Overview#
This article summarizes 10 innovative methods, covering theoretical frameworks and practical tools, including Disruptive Innovation Theory (Clayton Christensen), Jobs to be Done, Blue Ocean Strategy (W. Chan Kim & Renee Mauborgne), Systematic Innovation Thinking (SIT), Human-Centered Design (IDEO), etc. The core emphasizes principles such as simplifying products, focusing on unmet user needs, cross-domain integration (e.g., combining technology and humanities), and rapid prototyping and iteration, illustrated through cases (e.g., Apple iPod, Evernote) to demonstrate practical applications of the methods.
Mind Map#
10 Proven Methods to Innovate Your Way to Success
├─ Disruptive Innovation Theory (Clayton Christensen)
│ ├─ Core: Simplify products to serve over-served customers
│ └─ Case: Evernote vs. Microsoft OneNote
├─ Jobs to be Done
│ ├─ Core: Identify users' "jobs to be done"
│ └─ Tool: Outcome Driven Innovation
├─ Connection Point Innovation (Jacob Nielson)
│ ├─ Core: Integrate cross-domain experiences
│ └─ Case: Philo Farnsworth (television) and Jon Rubenstein (iPod)
├─ Blue Ocean Strategy (W. Chan Kim & Renee Mauborgne)
│ ├─ Tool: Strategy Canvas, ESIA (Eliminate-Reduce-Raise-Create)
│ └─ Case: Motorola Razr, Redbox
├─ Systematic Innovation Thinking (SIT)
│ ├─ 5 Principles: Subtraction, Multiplication, Division, Task Unification, Attribute Dependency
│ └─ Case: iPhone (no keyboard), transition lenses
├─ Human-Centered Design (IDEO)
│ ├─ Three Phases: Hear, Create, Deliver
│ └─ Tool: User Personas, Prototype Testing
├─ SCAMPER (Alex Osborn)
│ ├─ 7 Strategies: Substitute, Combine, Adapt, Magnify, Put to Another Use, Eliminate, Rearrange
│ └─ Case: iPad (magnified iPhone), vertical stapler
├─ Innovator's DNA (Dyer, Gregersen, Christensen)
│ ├─ 5 Traits: Associating, Questioning, Observing, Experimenting, Networking
│ └─ Case: Dell, Intuit
├─ So What? Who Cares? Why You?® (Wendy Kennedy)
│ ├─ Three Questions Framework: Value Proposition, Target Users, Competitive Advantage
│ └─ Tool: Customer Stories, Revenue Models
└─ InVENNtion™ (Jacob Nielson)
├─ Core: Cross-domain intersection innovation (e.g., technology + humanities)
└─ Case: Apple product design
Detailed Summary#
Theoretical Framework#
| Method | Proposer | Core Idea | Key Steps/Tools | Case |
|---|---|---|---|---|
| Disruptive Innovation Theory | Clayton Christensen | Disrupts industries by simplifying products to serve over-served customers and capturing the low-end market. | Identify over-served needs, self-disrupt product lines. | Evernote vs. OneNote, Netflix |
| Jobs to be Done | Anthony Ulwick | Focuses on users' "jobs to be done" rather than surface needs. | Outcome Driven Innovation (ODI), task metrics analysis. | Drill and hole needs |
| Blue Ocean Strategy | W. Chan Kim & Renee Mauborgne | Creates new markets through value innovation, avoiding competitive red oceans. | Strategy Canvas, ESIA (Eliminate-Reduce-Raise-Create). | Motorola Razr, Redbox |
Practical Tools#
| Method | Core Strategy | Applicable Scenarios | Case |
|---|---|---|---|
| Systematic Innovation Thinking (SIT) | 5 Principles: Subtraction, Multiplication, Division, Task Unification, Attribute Dependency. | Product function optimization, service model innovation. | iPhone (no keyboard), Arm & Hammer |
| SCAMPER | 7 Strategies: Substitute, Combine, Adapt, Magnify, Put to Another Use, Eliminate, Rearrange. | Rapid brainstorming, existing product transformation. | iPad (magnified iPhone), vertical stapler |
| Human-Centered Design (HCD) | Three Phases: Listen to user needs → Rapid prototyping → Iterative delivery. | Complex user experience design, service innovation. | IDEO design cases |
Innovative Thinking Patterns#
| Method | Core Capability | Cultivation Method |
|---|---|---|
| Connection Point Innovation | Ability to integrate cross-domain experiences. | Document life experiences, deliberate association exercises. |
| InVENNtion™ | Cross-domain intersection innovation (e.g., technology + humanities). | Draw Venn diagrams, explore adjacent fields. |
Innovator Traits#
| Trait | Description | Case |
|---|---|---|
| Associating | Connecting seemingly unrelated ideas. | Steve Jobs, Philo Farnsworth |
| Questioning | Challenging the status quo and seeking fundamental problems. | Michael Dell (founding Dell) |
Key Questions#
Q1: What is the core difference between disruptive innovation and blue ocean strategy?
A1: Disruptive innovation enters the low-end market by simplifying products and gradually disrupts the industry (e.g., Evernote); blue ocean strategy creates entirely new markets through value innovation (e.g., Redbox). The former relies on technological or cost advantages, while the latter relies on differentiated value propositions.
Q2: How can "Jobs to be Done" and "Human-Centered Design" be combined to enhance product success rates?
A2:
- Job-driven: Clarify the core user task (e.g., "taking notes" rather than "using note-taking software").
- HCD Listening Phase: Through user observation and interviews, uncover unmet task details (e.g., convenience of handwriting).
- Prototype Iteration: Rapidly test solutions (e.g., Evernote's simple interface) to validate task alignment.
Q3: In corporate innovation, how can the conflict between "self-disruption" and "protecting existing business" be balanced?
A3:
- Establish independent teams: Like Google's "moonshot" division to avoid resource conflicts.
- Phased investment: Initial small-scale pilots (e.g., Amazon AWS transitioning from internal tools).
- Financial isolation: Use profits from new businesses to support old ones, reducing short-term performance pressure.
- Cultural guidance: Reinforce the understanding of "not disrupting means being eliminated" through cases (e.g., Apple's launch of the iPod).