Index
David C. Roach
(Dalhousie University, Canada)
The Innovation Approach: Overcoming the Limitations of Design Thinking and the Lean Startup
ISBN: 978-1-83797-800-7, eISBN: 978-1-83797-799-4
Publication date: 4 December 2024
This content is currently only available as a PDF
Citation
Roach, D.C. (2024), "Index", The Innovation Approach: Overcoming the Limitations of Design Thinking and the Lean Startup, Emerald Publishing Limited, Leeds, pp. 247-254. https://doi.org/10.1108/978-1-83797-799-420241017
Publisher
:Emerald Publishing Limited
Copyright © 2025 David C. Roach
INDEX
Academic researchers
, 174
Adoption
, 145–146
adoption-focused primary research
, 145
lens
, 48
mobilize
, 140–146
principles
, 140
of problem statement
, 52
theory in practice
, 134–140, 181
Agile product innovation
, 7–8
Agility
, 15
Alpha dog (see “Alpha” syndrome)
“Alpha” syndrome
, 89, 115
Analogies
, 112
Analogs
, 84
markets
, 151
Analytical–comprehensive quadrant
, 127
Artifacts as focal points
, 99–100
Artificial intelligence (AI)
, 126, 216
Attributes
, 15, 75, 151
Babson College approach
, 33
Back end of innovation (BEI)
, 3, 167, 204
Backward thinking processes
, 111
Barrier busting technique
, 180
Basadur Applied Innovation
, 12
Basadur Creative Problem-Solving Profile, The
, 192
Basadur Innovation methodology
, 12
Basadur problem-solving index
, 192–193
Baseline business model
, 233
Benchmark orientation matrix
, 76, 79–82, 84
Benchmarking
, 73, 180
analogs and complementors
, 84
benchmark orientation matrix
, 79–82
and best practices
, 61
category features and benefits
, 75–76
consumers’ relationship to products
, 74–75
evaluation and analysis
, 83–84
example
, 80–83
product summary table
, 76
summary table example
, 77–79
systematic evaluation
, 76–79
Benefits
, 75
“Big business” management systems
, 6
Biological stream
, 176
“Black and white” approach
, 174
Body of Knowledge (BOK)
, 5, 194
Boston Consulting Group, The
, 216
Brainstorm sessions
, 109
Brainstorming
, 17, 26, 108–110
Brand
, 75
Brand effect
, 227
Build–Measure–Learn Loop
, 32
Business model
, 32, 46, 62, 123, 215–217, 219
heuristic approach to
, 219
innovation and
, 41, 43, 45–47, 217
innovation invariably collides with
, 18–19
shift to business modeling and LS
, 218–219
Business Model Canvas
, 10, 29–30, 34, 45
Business plan
, 217–219, 225
Canvas
, 32
Chief Technology Officer (CTO)
, 207
Circular economy
, 217
Cognition
, 101
Cognitive consumer research
, 169
Cognitive dissonance
, 170
Cognitive mapping
, 101–104
Collaboration
, 202–203
Collaboration opportunities
, 61
Communication
, 202–203
Company building
, 30
Compatibility
, 135, 139, 143
Competitor analysis
, 59
Complementors
, 84
Complexity
, 135–136, 139, 143
Complimentary model of innovation management
creativity lens
, 41
economics lens
, 40–41
entrepreneurial standpoint
, 42–43
innovation
, 40, 43–45
innovation and business model
, 45–47
innovation approach
, 47–50
innovation helix
, 53–54
problem statement
, 50–53
strategic management perspective
, 41–42
Compound Annual Growth Rate (CAGR)
, 58, 87, 205
Comprehensive prototypes
, 35
Computer-aided design system (CAD system)
, 158, 187
Concept development
, 107
brainstorming
, 108–110
concept selection
, 118–119
converging
, 115–116
lateral thinking and diverging
, 110–115
qualitative approach
, 117–118
quantitative approach
, 116–117
with selected lead users
, 154
tools and techniques
, 108
Concept evaluation
, 121
desirability
, 125–126
DT
, 123–124
evaluation approach
, 124
evaluation models
, 122
feasibility
, 126
LS
, 123
Stage Gate™ approach
, 122
viability
, 125
