an ever-changing business environment. The path towards sustainable innovation By following these recommended steps, organizations can create an environment conducive to creativity, experimentation, and growth. By doing so, they can not only stay relevant in an ever-evolving world, but also lead the way toward sustainable and meaningful innovation. The above clearly requires the following basic conditions: Involve the entire organization in the innovation effort, which must be a team effort involving all levels and functions within the organization. Establish clear Performance Indicators to evaluate the success of innovation initiatives and regularly monitor their progress. Foster Flexibility and Adaptability of innovation strategies as needed in response to changes in the business environment. Bibliography Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing Innovation: Integrating Technological, Market and Organizational Change. John Wiley & Sons. Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. HarperBusiness. Chesbrough, H. (2019). Open Innovation Results: Going Beyond the Hype and Getting Down to Business. Oxford University Press.

Introduction In a world where innovation is key to business success and sustainability; Innovation management has become a fundamental discipline for companies. Combining its visual management approach with incremental improvements and flexibility, the Kanban method has proven to be a powerful tool for driving business innovation. What is Kanban? Kanban originated in manufacturing, specifically at Toyota (where it supported their just-in-time production process), and was developed by Japanese industrial engineer Taiichi Ohno. The term itself means “billboard” or “sign” in Japanese, emphasizing its visual nature, whose workflow management drives continuous improvement and observable representation. At its core, Kanban revolves around demand-driven development and waste minimization. Unlike other methodologies, Kanban does not require a complete overhaul, as opposed to its structured counterpart, Scrum, Kanban thrives on flexibility. A distinctive feature is that it can be superimposed on existing processes, gradually introducing incremental changes. The heart of Kanban lies in the Kanban Board, a visual representation that categorizes work into columns. Imagine a dashboard with columns representing different stages of work (e.g., To Do, Ready, In Progress, Done) for managing specific tasks. Basic columns include: To do: When new tasks or functions enter the system. Work In Progress WIP/Doing: Active work in progress. Done: Completed items. Additional columns can be added for greater granularity, such as "Design", "Development", and "Tests". Kanban's strength lies in its flexibility as it adapts to your existing workflow without interruption. Basic Kanban Practices: The Essential Tools in Your Agile Toolbox Kanban Board: The heart of Kanban, the board serves as a visual representation of the workflow. Kanban Cards: These cards represent individual tasks and contain essential details such as task description, priority, and stage. Sticky notes or digital cards represent tasks that move around the board as they progress. WIP Limits: Defined maximum number of tasks allowed in each stage of the workflow. Kanban Meetings: Regular (often daily) meetings to discuss progress, identify obstacles, and continually improve the process. This methodology provides a clear understanding of the workflow, allowing teams to: Visualize work: The dashboard reveals the current status of projects, promoting transparency and team collaboration. Limit work in progress (WIP): By setting WIP limits for each stage, bottlenecks are identified, preventing teams from becoming overloaded and ensuring on-time delivery. Focus on flow: The main goal is to optimize the flow of work through the system, ensuring that tasks progress smoothly from one stage to the next. Steps for the Tactical Management of Business Innovation Objectives using the Kanban methodology 1. Define the objective What do you want to achieve with the innovation initiative? 2. Create a Kanban board -Columns: "Ideas", "In progress", "Under review", "Ready" -Tasks: They represent ideas, projects or tasks related to innovation. 3. Limit work in progress (WIP) -Define a limit for each column. -Prioritize the most important tasks. 4. Implement the Kanban method -Move tasks from one column to the next as work is completed. -Visualize progress and bottlenecks. -Celebrate successes. 