What are the main differences and benefits of lean, agile, and design thinking approaches to innovation?

??Lean innovation is essential for maximizing value and reducing waste, especially in fast-paced, customer-centric environments. ??MVP Focus Lean innovation emphasizes creating a Minimum Viable Product, validating it quickly, and iterating based on real customer feedback. ??Customer-Centric This approach ensures that products are developed with direct input from the end-users, aligning perfectly with customer needs and expectations. ??Disciplined Process Success with lean innovation demands discipline and rigor, especially when facing challenges that require balancing efficiency with thorough validation. ?? While lean innovation drives focused, customer-driven development, it demands consistency and works best for well-defined problems.

I've been exploring LEAN innovation for a decade and I keep coming back to the tools of Strategyzer. Using this framework is the definition of LEAN Innovation in my book. Start with Jobs To Be Done, craft a Value Proposition, test a business model canvas, and be ruthless about killing the ones that don't have evidence. Not just data, but actual evidence.

The truth is that developing innovative solutions is risky, no doubt about that, but if you use right set of tools you can minimize that risk and set yourself up for success. Is the lean best for innovation development? Probably not..., but it guides you and helps you don't make big mistakes. If you are developing innovative product or solution by definition it is new to market and new to customers so be sure to go two steps forward and one step back to collect feedback. One thing that I learned from my mentor was to ask potential customers hard questions like "Give me reasons why you would not use XYZ product" from those hard questions you will learn the most and be able to fix it in the next iteration.

In my experience, lean innovation mirrors the art of marble sculpting—meticulously chiseling away the superfluous to reveal the masterpiece within. Specifically, applying lean principles during a new system’s development means paring down excess, streamlining processes, and fostering a culture where efficiency and creativity flourish. This method has been pivotal in achieving product development breakthroughs, even when resources were limited.

Agile innovation is characterized by its iterative process and responsiveness to change. In my experience as a SCRUM-trained project engineer, agile innovation has enabled rapid adaptation to new information and evolving project requirements. For instance, during a radar system upgrade, we used agile sprints to iteratively develop and test components, allowing for continuous feedback and improvement. This approach contrasts with more rigid, traditional methods, offering flexibility and efficiency in managing complex engineering projects. Agile innovation's strength lies in its ability to quickly pivot and optimize outcomes in dynamic environments.

Una característica interesante de la metodología Agile es que no necesita la "visión final" del producto para comenzar. El Agile no tiene una etapa final a la que debes llegar: simplemente avanzas hasta que el cliente considere que se solucionó su necesidad, y ahí terminas. La desventaja de esto es que es muy difícil presupuestar: nunca sabes cuánto te costará el producto resultante, sólo sabes cuánto te cuesta cada iteración. No tiene una carta gantt del proyecto completo, sino que sólo se planifican dos semanas hacia adelante. Puede ser una pesadilla en entornos en los que tienes un presupuesto total definido y un plazo máximo, y claridad sobre la visión final de lo que necesitas.

Agile innovation requires effective resource management. The backlog can get cluttered and overwhelming, leaving one with an ever-expanding budget and timeline. Some tips to avoid that: - Prioritize the backlog by value and urgency. - Remove or archive irrelevant, outdated, or duplicated items. - Solicit feedback, align expectations, and resolve conflicts or dependencies. - Set a maximum number of items for each time. - Identify and deliver the 20% of features that provide 80% of value.

ágil e inova??o n?o deveriam estar na mesma frase. Se estamos falando de projeto, já passamos da fase de inova??o. Quando os princípios de desenvolvimento ágil se somam a scrum, s?o a antítese da inova??o. Se você está com tudo definido, desenhado e documentado e agora só falta desenvolver, n?o é mais inova??o, é desenvolvimento. ágil vai ajudar muito. Mas, quando vc precisa testar rápido e colocar pessoas diferentes criando algo novo, pootz, corre de agile. Trabalhe com grupos heterogêneos e pequenos e deixe com que os membros desse grupo tateiem o desconhecido, quebrem barreiras disciplinares e departamentais para nascer algo novo e único. Em inova??o, n?o dispomos de 15 dias para fazer algumas tarefas.

Agile Innovation: Emphasizes iterative development, where solutions evolve through collaboration between self-organizing cross-functional teams. Its benefit lies in its flexibility and responsiveness to change, which I found invaluable in software development and complex project management, like in radar systems installations.

