Want to be radical? Forget user-centered innovation… “radical innovation does not ocur when companies get closer to user and understand what they currently need.”… rather than start with user needs, the process goes in the opposite direction: the company proposes a breakthrough vison.
想要激進創新？先忘掉以使用者為中心吧！… 「激進創新並非發生在公司更接近使用者、理解他們目前的需求時。」… 相對於從使用者需求著手，意義的激進創新流程反而反方向展開：由公司提出突破性願景。
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《Design-Driven Innovation，設計力創新》Chapter 2
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GE 的運作模式 — 點子變金子，創意變生意
你曾經問過類似的問題嗎：怎麼把點子變金子？創意變生意？
不管是正準備要開始，或者已經在進行引進「創新」思維的公司 — 創新方法、創新工具、創新流程、創新組織 — 都會問一個同樣的問題：
Getting innovative ideas is relatively easy. But how do you build a core competency in converting ideas into innovative products and services?
管理與設計顧問 Patty Seybold 在文章 Turning Ideation into Innovation 中分享到了她在 GE Global Research 所看的的運作模式。
Patty 說他喜歡這樣的方式是因為：
… it is focused on turning problems into solutions that can be successfully produced and deployed as commercial products.
It does this by taking advantage of cross-fertilization among subject matter experts in multiple disciplines. Life scientists, materials scientists, sociologists, anthropologists, and many different disciplines are represented.
So are all the industries that GE serves—healthcare, financial services, energy, aviation, automotive, appliances—and so on.
他們專注在將問題轉化成為解決方案上，而且這方案能夠成功地生產製造並成為具商業價值的產品。
能做到這一點，是因為他們利用了多領域的專家能相互激盪的優勢。
嘿！這不正是 design thinking 三個成功要素的第一個：multidisciplinary team 嗎！
Patty 繼續寫到，GE Global Research 則是這樣運作的：
Business units bring thorny issues to the research center, and a team is put together to come up with prototypes and pilots that can be tested and moved into production or discarded.
Customers are often intimately involved in presenting hard problems, specifying real world requirements in context, and testing prototypes.
BU 帶著各樣麻煩的問題 Research Center，有一個小組會把多領域專家聚在一起，並做出各樣原型和前導產品，然後判斷是否足以進行量產或是不需要再進行開發。
客戶常常在這個階段會描述其困難的問題、在真實世界中他們的需求，並測試小組所做出來的原型。
看來還滿熟悉的，這也是我們所冀望的一種創新模式。
不同的是，我們沒有這麼大的 Research Center，而且，我們似乎還在「短期獲利」和「長期投資」的漩渦中。
This phase began with general strategic directions and ended with open opportunities, not with product ideas.
This first phase defined the scope of the problem to attack, the opportunity to be explored in later phases, and the questions to be answered.
這個階段是以策略方向開始，以開放性的商機結束，而不是產品構想。
此階段定義待解決問題的範圍，後續要探索的商機，和待解決的問題。
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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…go in depth in each direction and brainstorm more than 100 product opportunity gaps in the marketplace. Selecting the best opportunity from a field of 100 requires qualitative research with possible users, coupled with a sense of the profit potential of each.
… Insights from potential customers and experts become the filter that selects the one product opportunity that survives.
深入分析每個趨勢，並激盪出上百個 POG。
但要從上百個 POG 中挑出最佳的，則必須進行潛在使用者質化研究，然後考量每個 POG 的獲利潛能。
潛在顧客及專家的洞見則成為篩選商品的指標項目。
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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Phase I: Identifying Product Opportunities
In the first phase of the process, product opportunities are identified, starting with research into trends.
The goal of Phase 1 is to identify one product opportunity. The opportunity must be stated in broad terms, with a focus on the experience of the opportunity, without any hint of a product description.
The SET factors that interact in a dynamic way to create product opportunities.
第一階段是根據趨勢分析找出商機。
這個階段的目標是找出產品商機後，以廣義的方式加以說明，尤其是此商機的消費體驗，但不能提到產品描述。
社會、經濟和科技因子會不斷互相影響，進而創造商機。
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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The four phases of Carnegie Mellon University innovation process are
1. identifying a product opportunity,
2. understanding the product opportunity,
3. conceptualizing the product opportunity, and
4. refining the product opportunity.
1. 挑出產品商機
2. 研究產品商機
3. 概念化此產品商機
4. 不斷修正此產品商機
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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若要善用此契機，你就必須先掌握顧客對新產品的期望。然後，將顧客的價值期望轉化為產品特性。也就是說，掌握變動中的社會、經濟及科技因素之後，便可找到新契機，再將它轉化成產品特性。
To respond to these opportunities, you need to understand the value that customers will expect in the new product. The customer’s expectations of value must then be translated into product attributes. So understanding the changing social, economic, and technological factors leads to finding opportunities that must then be translated in value and converted into product attributes.
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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影響新產品商機發展的因素包括「社會」、「經濟」及「科技」，由於這些因素會隨時間改變，導致現有產品與市場需求、要求及渴望有的產品或服務產生落差，而這些落差就是創造新產品或新服務的契機。
Several factors contribute to the development of new product opportunities. These factors are social, economic, and technological (SET). As these factors change over time, they generate gaps in the marketplace between products and services that exist and the potential for those that would better fulfill market needs, wants, and desires. These gaps, then, create new product and service opportunities.
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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顧客會忠於品牌。
Customers are loyal to the brand.
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《The Design of Things to Come 創新設計》chapter 9, A Process for Product Innovation
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Stage-1 is the recognition of customer’s needs. This information is gathered - locally - from clients and other similar products. International information is also collected.
Stage-2 concerns problem definition. Available information about customer’s needs is the basis for defining “the design problem” which encompasses materials, production means, ergonomic specifications and marketing among other design stakeholders.
Stage-3 affects concepts development that ideally should satisfy all product dimensions.
Stage-4 involves concept validation. An expert panel is responsible to evaluate prototypes and to select the most promising product.
Stage-5 transforms the selected concept in product specifications and production requirements.
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〈Accelerating the Knowledge Innovation Process〉
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