Index
Numbers
3Ms, 10
4B (Four B), 265
A
Aalto University, 267
abrasion, creative, 258
abstract patterns, identifying, 159
access, distribution channels and resources, 150
accommodating learners, 67, 70–71
characteristics and strengths, 75
paucity of, 74
accountability, building during strategic planning, 26
acquire, drive to, 57
activities as element of Business Model Canvas, 168
adoption, technology, 213
adult stores, improving overall experience, 201–202
advertising as component of holistic experience, 200
advisors, 151
advocacy, word-of-mouth, 257
advocates, brand, 45
A-E-I-O-U exercise, 133
aesthetic value, 149
Agile Software Manifesto, 122
agile software revolution, 122–123
agreements
turning expectations into, 91
unconditional, creating, 87–88
Alexander, Gerianne, 206
alliances as element of Business Model Canvas, 168
alternative business models, 169, 171, 177
Amazon.com, 260
Amundsen, Roald (South Pole explorer), 17
analysis phase of ethnographic research, 100, 108
analytic thinker, 96
Anderson, Ken, 101
anthropologists, corporate, 103, 111
anthropology, 132
Apple, Inc.
insularity, 230
iPod as iconic product, 243
name change reflective of mission revision, 20
applications, targeting, 246
Armstrong, Tom, 242
Armstrong World Industries, Inc., 14
arrows, double-sided, 23
artifacts as value indicators, 106
assessment
competency, 145
financial model, 161
as part of strategic organization process, 26
team, 145
assets
classes of, 263
investable, 261
social, measuring and tracking, 174
characteristics and strengths, 75
accuracy of, 151
articulating, 91
failure to examine, 116
translating into measurable goals, 26
asynchrony, contextual, 101
Atlantic, The, 227
attainability, 163
attention spans, 92
audience, flexibility in strategic plan implementation, 26
authority to pivot, 189
Autism Research Centre, Cambridge University, 206
Avastone Consulting, 175, 259, 264
awareness, brand, 243
B
Ba’tki, Anna, 206
Babeland, 202
Back of the Napkin, 134
balanced learners, 71
Banerjee, Banny, 120
Bank of America, merger with Merrill Lynch, 236, 238
Barry, Michael, 56
Beckman, Sarah, 43, 50, 65, 123, 192, 269
Becton Dickinson, 53
behavior
changing, 98
future, predicting, 218
monitoring, 8
behavior-changing solutions, effecting, 219–220
behavioral segmentation, 263
Bell, Genevieve, 101
Ben & Jerry’s, 240
Benedetti, Elizabeth, 116
benefits, delivering, 205
Berns, Gregory, 60
bet-the-company pivots, 188
Beyond Hardware marketing strategy (MasterLock), 245, 247
bias
discovery-driven planning, 161
as risk, 151
biases, 98
cognitive, 189
Dunning-Kruger Effect, 62
BIF (Business Innovation Factory) Labs, 264
big why, 84
Bill and Melinda Gates Foundation, 144
Blah, Blah, Blah, 134
Blakley, Johanna, 136
Blank, Steve, 2, 123, 126, 153, 170, 179, 258
blockbuster prescription drugs, 230
Blomberg, Jeannette, 103
Blue Ocean strategy framework, 170
bond, drive to, 57
Boscov’s department store, 116
boundaries
cross-disciplinary, bridging, 97
Bowden, Emily, 243
brainstorming, 124, 130–131, 257
charrette, 258
deep dives as type of, 211
expanding/contracting focus, 258
brand advocates, 45
brand audits, 133
brand,
delivering through facilities, 19
DNA, 241
perception, changing, 247
values, L.L.Bean, 249
brand strategy
interdisciplinary team benefits, 236, 238
process, siloed, 236
branding, 191
customer experience, 184
innovation team benefits, 235, 239–244, 247–248
breadth of offerings, 150
breakup letters as tools, 207, 257
budget
developing, 25
instinct, 140
budget advisory committee, creating, 25
business
contribution to innovation, 163
world improvement through, 162
Business Case Simulators, 264
Business Design, 266
business design evolution, 169
Business Innovation Factory (BIF) Labs, 264
College for America (CFA), 143
Educause Next Generation Learning Challenge grant, 144
as framework, 151
identifying and aligning, 98
validating, 180
business model canvas, 69, 135, 155, 181
Business Model Canvas framework
blending with Blue Ocean, 170
components, 153
Customer Segments, 181
Doblin’s ten categories of innovation, mapping, 171
nine essential elements, 168
Triple Bottom-line approach, 173
Business Model Generation, 153, 168
business model innovation, 97, 224
business modeling, 143
business modeling tools, 169
business models
components, mapping, 153
crafting, 1
deciding where to innovate, 227–231
green, 177
hybrid, 229
implementing innovation, 228, 230, 232
importance of market feedback, 143
library, creating, 139
shaping opportunity as, 12
SNHU (Southern New Hampshire University), 143
strategies, Apple, Inc., 230
transitioning from exploration to implementation, 193
types of value, 149
business plan, 151
Business Week, Industrial Design Excellence Awards, 247
businesses
effect of consistent evolution on, 54
transformation-based, 152
types of, 152
Butler, T., 57
C
cable providers, 224
California College of the Arts, 40, 267
Cambridge University Autism Research Centre, 206
cannibalization
avoiding, 227
risks, 224
of underperforming offerings, 225
capabilities, collective, 191–192
capital, 151
access to, 150
financial or economic, 263
natural, 263
social, 263
capital requirements, assessing, 162
cars as cultural norm shift examples, 101
Catalyst IDEA, 247
Center for Integrated Medicine and Technology (CIMIT), 215
Center for Open Innovation, 262
Centers for Disease Control, 11
