Vous menez un projet d’innovation technologique. Quels sont les éléments les plus importants à prendre en compte ?

All too often, the problem is quickly identified, without thorough research, data or insights, causing problems with the root cause analysis. To understand what problem you are trying to solve, dig deeper into the issue until you are unable to further define it, until there is no ability to adjust the conclusions. Once you understand the true problem you are looking to solve, the solutions become simple - and clear.

Based on my experience, I think that these points are often neglected when trying to understand the problem, which impacts the overall outcome: 1- Historical Context Analysis: Examine the historical context of the problem. Understanding past attempts, successes, and failures in addressing similar issues can provide valuable insights and prevent repeating past mistakes. 2- Legal and Regulatory Compliance Check: understand all legal and regulatory constraints related to your project. This is crucial in sectors like healthcare, finance, or telecommunications, where compliance plays a significant role. 3- Cultural and Social Considerations: Understand cultural and social factors that could impact the adoption and success of your solution.

I wouldn't use the word "Problem" I would use "Challenge" as with challenges there are always an opportunity to learn and develop over a learning curve. The best way to overcome any challenge is with a great team, if you choose the right team for any project, then any challenge is an opportunity to improve and deliver better. No matter how many recourse you have, without a great team, success might take longer time to achieve.

Problem definition is where the brainstorming begins. Once you have defined a problem area, you need to validate that your assertions and assumptions are valid. This is a critical step before proceeding. Validation must include testing the problem statement with multiple users who you anticipate experience the problem. Gathering feedback to your problem statement will help you further refine the definition of the problem. It is quite common that the problem you started with is not the actual problem you end up solving - the start is quite often a symptom of a more fundamental problem area.

Once Problem statement is crystal clear, then only problem solving skills matters. Deep understanding of the problem statement is must before to jumping to find solution.

Para identificar um problema de maneira eficiente, é importante ouvir quem está envolvido. Uma boa estratégia é conversar com algumas pessoas que têm conhecimento sobre o assunto ou usar enquetes nas redes sociais para obter uma visão inicial do problema.

Through out the various stages, it is important to ensure that the users remain central. I encourage the use of workshops and brainstorming sessions, not only for defining the problem but also in cocreating solutions and innovations to address them. Bringing the right mix of users/ stakeholders in these workshops is therefore critical in cocreating useful, context-specific solutions.

Na minha experiência esse é o principal erro de quem quer inovar, não identificar corretamente um problema. Em primeiro lugar, para inovar vc tem que amar problemas. Inovar é resolver problemas, sempre. Depois você tem que entender se aquele problema é só seu ou se realmente é um problema de muita gente, ou de um nicho específico. Para isso você deve conhece a área, conversar com vários especialistas e com vários usuários. Na sequência, provavelmente, você terá que refinar o problema. Ou seja, normalmente pensamos em problemas mais macros que na verdade são sequências de problemas menores. Defina qual você irá atacar primeiro e monte seu roadmap.

In my point of view, scoping is the most important aspect to consider. Once it is well done, it will give the clear perspective of resources and timing needed. Locking the scope means getting the inputs from the meaningful stakeholders.

Entender o problema é entender profundamente a necessidade do consumidor e do cliente ao que o produto ou serviço se destina. Uso de técnicas de pesquisa e observação que não enviesam a resposta é crucial! Seria menos “entender o problema”, mas sim se “apaixonar” por ele: buscar olhar a questão de vários ângulos para identificar corretamente a oportunidade de inovação.

The biggest mistake in brainstorming is not separating the creation and evaluation stages. No one wants to produce ideas that are immediately subject to evaluation. Evaluation kills creativity. A workshop should be held first, in which we only develop ideas. No one can evaluate anyone's idea. There should be as many as possible. Then the evaluation part can be conducted. It is advisable to start with a pre-selection, where everyone has a limited number of votes and assigns them to selected ideas. Only the ideas with the most votes are advanced for discussion. The remaining ideas are worth keeping for the leader's reflection.

When defining the problem you start by asking how well you understand the customer and their needs. Always start from the customer, start small and iterate. Innovation is like a flywheel, you need to start with something small that can make a real impact, build excitement and enthusiasm for the customer and iterate over it.

