IBM VP : My Three Essentials For Creating Innovative New Products | Co. Design
BM’s Lee Green provides a road map for generating disruptive technologies, objects, and experiences.
No matter the forum or platform, designers, executives, and consumers love to discuss (and use) products and services that seem to break the mold. These ideas are disruptive, creative, and often counterintuitive. A decade ago, who could have predicted that mobile phones would take the place of digital cameras, for both still and video images, in the minds and hands of consumers? Or that serious chefs would consider food-truck businesses, once the domain of low-end services but now a trendy, fast, and cost-effective way to open a “restaurant”?
Onlookers often think that such marketplace and marketing successes are products of one-off “aha” moments of inspiration or unique research methods. But there are actual strategies that designers and businesses can follow to create such disruptive technologies, objects, and experiences. Here are my three tried-and-true tactics:
1. Support what is likely to fail.
By this I don’t mean prioritize experiments and concepts that look like they might not sell; I mean consider technology and designs that might not seem to work for their intended purposes. This is the approach of James Dyson, the British engineer and vacuum entrepreneur, and the company that bears his name. While developing breakthrough products, such as the energy-saving hand-drying machine known as the Airblade, Dyson and his team take note of what ideas and prototypes aren’t achieving their goals and then find new uses for them.