Concept scoring system
, 117
Concept selection
, 118–119, 121
Conceptualizers
, 192
Conducting interview
, 95–97
Conjoint analysis
, 90
Construct mapping
, 91
Consumers
, 170
behavior
, 169
behavior analysis
, 59
relationship to products
, 74–75
Continuous learning
, 27
Conventional functional model of development
, 187
Convergence process
, 27
Converging
, 115–116
Cost-benefit analysis
, 125
Costs
, 201
Costs of Goods Sold (COGS)
, 228, 234
Cradle to Cradle (C2C)
, 175–176
approach
, 167, 181
methodology
, 177, 179
“Cradle-to-grave” linear model
, 175
Creative destruction
, 40
Creative process
, 26
Creative reaction
, 40
Creative team abrasion
, 14
Creativity
, 16, 36
Critics
, 95
Cross-functional teams
, 14, 189
Customer creation
, 30
Customer development
, 30
Customer discovery
, 30
Customer empathy
, 27
Customer journey mapping
, 100–101
Customer listening
, 33, 36, 88
Customer segmentation
, 62
Customer validation
, 30
Customer-centric approach
, 43
Customer–product inquiry
, 70
Data analytics
, 61
Data validation
, 59
Decision-making unit (DMU)
, 27, 36, 44, 69, 96, 108
Decision-making process
, 18, 20
Deep Google search
, 153
Dependent activities
, 201
Design for disassembly (D4D)
, 176
Design for Environment (DfE)
, 168
Design for Sustainability (D4S)
, 168
Design process
, 181
Design Thinking (DT)
, 3, 9, 20, 23–26, 42, 45, 51, 58, 88, 107, 121–124, 134, 157, 161, 188–189, 203, 237
enthusiasts
, 110
implications
, 35–38
innovation system gap analysis
, 37
methodology
, 16
modern incarnation of
, 24
perspective
, 61–62
proponents
, 96
recommendations
, 38
strengths of system
, 26–27
as system
, 23
weaknesses in practice
, 27–29
Desirability
, 124–126
Development process
, 8, 194
Digital transformation age
, 215
Direct-to-consumer model (B2C model)
, 231
Discovery phase of problem statement
, 52
Discussion guide
, 93–94
Disk operating system (DOS)
, 159
Disruptive innovation
, 44
Diverging
, 110–115
Do it yourself (DIY)
combination
, 44
community
, 152
solutions
, 73
Do-it yourselfers (DYIers)
, 164
Dominant ideas
, 111
Eco-behavior
, 169
Eco-design
, 168
Eco-development
, 168–169, 171, 174, 182
Eco-innovators
, 174
Economic uncertainty
, 20
Economic viability
, 38
Effectiveness
, 20
Efficiency
, 20
Elusive green consumer
, 169–171
Engineering-anchored innovation domain
, 24
Entrepreneurial innovation
, 43
Entrepreneurial perspective innovation
, 43
Entrepreneurial setting
, 160
Entrepreneurs
, 43
Entrepreneurship perspective
, 60
Entry point
, 112
Environment Agency
, 172
Environmental, social and governance (ESG)
, 167
Environmental Resources Management Limited (ERM Limited)
, 172
Environmentalists approach
, 171
Environmentally meaningful consumer behavior
, 169
ETEE™
, 181–182
Ex post facto process
, 172
External communication
, 13–14
Feasibility
, 121, 124, 126
Features
, 75
Field trials
, 90
Fixed cost model
, 220–225
Fledgling business model
, 223
Fledgling concept
, 47–49, 52, 134
Fledgling model
, 125
Focus
, 155
Focus groups
, 89
Focused prototypes
, 35
Focused–analytical quadrant
, 127
Focused–physical quadrant
, 127
Forward-thinking processes
, 111
Fractionization
, 111
Front end of innovation (FEI)
, 3, 13, 40, 58–59, 74, 108, 153, 167, 189, 202, 208, 214
management
, 204–205
process
, 155
projects
, 196
tool
, 88
General and Administrative (G&A Expenses)
, 220, 223, 229
Generators
, 192
Google Glass
, 138–140
Graphical user interfaces (GUIs)
, 127, 136
Green consumers
, 169
Greenhouse gas emissions (GHG emissions)
, 174
Halo effect
, 170
Handheld GPS
, 102–104
Helix
, 53
Heuristic approach to business modeling