CEO, authority to pivot, 189
CFA (College for America), 143, 145
chalkboard drawing, 134
champions, in strategic plan implementation, 24
change, rapid response to, 150
channel strategies, 245
channels
distribution, access to, 150
as element of Business Model Canvas, 168
charitable organizations, 168
Charles Stark Draper Laboratory, 215
charrettes, 38–39, 41, 131, 255, 258
definition, 130
Charron, David, 144, 147, 170, 179
chat as tool, 198
Chesbrough, Henry, 262
chief innovation officers (CINOs), 50
Cho, Sooyoung, 109
Christensen, Clayton, 116, 266
Cindy Tripp & Company, LLC, 142
CINOs (chief innovation officers), 50
Cloud Gehshan Associates, 113
Coca-Cola bottle as iconic product, 243
COCE, 146
code of honor, 88
cognitive barriers to innovation, 60
cognitive categories, identifying, 102
cognitive dissonance, 107, 258
collaboration
as result of successful strategic planning, 24
collaborative courses and degree programs, 31–32
collaborative education, 12
collective capabilities, understanding, 191–192
College for America (CFA), 143, 145, 267
College Unbound: The Future of Higher Education and What It Means for Students, 37
colleges, creating integrated, 32
commitment, escalation of, 189
commodity business, 152
common sense as self-created filter, 90
communication
during strategic planning, 24, 26
human, evolution of, 5
facilitating, 211
communication norms, 100
community colleges, 146
community support, garnering, 26
Company Building stage, 258
competencies
assessing, 145
core. See core competencies
design translation, 50
employer, tracking, 145
competency-based higher education, 143
competition
as motivator for business model innovation, 224
as reason to pivot, 186
competitive advantage, types of, 150
components
business model, mapping, 153
user experience, 200
comprehend, drive to, 57
Connect and Develop, Open Innovation strategy (Proctor & Gamble), 31, 258, 262
Connellan, Jennifer, 206
consensus, building during strategic planning, 26
consoles, video game, 199
constraints, disciplinary, 6
consulting firms, 264
consumer electronics, designing, 203–204
consumer needs, women versus men, 197, 200–207
consumer purchases, women, 196
consumer snapshots, 135
consumers, women, 196
content, sourcing, 184
content model, pivoting, 184
contentment versus performance, 132
contextual asynchrony, 101
Continuum, 39–40, 49–51, 241, 244, 265
contradictions, TRIZ, 160
convergence, 258
convergence–divergence process, 258
convergent thinking, 131
converging learner, 67, 69, 71, 74
Core 77 international competition, 29
core competencies, 256
defining in strategic plan, 21
identifying, 45
leveraging, 50
maintaining focus during plan implementation, 25
core competency, innovation as, 4–5
core curriculum
interdisciplinarity enabling, 211
corporate anthropologists, 103, 111
corporate culture, 96
corporate risk management, link to sustainability, 176
corporations, structural organization, 50
cost structure
advantageous, 150
as element of Business Model Canvas, 168
creative abrasion, 258
creative destruction, 4
credit card as multisided platform example, 261
cross-disciplinary, 4
cross-disciplinary boundaries, bridging, 97
CT scanner as efficiency solution example, 213
cultural expectation, 5
cultural norms, 101–105, 108, 111
definition, 99
shifting, 11
creating a unified, 218
entrepreneurial, 150
shaping through strategic plan language, 25
shared, 258
culture, corporate, 96
curriculum
entrepreneurship, 12
establishing, 145
gaps, 39
outcomes, mapping, 39
curriculum development
DEC, 255
as process, 43
Customer Components, 155
Customer Creation stage, 258
Customer Development Model, 170, 258
customer development process, 1
Customer Discovery stage, 180, 258
customer experience, branding, 184
customer journey, mapping, 69, 135, 258
customer relationships as element of Business Model Canvas, 168
Customer Relationships (CR), 155–156
Customer Segments (CS), 155-156, 168, 181, 186, 236
customer validation, 170
Customer Validation stage, 258
customer-based competitive advantage, drivers of, 150
customers
assessing, 143
as co-innovators, 6
mass affluent, definition, 237
relationship with value proposition, 145
representing, 72
sourcing, 184
cycles
economic, 4
innovation versus entrepreneurial, 180
D
D School (Stanford University), 40, 268
D’Avella, Anthony, 119
data
pivoting based on wrong, 185
qualitative versus quantitative, 262
debate, collaborative team, 251
DEC (Design, Engineering, and Commerce) program, 4, 29, 71, 74, 162
core curriculum sequence, 43–44, 55
revolutionary innovation, 63
decision making, delegating, 26
deep dives, 211
defend, drive to, 57
degrees (educational), competency-based versus credit-hour-based, 143
DELIs (Deeply Embedded Life Interests), 57–58
Dell business model innovation, 224
demographic segmentation, 262
design
combined with social sciences, 96
contribution to innovation, 162
ethnographic research methods, 102
evidence-based, 217
Illinois Institute of Design’s description, 66
as innovation process, 113–114
as simulation system, 115
world improvement through, 162
design audits, 133
design process
funnel or filter, 120
stages, 110
system of spaces, 128
design prototypes, 117
design strategy, 95
design strategy consulting firms, 95
design thinking, 1, 6, 8, 31, 65, 95, 97, 265
importance, 192
methodology, 12
multidisciplinary character of, 6