Para generar y seleccionar ideas un proceso que siempre funciona es abrirse a la exploración lúdica. Por lo general, puedes crear nuevos conceptos y/o cruzar ideas inyectando diversión y juegos en las sesiones de lluvia de ideas para fomentar el pensamiento fuera de lo convencional. Esta exploración ayuda a desafiar "la forma en que son las cosas" y en un contexto seguro ayuda a cuestionar y estar abierto a conexiones e insights inesperados. Antes de seleccionar ideas, es necesario documente todo, a través de la captura de todas las ideas, incluso las que parecen fuera del tema, ya que podrían inspirar inspiración más adelante.

When going into the design process, one should consider aspects of the problem which should meet standards of safety, usage, wear and tear and any key elements that would apply to the process of ideas. This may sound common sense but it could save time and money if one rules out any inappropriate materials, techniques, systems accordingly prior to the idea/prototype stage!

Innovation ist keine theoretische Angelegenheit, sondern eine neuartige Idee, die sich in einer neuartigen Praxis niederschlägt. Es geht folglich um das Umsetzen, das Probieren, das Testen, das neu Versuchen und serielle Wiederholen. Dann setzt sich die neue Praxis effektiv durch. In Branchen des Ingenieurwesens, die auf Einzelanfertigungen ausgelegt sind, Beispiel Bauingenieurwesen, ist das entsprechend schwieriger, doch selbst dort müssen Prozesse seriell aufgefasst und laufend optimiert werden.

Diriger un projet d'innovation technologique demande une approche réfléchie dans la génération et la sélection d'idées. Comprendre les besoins du marché, encourager la créativité au sein de l'équipe, et rester à jour sur les dernières avancées technologiques sont des aspects cruciaux. L'alignement stratégique, la faisabilité technique, l'analyse du marché, et la rentabilité économique guident la sélection des idées. Impliquer les parties prenantes, évaluer les risques et prototyper les concepts favorisent la réussite.

To find the best solution to a problem, it is important to understand how it affects the customer, because understanding the customer's pain, it makes easier to find a solution that will actually meet their demands! Methods such as: Brainstorming , ishikawa diagram and design thinking are good options to “think outside the box”!

Importante em qualquer projeto entender primeiramente o desafio compreendendo a fundo a questão e adotando uma perspectiva que priorize as necessidades do usuário que sofre com aquele problema. Durante o processo de geração de soluções, é importante promover a criatividade das pessoas envolvidas utilizando técnicas como brainstorming, mapeamento mental e prototipagem, assim a gente estimula a colaboração entre os membros da equipe e deixa tudo mais divertido. Considerando não apenas a viabilidade técnica, mas também a conveniência para os usuários e o alinhamento aos objetivos do projeto, o passo crucial é a avaliação criteriosa das ideias.

Podríamos iniciar reflexionando sobre la entrevista y empatizando tanto con ella como con los usuarios. Posteriormente, pasaríamos a una fase de Brainstorming, donde, mediante la técnica SCAMPER, favoreceríamos el proceso creativo. A continuación, procederíamos al desarrollo de las ideas, empezando por agruparlas por temas o potencial de sinergia, y luego refinándolas a través de una discusión que considere tanto los aspectos prácticos como la alineación con los objetivos de la organización. Finalmente, para la selección, definiremos criterios y mecanismos de votación que permitan desarrollar las ideas más viables y prometedoras.

Uma outra recomendação que sugiro é sempre estar atento a hipóteses contrárias para cada ideia que surgir. Ou seja, crie uma forma de eliminar vieses dos criadores, imaginando os efeitos colaterais que a solução ou inovação pode gerar. Além dos benefícios, sempre existem os efeitos colaterais e quanto mais depurado e estressado for, melhor a chance de ter um market fit mais assertivo e a oportunidade de encontrar as evoluções necessárias, com base na ideia original. Uma chance de se ter inovações incrementais, mantendo a proposta de valor em constante evolução.

