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A new approach that seeks to revolutionize the way we approach innovation and human-centered design The Stringray model, introduced by the Board of Innovation in January 2024, as an alternative to the Double Diamond model, is a design process framework that focuses on three key phases: Exploration, Experimentation and Execution. Exploration (Research) In the exploration phase, teams deepen their understanding of the problem or challenge. The following activities are carried out here: Comprehensive research: Relevant information is gathered, multiple perspectives are explored, and opportunities are identified. Creative idea generation: Teams look for innovative solutions and consider different approaches. Exploration is crucial to establishing a solid foundation before moving on to the next stage. Experimentation (Iteration) In this phase, the feasibility of the solutions is tested. Some key features are: Rapid prototyping: Teams create prototypes and test different approaches. Accelerated learning: Experimentation allows you to quickly learn from results and adjust solutions as necessary. Constant iteration is critical to refine ideas and ensure they align with business objectives and user needs. Execution (Implementation) Execution is where ideas become reality. The following actions take place here: Strategy implementation: Teams define concrete plans to carry out the solutions. Real value creation: Work on practical implementation and seek to generate positive impact. Why the Stringray Model? Stringray recognizes that solving complex problems no longer depends on human thinking alone. AI plays a crucial role. Instead of spending weeks superficially evaluating problems or solutions, we can now consider dozens of options quickly and prioritize them efficiently. Unlike Double Diamond, which focuses on desirability, Stringray also considers feasibility and viability. It is not enough to meet the customer's needs; solutions must be economically viable and technologically feasible. Stringray uses the power of generative AI to deliver practical and validated solutions earlier in the process. This reduces the risk of investing in innovation initiatives and facilitates decision making. In short, the Stringray Model is a new framework for the people-centered design and innovation process.

The level of intensity of change when innovating Both incremental and disruptive changes have their place in a company's innovation strategy, and the speed of innovation depends on several factors, including the industry, the market, available resources, and the company's ability to manage change. Here are some considerations about both types of changes and the speed of innovation: Incremental Innovation Incremental changes involve gradual improvements in existing products, processes or services. They are less risky and easier to implement than disruptive changes. They can be especially useful for companies operating in mature or highly regulated industries. The speed of innovation with incremental changes tends to be constant and predictable, with gradual improvements over time. Disruptive Innovation Disruptive changes involve the introduction of innovations that radically transform a market or industry. They are riskier and may require significant investment of resources. They may offer opportunities to capture new markets or create new revenue streams. The speed of innovation with disruptive change can be more variable and difficult to predict, as it depends on factors such as market acceptance and the company's ability to adapt to new business models. When it comes to the speed of innovation in a company, there is no single answer. It depends on several factors, including: Risk tolerance Companies with a higher risk tolerance may be willing to innovate faster and take greater risks in pursuit of disruptive opportunities. Resource capacity The availability of financial, human and technological resources can influence a company's speed of innovation. Those with limited resources may need to innovate more gradually. Competition and market pressure Market competition and customer demands can influence the speed of innovation. Companies in highly competitive industries or subject to rapid change may need to innovate faster to stay relevant. Organizational culture A culture that encourages experimentation, learning and adaptability can facilitate greater innovation speed. In short, the speed of innovation in a company will depend on a variety of factors and may involve a combination of incremental and disruptive changes, tailored to the specific needs and capabilities of the company and its competitive environment.