5. Monitor and improve -Measures cycle time, delivery and quality. -Gather feedback from the team. -Make adjustments to the process. Kanban in Action: Real-World Examples of the Power of Visualization Over time, Kanban has transcended manufacturing and found a home in agile product development. Software Development: A software team uses Kanban to manage feature requests, bug fixes, and improvements. The dashboard visualizes the progress of each task, ensuring efficient collaboration. Marketing campaigns: A marketing department adopts Kanban to optimize campaign planning, execution, and analysis. The columns represent stages such as “Ideation,” “Design,” and “Launch.” Customer Service: Monitor and prioritize customer service tickets. a support team keeps track of customer queries using Kanban. Requests go from "Received" to "In Progress" and then to "Resolved." Content Marketing: Manage the content creation process, from ideation to publication. Human Resources: Visualize the hiring process, tracking applications through various stages. Advantages of Kanban Ease of use: Kanban's simplicity makes it practical for any team. You don't need to be an expert to implement it effectively. Improved Visual Clarity: Kanban board provides instant visibility into work status, preventing overloads and bottlenecks. Promotes transparency and team collaboration. Continuous improvement: Kanban encourages small continuous improvements across functions. Encourages continuous evaluation and refinement of the process. Flexibility: Scope modifications are possible during active work, unlike some rigid methodologies. adapts to changing priorities without derailing your entire workflow. Focus on efficiency: WIP limits prevent overload and ensure timely completion of tasks. In which cases Kanban works Environments where there is a continuous flow of work: Kanban is ideal for managing projects with tasks that can be divided into small units of work. Teams that need flexibility: Kanban allows you to adapt to changes in priorities and customer feedback. Businesses looking to improve efficiency: Kanban helps identify and eliminate workflow bottlenecks. Kanban success stories in business innovation Toyota: Implemented Kanban to optimize its production, allowing it to increase efficiency and quality. Spotify: Uses Kanban to develop its music streaming platform, allowing it to quickly adapt to market needs. Netflix: Uses Kanban to manage its content and software development, allowing for continuous and efficient delivery. Limitations of Kanban Lack of structure: Some teams may miss the structured framework provided by other methodologies such as Scrum. The flexible nature may not be suitable for projects that require a more structured approach. Reliance on self-organization: Kanban relies heavily on the autonomy and self-management of the team. It requires discipline to maintain the board and meeting WIP limits requires dedicated effort. Risk of overload: Without limits, too many items in progress can exhaust resources. Over-reliance on visual cues: Complex projects with intricate dependencies can be difficult to manage on a physical dashboard. Causes of Kanban failure in business innovation Lack of management commitment and leadership: If senior management is not committed to the Kanban method and if there is no leader to drive the change, Kanban will likely not be successful. Lack of training:  It is important that the team has proper training to use Kanban effectively. Not adapting the method: Kanban is not a one-size-fits-all solution. It must be adapted to the specific needs of the company. Lack of Communication: Communication is key to Kanban success. The team must be aware of progress and changes. Not measuring results:  It is important to measure the impact of Kanban to ensure that it is working correctly. Conclusions and lessons learned about Kanban: a valuable asset in your agile arsenal, as a tool in dynamic project management Kanban is both a philosophy and a method.  Kanban's adaptability and focus on continuous improvement make it a valuable tool for agile teams. Remember the following Start small: Implement Kanban incrementally, respecting your team's existing processes. Focus on flow, not just completion: Continuously strive to optimize the flow of work through the system. Embrace continuous improvement: Periodically evaluate your process and identify areas for improvement. Visualize everything: Transparency is crucial. Use the Kanban board to keep everyone informed. Transparency is key: Encourage open communication and collaboration within the team. Embrace flexibility: Kanban thrives on adaptability. Be open to necessary adjustments. Kanban is a journey, not a destination. Adopt the mindset of continuous learning and adapt the method to your specific needs. Whether you're a seasoned practitioner or a curious newcomer, consider adding this technique to your toolbox; used correctly, it will help you increase the speed of innovation, improve the quality of solutions, and adapt to market changes.