, 219
Heuristic business model (ing)
, 35, 235
approach
, 233
business model
, 215–216
business model vs. business plan
, 217, 219
fixed cost model
, 220–225
heuristic approach to business modeling
, 219
heuristic business modeling and hypothesis development
, 233–236
modern incarnation
, 216–217
revenue model
, 225–228
shift to business modeling and LS
, 218–219
variable cost model
, 228–233
Heuristics
, 170, 228
Hierarchy
, 126
Highly user-centric
, 26
House of Quality
, 11
Hypotheses
, 129
development
, 233–236
hypotheses-driven criteria
, 124
Ideation process
, 25–26, 36, 47, 119
IDEO Deep Dive video
, 67–68, 107, 113
IDEO ten faces of innovation
, 191–192
IDEO video
, 117
Implementers
, 192
Incremental innovation projects
, 7
Independent activity
, 201
Inductive process
, 50
Industrial design approach
, 87
Industrial Revolution
, 215
Industry and technology assessment
, 61
Industry trends and forecasting
, 59
Innovation
, 39–45, 60, 133
agile product innovation
, 7–8
approach
, 47–51, 167–168, 179–180
Basadur applied innovation
, 12
boundaries
, 17–20
and business model
, 45–47
check-in, check-out
, 18
common themes and approaches
, 13
creativity enhanced, not driven
, 16
cross-functional and multidisciplinary
, 14
design thinking
, 9
diffusion
, 134
economic viability
, 237
helix
, 53–54
IDEO ten faces of
, 191–192
information driven, agile and effective
, 14–15
innovation invariably collides with business model
, 18–19
innovation systems, tools and techniques
, 10
internal and external communication
, 13–14
invariably collides with business model
, 18–19
IPD
, 6
lead user research
, 10–11
lean product development and innovation
, 6–7
lean startup
, 9–10
market innovation
, 40, 42
methods
, 6
MIT model
, 8–9
PDMA
, 4–5
philosophy
, 8
problem focused not solution focused
, 16
process
, 70, 219
process innovation
, 40, 61
project management component
, 19–20
QFD
, 11–12
relative value
, 17
requirements and attributes
, 15–16
Stage Gate™ System
, 5–6
systems
, 8, 193
theory
, 40
tools or techniques
, 4
TRIZ
, 12–13
uncertainty management
, 20
Innovation management
, 3, 174
approach
, 15, 18, 133
perspective
, 5
process
, 141
systems
, 14
Integrated product development (IPD)
, 6
Intellectual property (IP)
, 60
Internal communication
, 13–14
Interviews
, 88, 91
KANO model
, 63–65, 70
Key opinion leaders (KOLs)
, 76
Key performance indicators (KPIs)
, 31
Knowledge
, 200–202
Latent needs
, 36
Lateral thinking
, 109–115
Lead user research (LUR)
, 10–11, 74, 149, 153–157, 163–165
downside of
, 157–160
Lead users
, 149–150
analog
, 162–163
attributes
, 158–160
downside of LUR
, 157–160
LUR
, 153–157
in market
, 156–157
misconceptions
, 152–153
phase of problem statement
, 53
use
, 160–163
Leadership
, 196, 203
Lean product development and innovation
, 6–7
Lean Startup (LS)
, 3, 6, 9–10, 20, 28, 30–32, 45, 58, 83, 88, 121–122, 134, 157, 188, 203, 237
canvas
, 19
decision making unit
, 108
economic viability
, 237
gap analysis
, 36
implications
, 35–38
innovation system gap analysis
, 37
latent needs
, 36
linearity
, 38
methodology
, 29, 108, 215
minimum viable product
, 63
organizational innovation
, 40
perspective
, 62–63
prototyping
, 91, 95
recommendations
, 38
shift to
, 218–219
strengths of system
, 32–33
weaknesses of system
, 33–35
Lean system
, 6
Life cycle analysis (LCA)
, 167, 171–172
studies
, 180
Life Cycle Impact Assessment (LCIA)
, 171
Linear activities
, 54
Linearity
, 28, 38
“Lock-in” effect
, 173
Management support
, 196–197
Manufacturer’s suggested retail price (MSRP)
, 233
Market
analysis
, 59
innovation
, 40
