Intrenion

The Innovator's Guide to Growth (Scott D. Anthony et al.)

Table of Contents

• Practice 1: Identify barriers that keep nonconsumers away
• Practice 2: Design a simpler solution for overshot customers
• Practice 3: Define the customer's job before designing the solution
• Practice 4: Create ideas that solve unmet needs in a simpler way
• Practice 5: Test the strategy against proven disruption patterns
• Practice 6: Adapt the strategy through continuous learning
• Practice 7: Build a dedicated team with clear ownership
• Practice 8: Create an organization that supports innovation
• Practice 9: Measure learning as well as business progress

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The Innovator's Guide to Growth (Scott D. Anthony et al.)

Practice 1: Identify barriers that keep nonconsumers away

Problem
Many potential customers cannot or do not use existing products.

Action
Study why nonconsumers avoid current solutions and remove the main barrier.

Outcome
You uncover new opportunities for growth.

Chapter: Identify Opportunities - Identifying Nonconsumers

Practice 2: Design a simpler solution for overshot customers

Problem
Some customers pay for performance and features they do not need.

Action
Build a simpler product that delivers the value these customers actually want.

Outcome
You attract customers who prefer a simpler solution.

Chapter: Identify Opportunities - Identifying Overshot Customers

Practice 3: Define the customer's job before designing the solution

Problem
Products miss the mark when they do not address the customer's real need.

Action
Identify the job the customer wants to accomplish before choosing features.

Outcome
Your solution better fits customer demand.

Chapter: Identify Opportunities - Identifying Jobs to Be Done

Practice 4: Create ideas that solve unmet needs in a simpler way

Problem
Small improvements rarely create significant new growth.

Action
Develop ideas that simplify and make solutions more accessible for overlooked customers.

Outcome
You increase the potential for disruptive growth.

Chapter: Formulate and Shape Ideas - Developing Disruptive Ideas

Practice 5: Test the strategy against proven disruption patterns

Problem
A strategy can fail when it does not fit the conditions for disruptive success.

Action
Compare the strategy with proven disruption patterns before making major investments.

Outcome
You focus resources on stronger opportunities.

Chapter: Formulate and Shape Ideas - Assessing a Strategy's Fit with a Pattern

Practice 6: Adapt the strategy through continuous learning

Problem
Early plans often rely on assumptions that prove wrong.

Action
Update the strategy as experiments and customer feedback provide new evidence.

Outcome
Your business improves through better decisions.

Chapter: Build the Business - Mastering Emergent Strategies

Practice 7: Build a dedicated team with clear ownership

Problem
Innovation projects slow down when responsibility and skills are unclear.

Action
Assign a dedicated team with the skills and ownership needed to lead the project.

Outcome
The team executes innovation more effectively.

Chapter: Build the Business - Assembling and Managing Project Teams

Practice 8: Create an organization that supports innovation

Problem
Established processes often prevent new ideas from growing.

Action
Build structures and incentives that provide innovation teams with the support they need.

Outcome
The organization develops stronger innovation capabilities.

Chapter: Build Capabilities - Organizing to Innovate

Practice 9: Measure learning as well as business progress

Problem
Traditional financial measures do not show early innovation progress.

Action
Track metrics for learning, customer adoption, and business development.

Outcome
You make better innovation decisions.

Chapter: Build Capabilities - Innovation Metrics