versus design translation, 49–50
design-thinking process, prototyping as element, 250–251
designers, gender statistics, 196
designing
for/by women, 196
for overall user experience, 200–201, 203
develop phase, areas of focus, 41, 43–44
di Resta, Ellen, 43, 50, 53, 116, 160, 191
diagramming, 134
differentiated competitive advantage, 150
differentiation, 152
differentiation strategies, 246
digital business models, newspaper and magazine industries, 227
dimensions, opportunity, 149
disciplinary boundaries, 6
discount retailers, 261
discover phase, areas of focus, 34–35, 37
discovery
management and measurement, 97
validation instead of, 97
discovery-driven planning, 160
Disney
experience business, 152
facilities as theme park experience, 19
Disrupting Class, 266
disruptive business models, 13, 193
disruptive ideas, developing, 146
disruptive innovation, 4, 96, 255. See also innovation
approach, 16
through collaborative process, 243
importance of evidence, 193
launching, 191
disruptive teams, 80
dissonance, cognitive, 258
distribution channels, access to, 150
divergence, 258
diverging learner, 67–69, 71, 76
characteristics and strengths, 75
paucity of, 74
diversity of learning styles, balancing, 74
divisional organization, 51
Doblin Ten Types of Innovation, 259
documentation of ethnographic research, 108
dot-allocation, 131
double-sided arrows, 23
drivers
internal, assessing, 160
motivational, 261
drives, emotional, 57
Dunning, David, 62
DuPont, 14
dynamic (adjective), definition, 80
dynamics, definition, 80
E
eBay research, 249
ecological economists, 175
economic capital, 263
economic cycles, 4
economies
experience-based, 152
information, 152
ecosystem design, 138
Ecosystem of Design, 259
Edison Awards, 247
education
collaborative, 12
online, 143
as problem-solving stimulator, 7
educational models, types of, 144
Educational Testing Services (ETS), 145
Educause Next Generation Learning Challenge grant, 144
efficiency solutions, 213
Einstein, Albert, 33
electronics, consumer, 203–204
emotional connection in product design, 205–206
emotional state, recharging, 91
emotions as part of ethnographic research, 107
empathy, importance in healthcare culture, 191–192
employee motivation, 57
employees, geographic proximity, 192
engineering
contribution to innovation, 163
world improvement through, 162
engineering prototypes, 118
engineers, 196
entrepreneurial culture, 150
entrepreneurial cycles, 180
entrepreneurial process, 3, 181
entrepreneurial thinking, 96, 115
entrepreneurship curriculum, 12
entrepreneurship education, 12
entrepreneurship movement, 189
environment, evolutionary versus revolutionary, 60–61
environmental impact, 263
Environmental, Social and Governance (ESG), 176
envisioners (Continuum), 51
equity, brand, 257
errors
framing, 97
hospital, 209
ESG (Environmental, Social and Governance), 176, 259, 264
ETFs (exchange traded funds), 261
ethnographic research, 101–102, 104, 109, 111
broad perspective within, 105–106
bull’s-eye, 104
documentation, 108
phases of, 100
ethnography, 1, 3, 95, 97, 102, 139
ETS (Educational Testing Services), 145
evaluation, prototype, 250–251
evaluation tools, Business Model Canvas, 155
evidence
gaining trust through, 213, 215
importance in disruptive innovation, 193
evidence-based design, 217
evolutionary innovation, 54, 58–60, 62
exchange traded funds (ETFs), 261
execution, prioritizing, 160
execution risk, 151
expectations
articulating, 91
cultural, 5
flexibility, 91
identifying during strategic planning, 22
value, 5
Experience Economy, The, 152
experience, user, 200
experience-based economies, 152
Experiential Learning Theory, 66
Extended Business Model Canvas, 174, 177
external fit, 149
external forces as reason to pivot, 186
extreme sports, 205
F
F. W. Olin Foundation, 268
facilities, university master plans for, 19
failing, better, 114
failure
common elements of, 116
role in opportunity recognition, 10
versus mistake, 250
failures
as design tools, 114
leveraging strategic, 114
manageable, 115
Fallacy of Detachment, 17
familiarity as key to innovation, 60
fear
as barrier to innovation, 60
iteration, 124
as motivator for business model innovation, 224
feasibility, 163
Federal-Mogul Corporation, 14–16
fee-for-service business model, 230
Fenelon, Manoj, 130, 134, 139, 141
fight-or-flight response, 57
filter, design process as, 120
financial capital, 263
Financial Components, 155
financial proxies, developing, 174
fit
internal and external, 149
as opportunity dimension, 149
strategic, 226
flexibility in strategic plan implementation, 26
focus
attention, maintaining, 93
expanding and contracting, 258
focused strategy, 146
forecasting, 259
formulation innovation, 213
formulation phase, areas of focus, 38–39, 41
Forum for the Future, 174–175, 265
Four Actions framework, 170
Four B (4B), 265
Four Steps to Epiphany, The, 1, 123
Fowler, Mark, 122
Blue Ocean, 170
Business Model Canvas, 153, 168
business models as, 151
discovery-driven planning, 160
Four Actions, 170
Gearing Up, 175
Innovation Bull’s-Eye, 162–163
innovation process, 30
iteration stimulus, 165
objectivity of, 151
opportunity evaluation, 149
screening matrices, 164
SSBMG (Strongly Sustainable Business Model Group), 175
sustainability, 263
TRIZ, 159
using to assess maturity, 177
versus tools, 140
frameworks phase of innovation process, 69
framing errors, 97