lead user in
, 156–157
research perspective
, 59–60, 153
trends and opportunities
, 60
uncertainty
, 20
Marketing research approach
, 87
Mathematical equation
, 15, 116
memsorb™
, 141–144
Metaphor elicitation technique
, 90–91
Metaphor elucidation technique
, 99–100
Mind mapping
, 26
Minimum viable product testing (MVP testing)
, 9, 31, 38, 63, 123, 127–130, 215
Mirra™ Chair
, 177–179
Mission statement
, 51
Modern incarnation of DT
, 24, 216–217
Moment of inertia (MOI)
, 78
Monstrous hybrids
, 176
Multidisciplinary teams
, 14, 189
Myers-Briggs Type Indicator (MBTI)
, 190–191
Nappies
, 172–173
Nascent entrepreneurs
, 235
Novelty
, 43
Novice innovation teams
, 16
Observability
, 136, 139, 143
Observational research
, 89
Off ramp
, 38
Open business models
, 217
Open-ended transaction
, 211
Opportunity recognition
, 42
Optimizers
, 192
Organizational innovation
, 40
Osterwalder’s approach
, 30
Outdoor professionals
, 156
Personality assessment tools
, 190
Physical–comprehensive quadrant
, 127
Pivoting
, 33
Plastics
, 176
PM software
, 208–209
Polyvinyl chloride (PVC)
, 178
Portfolio management
, 5
Pragmatic business modeling approach
, 19
Pricing policy
, 234
Primary market research
, 88
Primary research
, 84, 180
(see also Secondary research)
approach to
, 87–88
artifacts as focal points
, 99–100
cognitive mapping
, 101–104
conducting interview
, 95–97
customer journey mapping
, 100–101
developing, executing and analyzing interviews
, 91–93
discussion guide
, 93–94
interpreting results
, 100
observation within interviews
, 97–99
primary research best practices
, 91
types of
, 88–91
Primary Target Audience (PTA)
, 96
“Probe and learn” interview techniques
, 93
Problem focus
, 36
Problem statement
, 47, 50–53
Process innovation
, 40
Processes
, 36
Procrastination
, 210
Product Development Management Association (PDMA)
, 4–5, 194
BOK
, 5
Products
, 133
consumers’ relationship to
, 74–75
design and development
, 8–9
innovation
, 40
product-related adoption principles
, 141
statement
, 209
Profiling tools and techniques
, 190, 193–194
Basadur problem-solving index
, 192–193
IDEO ten faces of innovation
, 191–192
Myers-Briggs
, 191
Progressive organizations
, 190
Project execution
, 58
Project management (PM)
, 50, 199–200
collaboration and communication
, 202–203
component
, 19–20
education. 19
FEI management
, 204–205
knowledge
, 200–202
leadership
, 203
managing uncertainty and risk
, 203–204
skills
, 202
tools and techniques
, 204
Project Management Institute (PMI)
, 199–200
Project Management Professional (PMP)
, 199, 208
Project selection process
, 57–59
Project structure
, 194
Project-related issues
, 209
self-management
, 210–214
Prototyping
, 26, 38
approach
, 128–130
and MVP
, 127–130
Qualitative approach
, 117–118
Quality Function Deployment (QFD)
, 11–12, 63, 73
Quantitative approach
, 116–117
Questionnaires
, 88
“Re-ideation” process
, 145
Reduce, Reuse and recycle approach (3R approach)
, 175
Regulatory compliance
, 60
Relative advantage
, 134, 137
Relative value
, 225, 234
Research and development (R&D)
, 3
Return on investment (ROI)
, 18, 116
Revenue model
, 225–228
Reversal
, 112
Rhode Island School of Design (RISD)
, 188
Risk assessment
, 60
Risk management
, 203–204
Risk-taking
, 43
Rough-rapid-ready prototypes (triple-R prototypes)
, 35
Rudimentary approach
, 109
Scope
, 200
changes
, 209
creep
, 209
Seasonal affective disorder (SAD)
, 118
Secondary data
, 59
Secondary research (see also Primary research)
entrepreneurship perspective
, 60
guiding models
, 63
IDEO Deep Dive
, 67–68
importance
, 57–58
informing next steps