Assuming that you have the right team for execution while leading tech innovation, I have used a fusion of design thinking, Lean startup, and agile methods. Design thinking ensures user-centric solutions through iterative cycles. Lean startup fosters a fail-first mindset, embracing perseverance or pivoting based on early feedback. Agile methodologies promote adaptable, collaborative development. Cultivate an open culture, encouraging critical thinking and collaboration. Crucially, align innovation with user jobs that the innovation intends to solve. A clear identification of jobs, empathy and iterative change-compliant business refinement and technology implementation are crucial to innovation success.

A common error is for engineering teams to begin development and progressively align the problem to the solution they're building. This drift can lead to solutions that may be technically optimal but ultimately miss the mark for the business. Disciplined and involved product management is essential. A successful innovation project requires continuously challenging what's being built against the problem that gave the project its reason to be.

Be careful that agile techniques are for agility, not postponement. I have encountered many situations where, as part of a summary of the results of the last sprint, the reasons why goals were not achieved were discussed and, judging them to be independent, the goal was postponed until the next sprint with the hope that the conditions would change. As a result, an effective and agile solution has not been developed, and individual tasks are postponed indefinitely.

In my experience, when the innovation and marketing or sales department work separately the process of including the solution towards the market is not successful, all of them have to be included in the process of designing and testing the ideas which will give a 360 perspective.

Keep it simple: Very often solutions are written down as complex statements with even more complex implementation methods and steps. The moment you lose the simplicity you risk losing your stakeholders.

Rather than aiming for MVP, decide early on if the first delivery needs to be MLP, Minimum Lovable Product. While MVP is sometimes enough to start delivering value, MLP aims to create something ‘sticky’ for your users.

La phase de développement et de mise en oeuvre dans un projet d'innovation technologique requiert rigueur et vision. En s'appuyant sur des idées solides, il est essentiel de prioriser, évaluer la faisabilité technique, et créer des prototypes. Une étroite collaboration avec l'équipe, l'adaptabilité aux défis, et des tests rigoureux sont clés. L'alignement continu avec les objectifs stratégiques, la gestion proactive des risques, et une approche itérative garantissent le succès.

Es fundamental adoptar una mentalidad de “prueba rápida, falla rápida”. Esto significa crear prototipos lo suficientemente desarrollados para testear la idea central, pero lo suficientemente flexibles para permitir ajustes rápidos. El objetivo no es la perfección, sino el aprendizaje y la adaptación. Una vez que el prototipo está en manos de los usuarios y stakeholders, comienza el verdadero trabajo. La retroalimentación obtenida de estas pruebas es vital para la iteración del prototipo. Es importante recordar que cada iteración es una oportunidad para aprender y mejorar. Una vez que el prototipo ha sido refinado a través de múltiples iteraciones, estamos listos para la implementación a través de la Planificación y Asignación de recursos

Depending on the problem ideas/solutions/prototypes/systems need to be considered for every conceivable function they need to address to overcome the problem. Coming up with some great sketches, diagrams etc could prove pointless if they are unable to remedy the problem in its entirety. Unless built in obsolescence is meant to be part of the design, then it is crucial that the materials used give longevity, perform the functions expected, fulfils any safety elements, are aesthetically pleasing and are able to be manufactured as individual, batch , or mass production? Materials used should be readily available and maintain costing procedures. Each and every idea considered should meet the standards required and surpass anything else prior!

Being agile is crucial when in early stages of develoment and implementation. You want to be a lean well-oiled startup machine. But make no mistake, there are downsides of being too agile. (Development/implementation) issues due to agility end up being huge bottlenecks and will cost you money and time if you don't deal with them as soon as you can.

You might be surprised by this response. As a leader of an innovation team, especially a mission-critical one, governance is your number 1 priority. Everything else is important, but if you haven’t facilitated the environment to innovate by identifying solutions to constraints, limitations, barriers and blockers then your technological innovation project just won’t make it. I never would have thought that would have been the case leading a mission-critical innovation team myself, but the couches, beanbags and big ideas are useless unless you know the game you’re playing in. Work with the system, identify which rules to bend and which regulators need to be involved to enable successful adoption of emerging and new technologies.