framing effect bias, 189
Franklin W. Olin College of Engineering, 268
Fraser, Heather, 266
functional organization, 51
funding, innovation team management, 97
fundraising as strategic plan support, 25
funds, reallocating to support initiatives, 25
funnel, design process as, 120
future labor demands, anticipating, 144
FutureWorks, 230
G
games, improvisational, 212
Gap, 240
gaps
curriculum, 39
as iteration stimulus, 165
Garzon, Carolina, 109
Gearing Up framework, 175, 259
gender
appeal, Wii, 199
consumer to designer ratio, 196
marketing strategies, 245
stereotyping, 196
General Mills, 111
geographic proximity of employees, 192
geographic segmentation, 262
Gilmore, James, 152
Global Wealth Management Marketing (Bank of America), 238
GMAT test preparation, 184
goals
measurable, translating assumptions into, 26
goods business, 152
GoPro, 205
government regulations as reason to pivot, 186
Green Business Model Innovation project (Nordic Innovation), 177, 262, 265
green business models, 177
grounded theory, 109
growth
without cannibalization, achieving, 225
through differentiation strategies, 246
Groysberg, B., 57
Gur, Raquel, 206
Gur, Ruben, 206
Gutenberg, Johannes, 38
H
Haas School of Business, University of California, 65
Hamel, Gary, 21
Harfoush, Nabil, 167
Harvard Business Review, 259, 261
Harvard University Medical School, 215
Hasso Plattner Institute of Design, 268
healthcare
service design, 191
healthcare industry, 224
healthcare-acquired infections, 218–219
Heath, John, 130, 134, 138, 141
helical thinking, 120
Helsinki School of Economics, 267
Helsinki University of Technology, 267
Hicks, Pamela, 7
higher education institutions
collaborative courses and degree programs, 31–32
competency-based programs, 143
disciplinary boundaries, crossing, 12
strategic planning, 19
transformation business, 152
Higher Potential (in Business Model Canvas), 155, 158
Hill, Charles, 118
Hines, Melissa, 206
Hitchman, Tony, 238
holistic experience design, 200–201, 203
holistic lifestyle programs, 231
holistic thinking, 236
hospital errors, 209
Houde, Stephanie, 118
Houghton Mifflin, 143
how (balancing with when, what, and why), 82–83
human capital, 172
human condition, improving through design thinking, 7
human traits, importance in product design, 205–207
human truth, 138
human-centered design, 266
hybrid models, 229
hypotheses, testing, 185
hypothesis-driven entrepreneurship movement, 189
I
i-Squad (General Mills), 111
IBM mission statement revision to meet market needs, 19–20
Iconoclast, 60
ideation, 124
IDEO Berlin, 121
Illinois Institute of Design, 66
immersive research, 249
imperatives, 68
imperatives phase (innovation process), 69
improvisational games, 212
in-market prototyping, 119
individual interests, incorporating into broader strategies, 24
Industrial Design Excellence Awards (Business Week), 247
industries, shrinking, cannibalizing underperforming offerings, 226
industry maps, 69
inflection points, 146
information economies, 152
initiatives, developing and prioritizing, 23
Innosight, 266
barriers, 60
through collaborative process, 243
as cultural requirement, 16
cycles, 180
definition, 213
disruptive. See disruptive innovation
as dynamic phenomenon, 8
four dimensions of, 54
historic perspective, 255
measuring, 8
opportunities by identifying cultural norm shifts, 100–101
pervasive, 12
pitfalls, 205
principles, TRIZ, 160
projects, importance of limiting to short-term, 193
realizing, elements needed, 162
speed, importance of, 167
targets and potential, 163
tools, 127
Innovation Bull’s-Eye, 162-163
innovation consulting firms, 95
innovation design education, Core 77 competition, 29
innovation process, 65
analytic and synthetic phases, 66
analytic versus synthetic phases, 69
compared to entrepreneurial process, 181
efficiency improvement through Business Model Canvas, 168
pivoting as form of, 184
theoretical and practical realms, 66, 71–72
innovation strategies, Proctor & Gamble, 31
innovation structures, 255
balancing learning styles within, 71–72, 74
benefits for branding, 235, 239–244, 247–248
building, 70
leadership of, 193
nurturing, 97
skills, leveraging, 76
innovation traps, 97
innovation, business model
deciding where to innovate, 224, 227–231
Innovator’s Dilemma, 266
Innovator’s Solution, 266
input during strategic planning, 21, 26
InSinkErator, 60
instinct, budgeting for, 140
Institute of Medicine (IOM), 209, 260
integrated colleges, creating, 32
integrated curriculum model outcomes, mapping, 39
integrated education programs, 267, 269
integrated leadership, 256
integrated strategy, 255
integrated teamwork, terms for, 4
integrated thinking, 269
Integrated Thinking Courses and Design Works (Rotman School of Management), 40
integrative thinking, 119, 259
intellectual capital, 172
intellectual property, 150
interaction, facilitating, 211
interdisciplinarity, 13, 217, 260
definition, 210
facilitating, 211
problem solving through, 220
interdisciplinary, 4
interdisciplinary collaboration, 3–4, 32
interdisciplinary education, 12
interdisciplinary learning (Philadelphia University draft plan), 23
interdisciplinary teams, 1, 235
creating a unified language and culture, 218
brand innovation, 248
implementation buy-in, 247
importance of geographic proximity, 192
leveraging brand heritage, 241
matrixed team composition, 248
usefulness in brand strategy, 236, 238, 240