In a world of rapid change and shifting demands, businesses need adaptable and efficient project management approaches. That's where agile methodologies come into play. Unlike traditional waterfall methods that follow rigid linear structures with infrequent feedback loops, agile methods embrace change and emphasize the following core values: Individuals and interactions over processes and tools Prioritize collaboration and communication over strict adherence to rigid processes. Functional software with complete documentation Deliver functional parts of the final product frequently, rather than getting bogged down in extensive documentation. Collaboration with the client on contract negotiation Foster a true partnership with the client throughout the development process. Respond to change instead of following a plan Agile welcomes change, even late in development, with processes that allow flexibility to adjust plans to meet changing requirements or address unexpected changes. Let's delve into popular agile methodologies: SCRUM Perhaps the most widely used agile framework, Scrum, is a favorite for its simplicity and adaptability. Teams work in short iterations called "sprints," which typically last 1 to 4 weeks. Key elements in Scrum • Product Backlog: Prioritized list of features or requirements to build. • Sprint Backlog: Subset of the product backlog selected for the current sprint. • Sprint Planning: Definition of the sprint objective and selection of elements from the product backlog. • Daily Scrum: Short team meetings (often 15 minutes) to discuss progress and challenges. • Sprint Review: Demonstrating completed sprint work to stakeholders and obtaining feedback. • Sprint Retrospective: Team meeting to reflect on the sprint and identify areas for improvement. Real life example A software development team uses Scrum to create a new e-commerce platform. Each sprint focuses on a specific component (e.g. shopping cart, product search), allowing the team to deliver working features quickly and gather valuable feedback early in the process. Google used Scrum to develop Gmail, Google Maps, and Google Drive. Spotify used it to develop its music streaming platform. KANBAN Kanban emphasizes visualization and continuous flow. It's ideal for teams dealing with a constant stream of tasks with different priorities. Key elements in Kanban Kanban Board: Visual panel that represents the stages of the workflow (for example, "To Do", "In Progress", "Done") Work in Progress (WIP) Limits: Limit the number of tasks in progress simultaneously to optimize flow and avoid bottlenecks. Real life example A customer service team uses Kanban to manage incoming tickets. The dashboard visually shows the stages of tickets, from new to resolved. WIP limits ensure the team focuses on a manageable number of issues at once, improving response time. Netflix uses Kanban to manage its content and software development along with other methodologies. Netflix uses Kanban to manage its content and software development along with other methodologies. EXTREME PROGRAMMING (XP) XP focuses on technical excellence with practices such as pair programming, test-driven development, and continuous integration. It is especially suitable for projects with uncertain requirements or those involving a high degree of technical complexity. Key elements in XP - Short iterations: Similar to sprints in Scrum. - Pair programming: Developers work together on code to improve quality and knowledge sharing. - Test Driven Development: In TDD writing tests before programming ensures that it works as intended and speeds up development time in the long run. - Continuous Integration: Merging programming changes frequently allows earlier detection of problems. Real-life example A team developing a safety-critical system for the automotive industry uses XP. Pair programming ensures code quality, TDD generates reliability, and continuous integration enables incremental and secure upgrades. LEAN DEVELOPMENT AND MANAGEMENT Guided by lean manufacturing principles, Lean Development emphasizes eliminating waste and maximizing customer value. Key elements • Value Stream Mapping: Analyze the workflow to identify and eliminate waste. • Just-in-Time (JIT) Production: Focusing on producing only what is needed, when it is needed. Real life example A software company uses Lean Development to optimize its processes. Value stream mapping reveals time-consuming handoffs that lead to process changes that increase responsiveness to customer requests. FINAL COMMENTS No agile method is a one-size-fits-all solution. Consider the following factors when selecting a methodology: • Nature of the project: Complex projects with rapidly changing requirements can benefit from Scrum or XP. Projects with a constant flow of tasks could use Kanban. • Team culture: Teams accustomed to structured approaches may feel more comfortable with Scrum, while highly collaborative teams may thrive with XP. • Organizational support: Assess how well your organization aligns with agile values. Agile methodologies are not limited to software development. Marketing teams, human resources departments, and even event organizers can apply agile principles to improve collaboration, efficiency, the quality of their solutions, and responsiveness to change quickly and efficiently.