Ein Innovationsteam ist kein Ponyhof im Kuschelzoo. Und wer das Team zusammenstellt, sollte darauf achten, dass es untereinander auch zu konstruktiver Reibung kommt, von der auch die Teamleitung nicht verschont bleibt. Nur Widerspruch schafft Entwicklung! Auch ist ein Team keine Heilige Kuh, so dass man im Team notfalls jemanden austauschen kann. Hochleistungsteam sind ein erster Linie intrinsisch motiviert, brauchen aber den Rücken frei - insbesondere von lästiger, aber oft nötiger Bürokratie. Eine Teamleitung sollte nach meiner Einschätzung immer 15 bis 30 Prozent des Budgets in der Hinterhand halten, weil in der Regel die geschätzten Ressourcen überschritten werden. Die Höhe der Ressourcen muss in Relation zur Bedeutung des Ziels sein.

Build a diverse, collaborative team, define roles, set goals, foster learning, allocate resources wisely. Empower, track, adapt. Your team, the engine, your fuel, the plan!

Manage your team and resources: This stage is quite challenging. While generating ideas is the playground, managing the team and resources brings you into reality. It's crucial to have clear deadlines, goals, and to break down activities based on what can be realistically delivered. This includes defining roles and responsibilities, efficiently allocating resources, and maintaining clear communication to ensure everyone is aligned with the project objectives. It's common to adjust routes. Having an open mind to deal with unforeseen circumstances is vital.

Es importante contar con un equipo de trabajo adecuado para el proyecto. El equipo debe estar formado por personas con las habilidades y experiencia necesarias para llevar a cabo el proyecto con éxito, debe incluir personas con Sólida formación técnica, Experiencia en innovación, Capacidad de trabajo en equipo y Pensamiento creativo. Por ejemplo, un proyecto de desarrollo de software requerirá un equipo con personas con conocimientos de programación, diseño de software y pruebas de software. El equipo también debe ser diverso, con personas de diferentes backgrounds y perspectivas. Esto ayudará a fomentar la innovación y la creatividad.

Need to explore the all available skills/ potentiality within the organization. Collaboration both internally and externally to use optimize resources to achieve the goal

Innovation is not an easy mindset to have. You need to lean into the unknown and enable your team to have the courage and ambition to fail and learn quickly. A dear colleague shared that innovation should be seen more like a treasure hunt that brings a sense of exploration or curiosity and it’s not purely about optimising existing solutions. By testing and failing quickly you can visualise sharable progress and create prototypes which brings energy and a solution problem mindset within the organisation. Where by different cross-functions feel that they are apart of the journey and can contribute.

I totally agree that multidisciplinary team is very important. Nowadays open innovation is also becoming a key catalyst for innovation, the team can be composed of internal and external team members.

In my experience, the organization of the team is very critical. The team needs to have a strong voice with directing leadership and not having leadership direct the team. It is also important to have a team that is multidisciplinary and diverse backgrounds. The teams needs to have individuals whom are young in their career, individuals whom are rising, and seasoned technical experts. The diverse career levels can bring different perspectives and may allow the team to rehash old ideas with a new perspective.

The budget is critical but also is to set it in phases so you can measure it as the team advances through the innovation process. Kpis are also important for all of the involved people since frustration is many times present.

Align, involve, inform. Identify stakeholder needs, involve them in key stages, communicate progress and outcomes. Their support fuels your project's success.

Identify who your stakeholders are - think of everyone who is influential, involved, and affected by your work. Identify their influence and interest - think of connections and relationships between people. Determine why/ how you should manage your relationship with them. Prioritize your stakeholder engagement to build different communications to engage them. High Priority: highly influential and highly interested Medium Priority: high influence and low interest or high interest and low influence Low Priority: low influence and low interest Stakeholder mapping and prioritization based on their interest and influence is helpful to know who and how to engage them to make innovation happen and get support through development process.

Quizá la parte más importante en la solución de un problema o el abordaje de un reto/oportunidad es lograr la participación de las partes interesadas esto permite identificar las necesidades reales y validar que la solución es efectiva.

Something that is always forgotten when leading an innovation project is to involve the company's top management or shareholders, the one who makes the money decisions. I have seen hundreds of projects fail because the leader of the innovation project doesn't have the support of the right people, you can have the best intentions and the right people for its execution, but for it to last in time you need convinced and committed managers.