internal development, 229
internal drivers, assessing, 160
internal fit, 149
internal innovation groups, 223
internal value, 149
International Business Machines (IBM), 19–20
interviews, ethnographic, 107–108
intuition, strategic, 262
inventions, patentable, 167
investable assets, 261
investing, socially responsible, 259
investments
liquid, 261
performance, enhancing, 262
Investopedia (www.investopedia.com), 162
invisible risks, 172
IOM (Institute of Medicine), 209, 260
issues, identifying during strategic planning, 22
prototypes as, 250
types in business design evolution, 169
iterative cycle, thought modes in, 123, 125
Itin, Boris, 195
J
Jacobs, Valerie, 131, 137, 141
Jiffy Lube, 3
job satisfaction, 58
Johnson, Mark W., 264
Jump Associates, 39–40, 125–126, 133, 135, 141
just-in-time production, 224
K
Kanbar College of Design, Engineering and Commerce (DEC), 29, 46, 55, 162, 255, 268
Kaplan, 264
Kennedy, John F., 93
Key Activities (KA), 155, 158, 184
kinesthetic brainstorming, 257
Kmart, 261
Kolb’s Learning Style Inventory, 71
Kruger, Justin, 62
L
L.L.Bean, 249
Base Camp war room tool, 249
Maine Hunting Shoe as iconic product, 243
Lafley, A. G., 31, 75, 258, 264
laminated padlock (Master Lock) as iconic product, 243
LAN airlines, 228
language, creating a unified, 218
latent need, 137
latent ROI (Return on Investment), 260
leadership
coordination, 193
positions, nurturing, 97
technology, 150
leadership tools
perspective pyramid, 85
Lean LaunchPad, 1
Lean Startup movement, 123, 180, 188
learning launch, 260
learning process, axes of knowledge creation, 66
learning styles
conflicts among innovation team members, 70
types, 66
typical majors in college, 74, 76
Lee, L.-E., 57
left-brain people, 96
left-brain thinking, 236
Liedtka, Jeanne, 260
limitations, silo career trajectory, 36–37
LinkedIn, 143
liquid investments, 261
live chalkboard drawing, 134
Long Tail business model pattern, 169, 260
loss aversion, 189
love letters as tools, 207
low-fidelity prototypes, 260
Lower Potential
Business Model Canvas, 155, 158
characteristics, 158
characteristics, 158
customer, 183
LPK international design agency, 131, 141
M
MacKenzie, Gordon, 111
Magoosh (www.magoosh.com), 184, 187–188
manageable failures, 115
management consulting firms, 95
managerial thinking, 96, 115–116
mapping
curriculum, 39
customer journey, 135
root-cause, 109
visual, 134
mapping exercises, ethnographic research, 102
mapping tools, 10
market flexibility, 26
market feedback, 143
market share, 150
marketing strategies, 245, 260
Martin Prosperity Institute, 266, 269
Martin, Roger, 29, 31, 119, 259, 266, 269
mass merchandisers, 261
mass merchant shoppers, 244
Massachusetts General Hospital (MGH), 215
Massachusetts Institute of Technology (MIT), 215
laminated padlock as iconic product, 243
marketing strategies, 245, 247
material culture, value shifts through understanding of, 106
matrices, screening, 165
matrix, fashion thinking, 136
matrix organization, 51
MatrixWorks, 130
maturity scale, 177
maturity stages, sustainability, 174
Maurice Kanbar College of Design, Engineering and Commerce (DEC), Philadelphia University, 3–4, 29
Mayo Clinic
culture, 191
geographic proximity of employees, 192
SPARC Lab, 191
McGuinness, Diane, 206
McKinsey Global Study, 255
measures of success in strategic plan implementation, 24
medical doctor (MD), 210
medical home, 261
membership, strategic planning committee, 22
men, self description, 197, 200
mental state, recharging, 91
mentors, 151
Meredith, Mukara, 130
Merrill Edge (launch of), 236, 238, 240
Merrill Lynch merger with Bank of America, 236, 238
Merrill Lynch Wealth Management, 237
metaphor exercise, 131
methodologies, TRIZ, 159
methods, ethnographic research, 103
metrics
contentment versus performance, 132
innovation-measuring, 8
team-tracking, 130
Metz, Justine, 238
Miller, Michelle, 137–138, 141
mind map, 261
Mini Cooper, gender perceptions, 207
Minter, Marcia, 242
mission statements
Google, 20
IBM, 19
revising, importance in strategic planning, 19
Mission-Strategy-Critical Long-Term Initiatives, 8
mistake versus failure, 250
misunderstandings, revealing, 8
mixed market economy, 209, 261
model
business. See business model
Model Viability, 170
Moggridge, Bill, 265
Morris, Doug, 116
motivational drivers, 57–58, 261
multidisciplinarity, 210
multidisciplinary teams, 16, 45, 169
multisided platform pattern, 169, 261
myths, revealing, 8
N
NAE (National Academy of Engineering), 209, 262
name change as reflection of mission revision, 20
narrow teams, 220
National Academy of Engineering (NAE), 209
natural capital, 172, 175–176, 263
needs
emotional, 57
latent, 137
women versus men, 197, 200–207
Net Present Value, 162
network effects, 150
New Sustainability Advantage, The, 176
New Venture Creation, 3
New York Times, 226
Newman’s Own, 240
Nexus Learning Approach, Philadelphia University, 42, 45
Nixon, Natalie, 10, 34, 38, 97, 127
Nohria, N., 57
Nordic Innovation, 177, 262, 265
normatives, 100
norms
communication, 100
cultural, 99, 101–105, 108, 111
North Face, 240
Norton, 264
NSF Innovation Corps, 1
O
objectives, integrating as part of strategic plan, 23
observation, 132
observations phase (innovation process), 68–69
occupational therapist (OT), 210
offerings
breadth of, 150
quality of, 150
Olin College, 268
online education, 143
online educational model, 144