Lean Startup process cycle Ries, E. (2011). The Lean Startup. Crown Business, Crown Publishing Group, New York. “Lean Startup” is an innovative methodology developed by Eric Ries that focuses on building businesses and products under conditions of extreme uncertainty. It is an agile and flexible approach that is based on building rapid prototypes, early validation of ideas and constant iteration based on customer feedback. The Lean Startup methodology takes its name from the lean manufacturing revolution led by Taiichi Ohno and Shigeo Shingo at Toyota. The Lean Startup model is based on fast cycle times and focuses on what the customer wants. Its business model introduces the concept of the Build-Measure-Learn feedback loop, i.e. "Learn fast, fail fast, and pivot if necessary." BUILD (CREATE) The first stage of the Lean Startup methodology is the Construction stage. This involves developing a Minimum Viable Product (MVP), a product with enough features to satisfy early customers and provide feedback for future product development. For example, consider the case of Dropbox, where instead of creating a fully functional product from the beginning, Dropbox created a simple video that demonstrates its idea. This video served as his MVP. It allowed them to gauge customer interest and gather feedback without investing significant resources in product development. This approach helped Dropbox validate its idea and create a product that met customer needs. In summary, Idea: Synchronize files in the cloud, Validation: Simple prototype and waiting list for users, Iteration: Collection of feedback and constant improvements. Result: Company with millions of users. MEASURE The second stage is the Measurement stage. This quantitative measurement involves collecting data and learning from it to understand customer response. The key here is to focus on actionable metrics that can guide the company's future decisions and actions. A great example of this is Facebook who focuses on "daily active users" as a key metric instead of simply tracking "registered users" where the former is an actionable metric that gives them insights into user engagement and value. they get from their platform guiding their product development decisions and helping them measure the success of their changes. LEARN The final stage of the cycle is the learning stage. This involves learning from the measurements and deciding whether to persevere or pivot. A pivot is a structured course correction designed to test a new fundamental hypothesis about the product, strategy, and growth engine. In short, the importance of validated learning allows us to empirically demonstrate that a team has discovered valuable truths about a startup's present and future business prospects. A classic example of a successful pivot is Slack which was originally a gaming company called Tiny Speck, however the gaming company did not take off as expected but the development team noticed that the internal tool they had created for communication was very effective, and they decided to take a turn by converting this tool into what we now know as Slack where it is currently one of the leading communication tools in the business world. Other real-life examples of companies that have successfully applied the Lean Startup methodology: General Electric (GE): GE's “Fastworks” program is a great example of applying Lean Startup in a large corporation. They trained more than 5,000 senior managers in Lean principles and created autonomous divisions, resulting in the development of a new product (a refrigerator) with a time and cost savings of 50%. Toyota: Adopted Lean principles in the development of its Android-based navigation systems. The development team interacted closely with customers to iteratively develop a Minimum Viable Product (MVP), which led to great success. Intuit: Under the leadership of Eric Ries, Intuit developed Lean StartIN, an intensive brainstorming session where small teams of Intuit staff must generate new product ideas and validation metrics. It led directly to the creation of a new payment tool for Intuit's Mint financial management service. Zappos: One of the first online shoe retailers, this is another great example of Lean Startup in action. They now sell everything from boots to handbags. Airbnb: It is an online platform to connect landlords with tenants in accommodation rental services. Their prototype was validated with photos of a house and an inflatable mattress and they iterated adapting the business model and expanding to new cities. Today it is a leading company in the alternative lodging industry. Spotify: A subscription-based music streaming service, their validation was the beta launch with limited access and iterated on music licensing and development of new features. They are currently a leader in the music streaming industry. These examples illustrate how the Lean Startup methodology can be applied in both startups and established companies, in different industries, to drive innovation and growth. CONCLUSION The Lean Startup methodology provides a scientific approach to creating and managing new businesses, delivering a desired product into the hands of customers faster with its Build-Measure-Learn feedback loop. It emphasizes learning and agility over elaborate planning. By creating an MVP, measuring with actionable metrics and learning when to persevere or pivot, startups and established companies can navigate the uncertain waters of launching a new product or service. The key to the Lean Startup approach is not just spending less money, it's about wasting less and still doing important things. It is about recognizing that learning and innovation are the drivers of growth with early validation with the customer, constant iteration to improve the product or service and being willing to pivot by changing course if the original idea does not work.