One of the most important thing in inovation projects is to engage with stakeholders. Why? Because we are having something completely new-technology, process, product, operating model, etc. that needs to be adopted. And the adoption will come only if you bring your stakeholders on a journey, together with you; in every step of the process. In that case change management will be easier.

Il est crucial de s'engager pleinement avec les parties prenantes pour créer ensemble la solution. Leur contribution est la clé pour façonner un produit qui répond vraiment aux attentes. Une implication continue et une communication transparente vont solidifier le lien avec les parties prenantes, les métamorphosant en des ambassadeurs enthousiastes du projet.

Una cultura que apalanque el aprendizaje y la capacidad de entender el error es clave. Desde el delivery de la innovacion debe tener sentido para la estrategia y mantener foco hacia el descubrir los elementos diferenciadores de valor que traerá la innovación que generen la motivación continua del equipo hacia lo que buscamos y lo que hemos encontrado en el viaje.

In my experience Stakeholders have a definite saying on the innovation process, so communication is key for them to understand the added value the company will receive from this investment

Engaging stakeholders is crucial in technological innovation, offering diverse perspectives and fostering early buy-in. Regular, transparent communication builds trust, while feedback fuels iterative improvement, ensuring solutions meet real-world needs and challenges effectively.

To enhance the management of a technological innovation project, consider these additional points: 1- Embrace Diversity in Problem-Solving: Diversify the perspectives involved in understanding the problem. Encourage contributions from individuals with varied backgrounds and expertise to foster innovative thinking. 2- Dynamic Idea Evolution: In the idea generation phase, promote a culture where ideas are allowed to evolve and merge. Encourage team members to build upon each other's suggestions, fostering a collaborative rather than competitive atmosphere.

Reflect, learn, and grow. Celebrate wins, analyze challenges, and embrace feedback. Iterate projects, and refine leadership. Continuous learning fuels innovation, and propels success!

Évoluer dans le domaine de l'innovation technologique exige une volonté constante d'apprendre et de se perfectionner. La veille technologique, l'exploration de nouvelles compétences, et la collaboration avec des experts sont essentielles. Cultiver une culture d'apprentissage au sein de l'équipe, être ouvert aux retours, et s'adapter rapidement aux évolutions sont des compétences clés. S'investir dans des formations continues et partager les connaissances contribuent à rester à jour dans ce domaine dynamique.

A melhor forma de aprender e melhorar o produto/inovação é enxergando a aplicação, não apenas através de insights, mas também visualizando o uso através de ferramentas ou qualquer outra coisa.

Finding root cause, impacts , challenges and obvious risk during implementation and architectural designs . During building ai models checkpoints should be model accuracy and continuous improvement on parameter tuning.

Innovation is not a static iterative practice. It is a generative act. You should implement your verified demand-based ideas, monitor the performance as well as its target audiences' feedback carefully, improve the procedure, and continue this loop constantly until you reach the project's goal(s). Moreover, many other resources such as the team's new learnings, findings from books, consultancies, and even newly emerged ideas can be merged into the already-being-implemented innovation to leverage the performance. Otherwise, it wouldn't be innovation and may fail.

As the project progresses, it’s important to take the time to learn and improve. This means reflecting on the process and making adjustments as needed. It’s also important to document the lessons learned to ensure that they can be shared with future projects.

El primer paso es identificar las oportunidades de mejora en el proyecto. Una vez identificadas las oportunidades de mejora, es importante establecer objetivos claros y medibles. Estos objetivos deben estar alineados con los objetivos generales del proyecto. El siguiente paso es desarrollar soluciones de mejora que aborden las oportunidades identificadas. Estas soluciones deben ser factibles y sostenibles. Una vez desarrolladas las soluciones de mejora, es importante implementarlas de forma efectiva. Esto requiere la participación de todos los miembros del equipo del proyecto. Es importante seguir los resultados de las soluciones de mejora para garantizar que se están logrando los objetivos deseados.

Une des choses les plus compliquées est de savoir arrêter quand on se rend compte qu'on est sur une fausse route. Et s'en rendre compte rapidement. Considérer que ce n'est pas grave, que non, il ne faut sans doute pas ajouter cette n-ième fonctionnalité pour d'un coup débloquer toutes les ventes sur notre produit. Ce sont des décisions compliquées, mais emplies d'enseignements.