Ontario College of Art and Design, 40, 268
open innovation, 262
Open Innovation: The New Imperative for Creating and Profiting from Technology, 262
opportunities
identifying cultural norm shifts, 100–101
as reasons to pivot, 186
scoring with screening matrices, 165
opportunity
crafting, 8
four main dimensions, 149
recognition, 3
shaping as business model, 12
spaces, 255
tools and tactics, 95
unlocking, 97
value, evaluating, 155
opportunity development, 3, 96, 122–123, 125
opportunity recognition
Darwinian approach, 10
teaching, 12
optimization innovation, 213
optimization phase, areas of focus, 45
organizations
strategic, 26
structure of, 51
Osterwalder business ontology, 175
Osterwalder, Alex, 153, 168–169, 172–173, 179
overconfidence, 189
ownership, building during strategic planning, 26
P
paradigm, pervasive innovation, 12
Patnaik, Dev, 102
pattern-finding tools, 137
patterns
business model, 169
identifying, TRIZ, 159
Paul and Stacy Jacobs Foundation, 269
per-member-per-month fee (PMPM), 232
perception, spectrum of, 66
perceptions
as barriers to innovation, 60
brand, 247
changing, 98
identifying during strategic planning, 22
of plan implementation success, monitoring, 25
user, 98
perceptual maps, 69
performance
assessing, 225
versus contentment, 132
Performance of a Lifetime, 136, 141
peri-operative systems, 214, 262
perseverance as default, 185
personalities, evolutionary versus revolutionary, 59
personality
importance in product design, 205–207
types in interdisciplinary collaborations, 212
perspective
common, understanding, 34
how, 83
left-brain versus right-brain, 236
need for multidisciplinary, 7
when, 82
perturbations, 86
pervasive innovation, 12
pharmaceutical industry, business model innovations, 230–231
phases
ethnographic research, 100
Philadelphia Textile School, 18
Philadelphia University, 2–3, 260, 268
DEC, 29, 31, 34–43, 55, 63, 255
effect of consistent evolution on, 54
evolutionary innovation, 54
Integrative Design Process course, 74
interdisciplinarity, enabling, 211
interdisciplinary project examples, 13
organizational structure in 2008, 33–34
revolutionary innovation, 61
Philadelphia University, strategic planning, 17
core competencies, defining, 21
drafting and adopting strategic plan, 23–24
history and culture of planning prior to 2007, 19
identifying issues and perceptions, 22
implementing strategic plan, 24–26
reasons for, 18
revising mission statement, 19
selecting and developing a model, 21
Philips Electronics, 120
phone, evolution of, 5
physical capital, 263
physical master plans, 19
physical state, recharging, 91
physical therapist (PT), 210
Pigneur, Yves, 153, 168–169, 172, 179
Pine, B. Joseph, 152
pitfalls, innovation, 205
bet the company, 188
definition, 170
company decline, 183
definition, 179
how and when, 187
inability to pursue, 189
Magoosh, 187
reasons for and against, 185, 188–189
requirements, 190
search phase versus execution phase, 181, 184
success in, 185
Uber transportation service, 186
place, quality of, 266
plan, business, 151
planning stage, ethnographic research, 100
PMPM (per-member-per-month fee), 232
political value, 149
Polo, 240
PONS Test (Profile of Nonverbal Sensitivity), 206
Pop-Tarts, 12
Popcorn, Faith, 258
potential
identifying, Innovation Bull’s Eye, 164
“Powers of Ten,” 132
Prahalad, C. K., 21
prediction, shifting cultural norm, 11
pressure, effect on teams, 86, 88
pricing power, 150
principles, TRIZ, 160
print newspaper and magazine industries, 226
printing press as innovation, 38
problem solving, 2
transdisciplinary teams, 13–15
problems
framing, 127
wicked, 211
procedural errors, 209
procedural truth, 138
process, innovation, 65
processes, entrepreneurial versus innovation, 181
Connect + Develop, 258
Open Innovation strategy, 31
product
gender perceptions, potential versus reality, 202–203
as part of user experience, 200
product designers, gender, 196
product line, business model as, 152
product potential, 203
product-related segmentation, 263
undifferentiated, 152
user requirements, gender differences, 198, 200–207
Profile of Nonverbal Sensitivity (PONS) Test, 206
programs, integrated education, 267, 269
progress, releasing periodic evidence of, 193
Project DNA (Continuum), 241
projects, innovation, 193
property, intellectual, 150
prototypes, 132
design, 117
resolution and fidelity, 118
solutions, 220
prototyping, 117–118, 124, 132
failures in, 117
iterative, 120
usefulness in brand strategizing, 250–251
proxies, financial, 174
proximity, geographic, 192
psychographic segmentation, 263
psychological value, 149
purchases, consumer, 196
pyramid of perspective, 81, 84, 86
Q
qualitative data, 262
qualitative research, 139
quality, offering, 150
quality of place, 266
quantitative data, 262
quantitative research, 139
R
R & D centers, 56
Raheja, Mark, 131, 133, 138, 141
rapid prototyping, 214
rapid visualization, 212
reach, 150
real-life benefits, delivering, 205
reality
predicting through computer simulation, 218
product versus potential, gender perceptions, 202–203
recognition
brand, importance of iconic products in, 243
opportunity, teaching, 12
registered nurse (RN), 210
regulation as reason to pivot, 186
Reheda, Mark, 140
REI, 240
relationship, customer and value proposition, 145
requirements, user (gender differences), 198, 200–207
research
action, 8
immersive techniques, 249