Design Thinking is an industry at this point and has many flavors. Regardless of your flavor, it all comes from the Design Thinking Venn Diagram. Desirable: Is there evidence that anyone wants it and it solves a problem? Feasible: Can we build it? Viable: Will the lever of effort produce a substantial ROI? Is it profitable? Does it make us better at what we do? Can we leverage it?

Ao trabalhar com a intersec??o das 3 lentes do Design Thinking, o que é desejável (cliente), o que é praticável (processos) e o que é viável (recursos), conseguimos ter um norteador permanente ao longo dos projetos.

Design thinking é uma bela metodologia de inova??o que parte do problema a ser resolvido ou do "job to be done". Por manter o usuário no centro da narrativa, sem perder de vistas os recursos e a capacidade do grupo, é uma metodologia que tende a gerar solu??es mais aplicáveis, diretas e uteis. Se você tem aquele chefe ou funcionário megalomaníaco, essa é a metodologia para trablalhar com ele! Pé no ch?o. Se tiver a oportunidade de trabalhar com grupos maiores, divida em pequenas equipes de até 5 pessoas e estabele?a uma boa a saudável competi??o para resolver o problema. Existem metodologias complementares para ir juntando as ideias sem criar um Frankenstein.

DT is a framework that combines a set of tools, standardized processes, and a growth mindset to change how challenges are approached and solutions are crafted. The tools, are deployed flexibly, ensuring that creative solutions are developed as and when needed. Processes within this framework aim to standardize the approach to problem-solving, making the journey from ideation to execution more efficient and repeatable. Meanwhile, the mindset component is crucial, embedding a culture of innovation within the organization. It encourages open-mindedness, empathy, and a willingness to experiment and learn from failures. These elements enable teams to foster an environment where innovation is not just encouraged but is a daily practice.

Design thinking is very relevant to urban innivation processes when related to solving urban sustainability issues. For example in liveability , urban innovation processes adopting design thinking can open doors for creative collaborative collective intelligence through series of pilot projects and experiments that are directly related to human needs and could provide small niches to transform how the public uses transport in a city.

I would use design thinking to understand users, lean to focus on building just what is necessary to test a solution and agile for its iteration cycles until you get the data that shows you cracked it.

Combining innovation methods can be likened to conducting an orchestra—each method plays a unique role. In my experience, integrating lean’s efficiency, agile’s speed, and design thinking’s user-centricity has led to a harmonious process that delivers exceptional products. It’s a symphony of methodologies that, when conducted well, creates a competitive edge in the market.

One of the key insights I've gained is the power of hybrid approaches. If you'd ask me how to describe working at Orbit feels like I'd say sth. like: We're using design thinking to empathize and define the problem, lean for rapid prototyping and feedback, and agile for bringing the solution to market efficiently. That's Corporate Venture Building in a nutshell.

No focusing on the differences. The three methods are pretty much the Why, How and What of product service design. With Design thinking being the overarching methodology, I feel Lean is the How and Agile is the What of the process! Comment if you disagree!

Los métodos de innovación, como Agile, Design Thinking y Lean Startup, sitúan a las personas en el centro. Su principal objetivo es identificar necesidades y desarrollar soluciones de valor que las satisfagan. Estos enfoques entienden que la innovación es un medio, no un fin en sí mismo. Esto significa que las necesidades humanas siempre están en constante cambio y evolución. Además, estos métodos promueven la colaboración y la mejora continua como piezas clave para maximizar el éxito.

The first benefit from using innovation methods is the direct connection with customers which teams and employees usually do not have. The second one is that it normalises failure and turns it into a milestone in the learning and validation process. By normalising failure, teams become more adventurous in finding new customer solutions. Third it is the speed that ideas are tested, validate, invalidated and pivoted. And last, maybe the most important one, is the cultural transformation that innovation can bring into traditional businesses.

Prate?i neku od metodologija za razvoj inovativnih re?enja nau?i?ete da izvla?ite ?injenice iz razgovora, umesto samo la?ne potvrde kako je va?e re?enja najbolje na svetu. Mo?ete tako?e o?ekivati ve?e zadovoljstvo korisnika i njihovu verost va?em re?enju. Ovo se posti?e time ?to ?e korisnici osetiti da ste ih zaista saslu?ali i da ?elite da im pomognete, a ne samo da im prodate ne?to. Jo? jedna va?na korist zbog koga se i velike kompanije koje ?ele da uvedu inovativnost u svoje preduze?e odlu?uju na kori??enje metodologije je smanjenje rizika i nesigurnosti da li kreiraju re?enje koje ?e korisnici zaista ?eleti da koriste. Zbog toga ne zanemarujte primenu inovativnih metodologija u va?em slede?em projektu.

