An idea is a belief, suggestion or thought that is usually generated with the intent to create value for the organization. This can either manifest itself in improvement upon existing business activities as well as completely new ways of value creation. Everyone throughout the whole organization can come up with an idea and is a potential Innovator. It also indicates the starting point of the Innovation Level.
The Innovation Level is a process that aims to identify valuable ideas, and support these ideas to be successfully embedded within the organization. This process starts at the Ideation Phase where the idea needs to conform to the ‘Definition of Ready’ in order to continue to the Validation Phase where it enters the Portfolio Kanban.
Using Design Thinking to formulate the idea
Simply having an idea is not enough.’Wouldn’t it be great if ….’ is nice, but useless. First and foremost, for any idea to be developed into reality, it needs to be shared with and understood by multiple people. Thus, the idea needs to be articulated; formulated in such a way that multiple people perceive it in the same way and jointly believe that it is a valuable idea. That is solves an issue or adds value. It should be formulated as the best solution to a problem. To do that, the idea needs to be reviewed and turned into a tangible solution. To create such a concrete solution description, the Design Thinking methodology is a great help. Design Thinking consists of two phases: Dvergence and Convergence: first you create many solutions to the problem on which your idea is based. Then you analyze the options and select the best one.
1. Diverge: Generate a wide array of solution variations. Employ techniques like lateral thinking, analogical reasoning, and random stimulation to break free from conventional paths. Encourage quantity over quality at this stage. Use methods such as:
- Mind mapping: Create visual representations of interconnected ideas.
- Reverse thinking: Consider the opposite of your initial assumptions.
- Forced connections: Combine unrelated concepts to spark novel solutions.
2. Explore: Delve deeper into promising concepts. Develop each variation further, considering different aspects such as:
- User interaction points
- Technical feasibility
- Business viability
- Scalability potential
Create rough sketches or simple diagrams to visualize these expanded ideas. This helps in communicating complex concepts and identifying potential strengths and weaknesses.
3. Evaluate: Assess each solution variation against predefined criteria. Consider factors such as:
- Alignment with user needs
- Innovation potential
- Resource requirements
- Potential impact
Use tools like decision matrices or weighted scoring models to bring objectivity to the evaluation process.
4. Converge: Now, narrow down to the most promising solutions. This may involve:
- Combining elements from different variations
- Refining a single standout concept
- Creating a hybrid solution that addresses multiple aspects of the problem
5. Refine: Polish the chosen solution. Focus on:
- Carifying the core value proposition
- Defining key features and functionalities
- Articulating how it solves the initial problem
- Identifying potential challenges and mitigation strategies
6. Describe: Craft a comprehensive description of the final solution. Include:
- A clear problem statement
- The innovative approach taken
- Key features and their benefits
- How it addresses user needs
- Potential impact and value creation
Use vivid language and concrete examples to bring the solution to life. Consider creating visual aids like conceptual diagrams or mock-ups to enhance understanding. Remember, the goal is to arrive at a well-defined, innovative solution that effectively addresses the initial problem.
Definition of Ready
The Definition of Ready (DoR) ensures that an idea is sufficiently described and understood to formally enter the innovation process (or Innovation Level). It describes the requirements that need to be met before an Innovation Coach can support the idea. The DoR includes at least the following requirements:
- The idea has a committed owner (the ‘Innovator‘), who is ready and mandated to guide the idea through the Validation Phase and, when successful, through the next phases.
- The idea has been described as an Agile user story:
- As (potential user)…
- I want (solution description)…
- So that (value description)…
- It has been described what type of change it is, an incremental or radical change.
- Description of how the idea has been spotted, thus where the idea is coming from.
- Problem description in case the idea solves an existing problem.
Ideas meeting the Definition of Ready, enter the Validation Phase where an innovative idea is validated as an idea that is worthwhile to bring to the Experimentation Phase in which a first hypothesis about the feasibility and/or customer value of the idea is tested in a real-life environment.