quantitative versus qualitative, 139
research and development (R&D), 167
research execution phase, 100
research respondents, 249
reset, power of, 91
resolution
team upsets, 88
resource acquisition (in pivoting), 188
Resource Components, 155
resources
access to, 150
aligning, 145
allocating based on risk reduction, 160
definition, 151
as element of Business Model Canvas, 168
importance in innovation planning, 192
leveraging toward strategic goals, 18
as opportunity dimension, 149
types of, 151
respondents, research, 249
retailers, collaboration as strategy, 247
revenue streams as element of Business Model Canvas, 168
Revenue Streams (RS), 155, 157
revolutionary innovation, 55, 58–60, 62
Rhode Island School of Design, 267
Ries, Eric, 180
right-brain thinking, 236
risk
definition, 151
as opportunity dimension, 149
types of, 151
risk aversion, 255
risk reduction, optimizing, 161
risks
cannibalization, 224
invisible, 172
known versus unknown, 151
minimizing, 117
Roam, Dan, 134
ROI, latent, 260
root-cause map, 109
Rotman Design Works, 266
Rotman School of Management, 40, 259, 266, 269
Rotman, Joseph L., 269
routines, 98
RTLS (Real Time Locating System), 213
rubrics, establishing, 145
S
Salesforce.com, 145
Salvador, Tony, 101
Sarah Singer & Company, 79, 266
SAT, 145
SAT test preparation, 184
satisfaction, DELIs, 58
SCAMPER, 131
scenario planning, 259
Scott, Robert Falcon (South Pole explorer), 17
Screen (Business Model Canvas), 155
screening matrix frameworks, 164
search terms, monitoring, 11
secret shoppers, 219
Seelig, Tina, 56
segmentation
market, 236
Segmentation, TRIZ principle, 160
Seizing the White Space: Business Model Innovation for Growth and Renewal, 264
Selingo, Jeffrey J., 37
Semmelweiss, Ignaz, 218
sensemaking, intuitive, 100
service business, 152
shared culture, 258
Shedroff, Nathan, 267
shifts, cultural norm, 99–105, 108, 111
shrinking industries, 226
silo career trajectory, 37
siloed marketing process, 236
simulation
computer, 218
definition (healthcare), 214
Sinek, Simon, 240
Singer, Blair, 88
Singer-Nourie, Sarah, 9, 51, 79
single-domain teams, 220
skills, leveraging, 76
Skunkworks, 132
sLab (Strategic Innovation Lab), 269
small companies, ethnographic research techniques, 111
Smart Design, 40, 135, 141, 257, 265, 267
Femme Den, 196
smartphone camera, 137
SMEs, 267
SNHU (Southern New Hampshire University), 143, 145
social assets, measuring and tracking, 174
invisible risks, 172
measuring, 174
social intelligence as barrier to innovation, 60
Social Return on Investment (SROI) theory, 174, 262
social science research firms, 95
social sciences
combined with design, 96
opportunity through understanding human behavior, 95
social value, 149
social worker (SW), 210
socially responsible investing, 259
socioeconomic change, 11
socioeconomic segmentation, 262
solutions phase of innovation process, 70
South Pole exploration, as example of successful/unsuccessful strategic planning, 17–18
Southern New Hampshire University (SNHU), 143
College for America at Southern New Hampshire University, 267
space, importance in innovation planning, 192
spaces, opportunity, 255
SPARC Lab, Mayo Clinic, 191
Speed Dial combination padlock (MasterLock), 247
spending, consumer (women), 196
Spolin, Viola, 212
SROI (Social Return on Investment) theory, 174, 262
SSBM (Strongly Sustainable Business Model) Canvas, 176
SSBM (Strongly Sustainable Business Model) Ontology, 176
SSBMG (Strongly Sustainable Business Model Group), 175, 267
stages, ethnographic research, 100
stakeholder interests, incorporating into broader strategies, 24
stakeholders, mapping, 137–138
Stanford Research Institute, SWOT analysis, 158
Stanford University,
ChangeLabs, 120
Starbucks, 143
experience business, 152
state, mental/emotional/physical (recharging), 91
stereotyping, gender, 196
story, importance of, 139
storytelling, transmedia, 263
strategic fit, 226
strategic goals, leveraging resources toward, 18
Strategic Innovation Lab (sLab), 269
strategic organization, steps to becoming, 26
strategic plan
adopting and implementing, 24
communicating, 25
fundraising, 25
revising mission statement, 19
supporting, 18
pivoting, 25
strategic planning, 8, 18. See also Philadelphia University, strategic planning; university strategic planning
committee, selecting, 22
core competencies, defining, 21
issues and perceptions, identifying, 22
model, selecting and developing, 21
requirements for transformational success, 18
successful/unsuccessful, South Pole exploration example, 17–18
taking steps to support initiatives, 25–26
strategic thinkers, 51
strategies, innovation, 31
strategy
focused, 146
integrated, 255
marketing, 260
Streep, Meryl (actress), 110
strengths, identifying during strategic planning, 22
Strongly Sustainable Business Model (SSBM) Canvas, 177
Strongly Sustainable Business Model Group (SSBMG), 175, 267
structure, organizational, 51
student learning as product, 43
support, importance of, 18
surgical demand, 214
sustainability, 143
link to corporate risk management, 176
maturity stages, 174
Sustainability Advantage, 264
sustainable business frameworks, 174–177
Sustainable Competitive Advantage, 149–150
sustainable environmental practices, 263
sweet spot
focusing on, 146
isolating, 144
SWOT definition, 22
Sylvain Labs, 142
Symonds, John, 206
Synaptics Group, 53
Synexe, 141
