Demands for need-based solutions are innovation challenges, but also the motivating force behind success. The innovator does something that gets other people to do something that allows them to continue doing what they were doing. Together, the two sets of behaviors are supported by a repetitive cycle, and this is the mechanism of complete innovation.
The challenges of innovation:
Technology — innovators can't really make and produce the product they have in mind. Marketing and sales — innovators don't know how to proceed to get their product in front of their potential customers and convince them to buy. Finance — innovators cannot raise money or produce goods and sell them profitably. Leadership — innovators fail to assemble the right team and create the right culture and work environment to make everything happen. Many innovations come about accidentally, but we can work for advances purposefully and methodically. The world is always throwing us into new situations, and we generally cope, adapting to the situation to continue. Except when we can't. Sometimes situations change in such a way that people are unable to find an adaptation that works. Sometimes the ways we handle one situation conflict with the way we handle another. Under these circumstances, a product that offers people a new adaptation so that they can continue.
An innovation always involves a change in behavior. Innovations improve something for customers or companies without changing the situation in which they find themselves. Innovation leads to incremental improvements in products and gradual improvements in the lives of customers, along recognized and established lines.
Innovations change the assumptions at the root of how customers or businesses behave in a situation. The innovations are what led to the formation of the situation in the first place. A successful company begins by forming something new, something that is not incremental and is not a transformation of something else.
Innovators in large companies regularly fail to face challenges because they are limited to mentalities and informational tools, or because they underestimate the challenges of transformation or because they underestimate the value of formative innovation, which starts small.
Seeing the limitations of our assumptions and biases is an important move to understand their authentic demands more precisely.
Our waking moments are filled with opinions, guidelines, and views based on inadequate information that somehow seemed perfectly adequate. The curse of knowledge messes with our attempt to discover it's not primarily through our overconfidence.
There are the innovations that are based on new discoveries. Inferring personality from a certain behavior and predicting behavior based on personality are both substantially less accurate than focusing on the situations that people are in. For innovators, this indicates that it's problematic to trust customer types.
For innovators, being able to examine and change viewpoints is paramount. Without this ability, your innovations will almost certainly rest on unexamined assumptions that are likely to be wrong.
When you begin to see how people's behavior is linked to their situations, opportunities to change things for the better begin to appear.
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