Colabora??o: Todas as abordagens incentivam o trabalho colaborativo e a comunica??o eficaz entre membros da equipe. Melhoria Contínua: Todas buscam aprimoramento constante, aprendendo com itera??es e ajustando abordagens conforme necessário. Foco no Cliente/Usuário: Todas consideram essencial entender as necessidades e perspectivas dos clientes ou usuários para criar solu??es significativas.

Having a clearly communicated methodoloy is a form of de-risking: Ensuring that: everyone involved understands where they are in the 'process', the right mindset, behaviors and metrics are used at the right time; who is required and where they contribute and visibility from start to finish.

Challenges in innovation methods are part of the journey. Earlier in my career, I faced difficulties in balancing the structured approach of traditional methods with the flexibility required for innovation. However, I’ve learned that embracing the adaptability of agile and the empathy of design thinking can transform these challenges into opportunities for growth and learning.

While these innovation methods offer numerous benefits, they also come with challenges, such as resistance to change and difficulty in measuring the value of innovation efforts. To address this, it's beneficial to establish a culture of continuous learning and adaptability within the organization. Encouraging a mindset that embraces experimentation and accepts failure as a learning opportunity can help overcome resistance to change and foster a more innovation-friendly environment.

I posit that a significant risk in the application of innovation methodologies lies in prioritizing the formal aspects of these methodologies over their underlying principles. Such an approach can lead to a rigid adherence to processes and procedures, potentially stifling creativity and hindering the genuine innovation these methodologies aim to foster. The essence of these frameworks is to inspire flexibility, adaptability, and a deep understanding of user needs—principles that are crucial for fostering an environment where innovation flourish. Therefore, it is imperative for organizations to focus on the core values and philosophies that these methodologies embody, rather than merely following the methodologies in a procedural manner.

I'm becoming less and less a fan of innovation methodologies. We need something different. While business leaders like repeatable process, innovation deserves to be unique to each environment: culture, team, product, budget, etc. I've seen too many adherents become so focused on process that they lose some of the magic of innovation. Instead, I have become committed to psychological safety as the #1 need for innovation. No matter what process is used, having participants feel safe expressing concerns, problems, out-of-the-box ideas, etc. all revolve around a culture of psychological safety. Focus on the process to enable that primarily.

Navegar pelos desafios da inova??o exige resiliência e criatividade. Enfrentar a incerteza, adaptar-se às mudan?as rápidas do mercado, e equilibrar risco vs. recompensa s?o essenciais para transformar ideias inovadoras em sucessos reais.

While learning and experimentation are understood to be critical to innovation methods, the pressure to deliver tangible business results now is incredibly high. Cutting out the discovery / problem finding activities and jumping straight to solution or pilot is often a temptation (i.e., just tell me the answer). Thinking of these methodologies as a continuous practice or operating principles rather than an event may help create time and space.

Bei Lean dreht sich alles um Effizienz und Reduktion, mit einem prim?ren Fokus auf Prozessverbesserung. Agil steht für Anpassungsf?higkeit und Schnelligkeit, konzentriert auf schnelle Entwicklung mit h?ufiger Neubewertung. Design Thinking geht es um das Verst?ndnis des Nutzers und kreatives Probleml?sen, mit einem Fokus auf die Entwicklung innovativer, nutzerzentrierter L?sungen. In der Praxis sind diese Methoden oft am effektivsten, wenn sie kombiniert werden. Jeder Ansatz bringt seine St?rken in verschiedene Stadien des Innovationszyklus ein.

While all three approaches drive innovation and customer value, the choice of which (or all) to adopt depends on the specific goals, challenges, and context of an organization's innovation initiatives. These methodologies are not mutually exclusive, and a blended approach that leverages the strengths of each can demonstrably accelerate innovation and still be simple enough to scale across an organization.

For those looking to delve deeper into these innovation methods, I recommend ‘The Lean Startup’ by Eric Ries, which provides a foundational understanding of lean principles, and ‘Sprint’ by Jake Knapp, which offers a hands-on guide to implementing design thinking in any project. These resources have been instrumental in shaping my approach to innovation.

Innovation involves taking risks and creating a portfolio of ideas and solutions, similar to a venture capitalist. Due to the nature of this process, more ideas will fail than succeed. However, the successful ones should generate enough value to make the entire effort worthwhile.