synthetic thinker, 96
system safety errors, 209
systemic risk, 151
T
talent, access to, 150
Target, 261
setting, 183
Uber transportation service, 186
team
energy, rebuilding, 91
misnomers, 79
team dynamics, 80
teaming, 129
teams
assessing, 145
crafting, 145
developing, 129
disruptive, 80
effect of sustained pressure on, 86, 88
forming, 9
innovation, 65
interdisciplinary, 192
multidisciplinary, 16
teamwork, integrated, 4
techniques, ethnographic research, 102
technologies, OR (operating room), 214
technology, 213
definition, 213
leadership, 150
telephone, 5
television industry, 224
terms, search, 11
themes, developing during strategic planning, 22
Theory of Inventive Problem Solving (TRIZ), 159
think tanks, 264
thinkers, T-shaped, 263
thinking
broad, 197
convergent, 131
enterepreneurial, 115
evolutionary versus revolutionary, 60
helical, 120
integrated, 269
modes in design cycle, 123-125
vertical, 14
time, importance in innovation planning, 192
risk, 151
timelines in strategic plan implementation, 24
Titanium padlocks (MasterLock), 247
tool, mission statement revision as, 19
auditing, 133
Base Camp war room, 249
bodystorming, 137
Breakup Letters (Smart Design), 257
business modeling, role in innovation efficiency, 169
charrettes, 130
chatting as, 198
customer journey mapping, 135, 258
design, 1
diagramming, 134
ethnographic research, 103
evaluation, 155
failures as, 114
fieldwork, 132
foundational, 128
framing, 127
human traits, identifying, 206
interaction, facilitating, 211
leadership, 85
observation, 132
pattern-finding, 137
prototyping, 132
purpose, 128
reflection, 130
versus frameworks, 140
visual mapping, 134
touch points, 258
Toyota Corolla, gender perceptions, 207
trade-offs, TRIZ, 160
traditional educational model, 144
traits, human (importance in product design), 205–207
transdisciplinary, 4, 210, 260
transdisciplinary teams, 9, 13–15
transformation, pressure effects of, 86, 88
transformation-based businesses, 152
transformative solutions, 213
transitions, importance in attention refocusing, 93
transmedia storytelling, 263
transparency in strategic planning, 21
traps, innovation, 97
Triple Bottom-line approach, 173, 263
TRIZ (Theory of Inventive Problem Solving), 159
Truman, Harry, 218
TVs, 204
U
U.S. education system, 74
U.S. News & World Report, 267
Uber transportation service, 186–188
underperforming offerings, cannibalizing, 225
undifferentiated products, 152
UnitedHealth Group, 191
Universal Music Group, 116–117
universality, TRIZ principle, 160
universities
collaborative courses and degree programs, 31–32
competency-based programs, 143
disciplinary boundaries, crossing, 12
strategic planning, 19
transformation business, 152
University of Art and Design, Helsinki, 267
University of California, Berkeley, 262
Institute for Design Innovation, 269
University of Pennsylvania
facial expression recognition, 206
Integrated Product Design master’s program, 269
University of Potsdam, 268
committee selection and management, 22
developing initiatives, 22
drafting and adopting strategic plan, 24
facilities master planning, 19
identifying issues and perceptions, 22
implementing strategic plan, 24–26
integrating objectives, 22
selecting and developing models, 21
unknown risks, 151
unreasonableness as source of team conflict, 90
unsystematic risk, 151
upstream innovation failures, 114, 117
upstream prototyping, benefits, 119
Upward, Antony, 175
user experience, holistic design needs, 200
user focus, 98
user requirements, gender differences, 198–207
user-centered design, 123
users, key understandings about, 98
V
validation
gaining trust through, 213
instead of discovery, 97
valuable competitive advantage, 150
valuation assessment, 162
value
capturing, 149
creating, 12, 143–144, 149, 163
delivering, 149
discovery-driven planning, 161
identifying, 163
as opportunity dimension, 149
product, gender perceptions, 202
shifts, observing through material culture, 106
value expectations, 5
value proposition, 149, 152, 255, 264
brand, 236
clarifying, 144
sustainable competitive advantage of, 150
Uber transportation service, 186
Value Proposition (VP), 155, 168
value-based competitive advantage, 150
values
brand, 240
L.L.Bean, 249
ventures, launching and scaling, 143
vertical thinking, 14
vice presidents of innovation, 50
Vicks thermometer, 198
video cameras, designing, 204–205
video game consoles, 199
vision
crafting, 8
establishing in strategic plan, 21
visual mapping, 134
Vivaldi Partner Group, 131, 141
W
Waldroop, J., 57
war rooms, 249
warranty as component of holistic experience, 200–201
Watson, Thomas, 19
weaknesses, identifying during strategic planning, 22
websites
as component of holistic experience, 200–201
Babeland, 202
GoPro, 205
usefulness in strategic planning updates, 22
what
balancing with how, when, and why, 83
when, balancing with how, what, and why, 82
white space exploration, 125, 264
whole-brained thinking, 236
whole-system collaboration model, 137–138
why
balancing with how, when, and what, 84
wicked problems, 115, 211, 218
disruptive innovations as, 116
Wii, appeal to women, 199
Wikipedia, 11
Wired to Care, 102
women
consumer purchase statistics, 196
marketing strategies and tools, 245, 258
word-of-mouth advocacy, 257
workforce development, 144–145
Workforce Strategy Center, 145
workshops, 39
X–Z
“Yes, but” game, 212
Zelkowitz, Hy, 120