Lessons I have learnt while leading an innovation project: - Get traction. Focus on getting more customers signed up. It’s all about the numbers. - Explore open source technologies. - Prepare for uncertainty and deal with it. - Keep the cost of operations as low as possible. - Celebrate failures, they pave the way to success. - Lean on experts and mentors for guidance but make key decisions yourself and be accountable for them. - Don’t quit. Stay at it. You will succeed. Be humble. - Always respond positively to motivation of an individual who is passionate to accomplish something good. - Whatever happens around you is not always about you. - Learn from the work of great leaders.

Sempre tento considerar em meus projetos: 1. Compreensão Profunda do Problema; 2. Perspectiva Centrada no Usuário; 3. Técnicas Criativas; 4. Colaboração Efetiva; 5. Avaliação Criteriosa; 6. Priorização Estratégica; 7. Prototipagem Rápida; 8. Adaptabilidade; 9. Mensuração de Resultados; 10. Cultura de Aprendizado Contínuo; É clichê, mas dá certo!

What I've learned in Corporate Innovation: - There will be pressure to start optimizing early, sometimes even before the problem has been fully identified and solved. Resist. - Solve a migraine-sized problem for the customer (preferably by co-creation), then gain traction by spreading it to similar customers. - Measure the changes in customer behavior as much as you do product performance. - Build a strong sales funnel alongside your product. - Incorporate developer / user experience into product and team culture from day one. - Build a lean team of generalists+ specialists that can respond quickly, decisively. - Don't confuse invention with innovation - the product is a means to change customer behavior away from the status quo.

Leading a technological innovation project is like orchestrating a symphony of minds. The keynotes are clear: First, deeply understand the problem you're solving, ensuring your innovation adds real value. Second, foster a culture of collaboration and creativity, where diverse ideas harmonize to create breakthrough solutions. Finally, maintain a balance between bold vision and practical execution, turning groundbreaking concepts into tangible realities. With these principles, your project can not only reach new heights of innovation but also resonate with meaningful impact.

Imagine a future shaped by your innovation! To get there, we need a clear vision. First, ignite the spark: hackathons and ideation campaigns will unleash your team's genius. But remember, innovation thrives on diversity. Seek fresh perspectives – engage with academic minds, tap into the startup world's agility, and leverage research analysts' insights. Stay ahead of the curve by becoming a trend hunter, analyzing what's bubbling beneath the surface. But innovation isn't just about cool tech; it's about impact. Envision the value your creation brings, the problems it solves. Ask yourself, how will this improve society and our environment? With this powerful focus, you'll not only lead a project, but also spark a positive revolution!

Having stakeholders who continue to contribute with ideas and solutions to a poject even once fully implemented and running is a truly rewarding experience and can also be seen as a small win.

Consider timing when introducing new technologies. Having a clear market vision and staying updated on trends is crucial. I've noticed new products becoming outdated fast, leading to wasted resources on something that won't last long enough to justify the investment. Another common mistake is not showing the added value of a new solution in competitive high-tech markets. This is vital to stand out beyond offering the lowest price. Prioritize consumer experience, as identifying problems accurately doesn't always result in solutions that resonate with buyers.

In my experience, leading a tech innovation project, especially transitioning from service to product-based models, requires a clear vision, a culture of adaptability and learning, key skills in UI/UX, analytics, and product management. Leadership must model these changes, embrace team diversity, and foster an agile organizational structure. Focus on scalable products while balancing short-term service revenue with long-term product potential is essential.

I like G. Campos orchestra metaphor very much, but he doesn't mention obtaining seed money, getting patents, or marketing. As founder of s start-up company and technical project leader, these were key aspects as well.

Whenever a technological innovation is underway the most important element is the end user of the same . It’s very important to onboard the customer/ intended user by co- creating with them and improve the value of. This also ensures formulating of go to market strategies at the inception itself , the number of iterations or prototyping reduced drastically. The ethical issues around technology being implemented are also addressed at the very inception. This ensures increased value for the entire value chain.