, 69–70
KANO model
, 63–65
market research perspective
, 59–60
perspectives of
, 58
process
, 61
secondary research in action
, 66–68
secondary research information important for innovation management
, 63
technology management perspective
, 60–63
user-centered model
, 65–66
Segmentation
, 59
Self-management
, 210–214
Silicon Valley approach
, 34
Simplex system
, 12
Small-to medium sized enterprises (SMEs)
, 18, 160
Software industry
, 8
Solution
, 44
Solution-based approach
, 174
Solution-centric position
, 34
Sprints
, 7
Stage Gate™ System
, 5–6, 121–122, 124
Stanford School, The
, 25
Startup community
, 19
Steering
, 31
Sterilization
, 14
Strategic management
business perspective innovation
, 41
perspective
, 41–42
Stream separation
, 176
Strengths, Weaknesses, Opportunities, Threats analysis (SWOT analysis)
, 59
Success
, 45
Surveys
, 88
Sustainability
, 49, 167, 217
C2C
, 175–176
eco-behavior
, 169
eco-development
, 168
eco-development and consumer behavior
, 169
eco-development and innovation management
, 174
eco-development and LCA
, 171
elusive green consumer
, 169–171
ETEE™
, 181–182
innovation approach
, 179–180
LCA
, 171–172
limitations of LCA
, 172–
material problem
, 174–175
other aspects of
, 180
other aspects of sustainability
, 180
of problem statement
, 53
work
, 176–179
Swift market analysis
, 62
Systematic approach
, 26, 28
Systematic evaluation
, 76–79
Systems
, 4
Systems thinking
, 4
Team approach
, 188–189
Team empowerment
, 14
Team resource management
, 206–208
Team selection approaches
, 189–190
Technical feasibility
, 18, 122
Technical uncertainty
, 20
Technological landscape
, 62
Technology management perspective
, 60
DT perspective
, 61–62
LS perspective
, 62–63
Terminology
, 7
The MIT model–Product Design and Development
, 8–9
Thrashing
, 206, 210
3M Corporation
, 10, 157–158
Time
, 201
Timmons model
, 217
Total addressable market (TAM)
, 133
Total available market (TAM)
, 58
Total Quality Management (TQM)
, 73
Traditional market research
, 10, 150
Trialability
, 136, 139, 143
TRIZ
, 12–13
Ubiquitous IDEO Deep Dive video
, 108
Uncertainty
, 205
management
, 20, 43, 203–204
PM software
, 208–209
team resource management
, 206–208
Unilinear approach
, 28
Unique selling propositions (USP)
, 76, 99
Unit capacity
, 235
Up-cyclability
, 176
User-centered design (UCD)
, 65, 97–98
User-centered model
, 65–66, 97
User-driven development (UDD)
, 65
Validated learning
, 32
Value capture process
, 46, 219, 234
Value creation
, 46, 219, 234
Value proposition
, 124, 127
Value Proposition Canvas
, 30
Value relatively
, 36
Variable costs
, 222, 228
model
, 228–233
Viability
, 121, 124–125
Voice of the customer (VoC)
, 6, 36, 65, 83, 88, 91
Volatile, uncertain, complex or ambiguous conditions (VUCA conditions)
, 203
Young entrepreneurs
, 34
- Prelims
- Section I: Introduction
- Chapter 1: Systems of Innovation
- Chapter 2: Limitations of Design Thinking and the Lean Startup
- Chapter 3: A Complimentary Model of Innovation Management
- Section II: Core Steps and Capabilities
- Chapter 4: Secondary Research
- Chapter 5: Benchmarking
- Chapter 6: Primary Research
- Chapter 7: Concept Development
- Chapter 8: Concept Evaluation and the MVP
- Section III: Advanced Tools and Techniques
- Chapter 9: Adoption Theory in Practice
- Chapter 10: Learning from Lead Users
- Chapter 11: Sustainability
- Section IV: System Level Capabilities
- Chapter 12: Team Selection, Structure and Governance
- Chapter 13: Project Management Essentials
- Chapter 14: Heuristic Business Modeling
- Postface
- References
- Suggested Readings
- Index