The Double Diamond is a visual framework created by the UK Design Council to illustrate the human-centred design process. This model is divided into four different phases, represented by two diamonds: Discover, Define, Develop and Deliver. Discover (Discover): This is the first phase of the process, where the objective is to collect information. Research is carried out to identify problems or areas of opportunity. Here, divergent thinking is encouraged to explore as many ideas as possible. Define: In this phase, all the information collected during the discovery phase is analyzed and synthesized. Patterns and themes are identified, and the problem to be solved is clearly defined. Here, thinking converges to focus on specific areas. Develop: This is where solutions begin to form. Design concepts (prototypes) are generated, tested and refined. As in the discovery phase, divergent thinking is encouraged to explore multiple possibilities. Deliver: In the last phase, the final solution is materialized and prepared for launch. Final tests are performed and necessary adjustments are made. Finally, the solution is implemented. The Double Diamond highlights the importance of moving from divergence to convergence throughout the design process, ensuring that all possibilities are considered before arriving at a solution. Benefits of the Double Diamond Framework Focus and Clarity: Provides a clear and organized structure for the innovation process, guiding teams towards the convergence of validated solutions. Efficiency and Rigor: The methodology facilitates the identification and elimination of unfeasible ideas in early stages, optimizing time and resources. Flexibility and Adaptability: It allows addressing specific needs, pains and frictions by the team that integrates the company's resolution project. Collaboration and Inclusion: The methodology encourages the active participation of diverse teams and stakeholders throughout the process, fostering collaboration and diversity of perspectives. Examples of application of the Double Diamond Framework New Product Development:  The model has been successfully used to develop new products in a variety of industries, including pharmaceuticals, consumer electronics and automotive. Process improvement: The methodology has also been applied to optimize internal processes in companies in different sectors, such as banking, energy and telecommunications. Service design: It has been a valuable tool for the design of innovative services that meet users' needs and expectations. This human-centered approach ensures that solutions are desirable, relevant and effective for end users.

Innovation is a broad and constantly evolving field. Here we present the 10 most common terms that you should know: Disruptive innovation: Refers to an innovation that creates a new market and eventually displaces an existing market. Incremental innovation: It is a series of continuous improvements in existing products, services or processes. Radical innovation: Involves a drastic change in products, services or processes, often creating new markets. Open innovation: It is an approach in which organizations seek innovative ideas outside their own borders. Closed innovation: It is the opposite of open innovation. Organizations depend on their own internal resources for innovation. Product innovation: Refers to the introduction of a new or significantly improved product. Process innovation: Involves the implementation of a new or significantly improved production or delivery process. Business model innovation: The creation or adaptation of business models to create value in new ways. Social innovation: Refers to new strategies, concepts and ideas that meet social needs and create new social relationships or collaborations. Innovation ecosystem: A network of interconnections between individuals, companies or organizations that fosters collaboration and innovation. These terms are just the tip of the iceberg in the field of innovation. Each of them has its own set of practices, challenges and opportunities.

Innovation is a multifaceted concept that has been explored and defined by several experts in the field. In this blog, we will examine the perspectives of three innovation thought leaders: MIT's Bill Aulet, Alex Osterwalder, and Eric Ries. Bill Aulet and the Disciplined Innovation Bill Aulet, director of the Martin Trust Center for MIT Entrepreneurship, distinguishes between invention and innovation, highlighting the crucial role of commercialization in innovation. Aulet has implemented numerous innovative programs at MIT, from new courses to student initiatives and accelerators. His book, “Disciplined Entrepreneurship,” describes a 24-step process for building a startup. Alex Osterwalder and Business Model Innovation Alex Osterwalder is known for his development of the Business Model Canvas, a practical tool used by leading companies around the world. Osterwalder identifies three types of innovation: Efficient Innovation (improving what is already being done), Sustainable Innovation (updating the existing business model) and Transformative Innovation (strengthening the business model for the future). According to Osterwalder, the key to success is often building a system to channel existing ideas into transformative projects. Eric Ries and the Efficient Startup Eric Ries, author of the bestseller “The Lean Startup,” applies science to business. Ries teaches companies, especially startups, how to start small and simple, then grow through learning, testing, measurement and rapid innovation. Ries advocates “just-in-time scalability”: conducting product experiments without massive upfront investments in planning and design. The efficient startup focuses on operational efficiency, adaptability and continuous learning. In summary, these three experts offer valuable perspectives on innovation, highlighting the importance of discipline, adaptability and efficiency in the innovation process. Although their approaches may differ, they all stress the importance of learning quickly, adapting, and maintaining a focus on customer value.