In the last article, we discussed techniques for getting stuff done in a large company. Now I’d like to talk about the related problem of innovating in a large company.

关于你是否可以在一家大公司真正创新,那里有很多玩世不恭。有些人认为,初始环境中的几乎所有真正的创新都会发生,而且大公司可以做的是复制这些创新或获取成功的创业。虽然我同意在创业方面更容易创新,但在较大的公司中最肯定会发生创新。必威娱乐官网

Unless you’ve worked at one of these large companies, you might be surprised to hear that innovation is even a problem. After all, we hear so much about it, and see the success of large technology companies, so we naturally assume that innovation is powering all this growth. But as we explained in the last issue, as organizations get larger, they invariably become more conservative, and less willing to take risks. Again, this is because large companies have much more to lose than smaller companies, so they get good at protecting what they have. But there are also substantial advantages to shipping product from a large company, and despite their risk-averse nature, your company does need you to innovate.

影响您在大公司中创新能力的两个最大因素是您的企业文化和您的经理。在我的经验中,典型的大公司可以做些很多,以提高员工创新的能力。即使您在团队中发现自己和一个创新似乎困难的组织,我想讨论的是你能做的。因此,这里有几种用于您的产品正在寻找的创新技术:

– Innovation via the 20% Rule.

很多人都听说在谷歌,工程师在他们选择的项目项目上占据了20%的时间。超过20年前,这也是惠普实验室团队的政策,我们借用了Xerox Parc的想法。必威安卓手机版下载它的运作效果,现在仍然有效。在惠普实验室,我们的工作是提出创新技术,然后可以将产品部门纳入商业产品。在我进入的小组中,我们将五个新产品带到市场上,只有其中一个是从上面的技术(而且该产品是市场上实际失败的技术)。另外四个创新是20%规则的果实。

As much as we might like to think that the great product ideas are the result of great strategic planning, and come down from the executive team, in many cases, the best ideas come from the bottom up. What’s great about the 20% rule is that so many ideas can be tried out. And when you inject the feeling of ownership that comes with coming up with the ideas yourselves, the ideas are pursued with more passion and creativity.

如果您的公司确实拥有20%的规则,请确保它适用于产品经理和产品设计师以及工程师。不幸的是,大多数公司没有20%的规则。必威娱乐官网这是一个耻辱,我希望你能够转发这个注意事项,并将管理层决定给它尝试。但如果没有,这就是为什么臭鼬作品的发明......

– Innovation via Skunk Works.

臭鼬作品是一个非常古老的行业术语,最初提到了秘密军事项目,但今天指的是在必要时在您自己的时间内追逐雷达下的雷达思想。Skunk Works项目已保存无数大公司。必威娱乐官网

在大型组织中,很难得到许可n to officially explore ideas. However, once you have proven an idea, it’s remarkably easy to get the project funded. So long as you continue to carry out your official job responsibilities, I have always found that management is supportive – many times they’ll even pitch in and help.

请记住,您的公司可能拥有任何您提出的任何东西的知识产权,所以我并不建议这就是你如何追求新的启动理念。虽然,如果你追逐臭鼬工作理念,而且结果看起来不错,但你的公司不想追求任何原因,你可能想讨论你自己追求这个想法的安排。那些知道你的硅谷历史的人可以将这种情况识别为苹果计算机的诞生时,当史蒂夫·沃兹尼亚克的雇主惠普还没准备好进入个人电脑市场时。

- 通过观察创新。

One of the easiest ways I know of to innovate is to just watch (and listen) as actual users attempt to use your current product or a competitor’s product. Watch a few of these sessions and you start to see patterns of frustration and expectations. Watch some more and you’ll start to get ideas as to how to better meet the needs. Bring in an engineer that is familiar with the available technologies, and together you will start to come up with better ways of solving the problem.

关键是在实际目标用户面前获得产品,而不是早期采用者,肯定不是贵公司(包括您)的任何人。您也不需要正式的可用性测试实验室。您可以非正式地执行此操作,您通常可以将软件送给用户(理想情况下,在他们的本地人栖息地 - 他们的办公室,他们的家,商场)。

And you don’t just care about whether the software is usable or not. You care about whether or not the software is meeting their needs. Even if it’s usable, do they care? What problem do they really need solved?

Remember that innovation is rarely about solving an entirely new problem. More often it is solving an existing problem in a new way. So watching people struggle with their existing solutions is a great way to highlight innovation opportunities.

- 通过用户体验设计创新。

另一个良好的创新来源是退步,暂停您的技术限制,并考虑您的产品的理想用户体验。不仅仅更有效地实现任务,而且完全消除了任务。什么是真正必不可少的,那里有什么,因为它是产品设计和建造的方式的副作用?

Every system has an implementation model that is the basis for how the product was built. But the user doesn’t think this way. He has a conceptual model in mind for how he wants to think about this problem and what he expects the system to present. Frustration happens when the user is presented not with something that reflects his conceptual model but instead reflects the implementation model.

When you spot these incongruencies, you have identified an opportunity for innovation (or at the least, an opportunity for significant product improvements).

- 通过收购创新。

最后,我们确实需要通过收购讨论创新。许多产品管理人员将收购视为其故障。但在真理中,收购可以是一种优秀的创新技术,特别是在风险高的地区。基本上公司让数十名初创公司测试水域,尝试他们的想法,少数锻炼可能是收购的好候选人。这种收购不仅带来了新的创新技术,而且它们也带来了新的血液,新的想法是你可以杠杆的新想法。

I encourage product managers at large companies to reach out and establish relationships with interesting related startups. You can often help, and learn from, each other, and the nurturing you do might just save your company millions. There are many cases out there where the company that was acquired did not just choose the highest bid, but the company that also had the people they wanted to work with.

It is important that the acquisitions are handled well, as we all know most aren’t, but realize that innovation via acquisition is a powerful tool for large companies to keep expanding their offering and maintaining leadership.

So I hope you’ll try out some of these techniques. Your company truly does need you to innovate. Peter Drucker said “Every organization needs one core competence: innovation.” Innovation can absolutely happen in large companies. If you’re still not convinced, just take a look atwww.apple.com/iphone.

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