The innovation of the IT Industry

First, what is innovation

Innovation is a conceptualization process characterized by new thinking, new inventions and new descriptions. It is intended to have three meanings, first, update; second, create something new; third, change. Innovation is the unique cognitive ability and practical ability of human being, is the high-level manifestation of human initiative, and is the inexhaustible motive force to promote national progress and social development. A nation to go in the forefront of the times, it can not be a moment without theoretical thinking, a moment can not stop theoretical innovation. Innovation has a significant weight in the fields of economics, commerce, technology, sociology and architecture. In speaking, the word "innovation" is often used to express the result of reform. Since reform is seen as a major driver of economic development, the factors that contribute to innovation are also seen as crucial.

Innovation, however, is a double-edged sword. Some innovations have made the company a leader in the market. The return of jobs brought a turnaround to the dying Apple. Through radical reform and innovation, Apple has not only re-established its position as a leader in the PC market, but has also successfully penetrated into markets such as portable music players and smartphones, and has become a benchmark for the market. There are also some innovations that can bring negative effects to the business. Microsoft has injected a number of innovative elements into its flagship product, Windows Vista--higher security, a more beautiful look, and more. However, the cost of these innovations is enormous. Because of the hardware and software compatibility and user experience, and so on, it has been criticized. Microsoft has therefore had to accelerate the development of next-generation operating systems. Therefore, how to grasp the innovation is also very important.

At the same time, pay attention to the relationship between innovation and invention. It is important to understand the innovative impact and value of the way in which an electronics and inventions are brought to consumers. Inventions are something that originates from electrons, and even if an invention is implemented, packaged, marketed, and promoted, it may still not be an innovation. Innovative values or transformative effects are the greatest elements of judging innovation and invention. Only when an invention is put on the market and accepted by the consumer, and the consumer believes that it has some real positive and innovative value, will people realize that the invention is an "innovative" product. Therefore, the correct understanding and understanding of innovation, will have a better product and direction to innovate the road. Provide positive and correct assurance for follow-up development.

Ii. factors to be considered in the process of innovation

(i) An understanding of the innovation life cycle. The General Innovation life cycle includes:

1, Product invention Stage: the creation of basic products.

2, split innovation stage: New products with a high level of innovative value to consumers to enter the market.

3. Progressive invention Stage: Add new functional characteristics to the basic product.

4, Positive progressive innovation stage: to enhance its innovative value.

5. Repeat the 第3-5 phase until the value of innovation cannot be further improved.

6, the negative progressive phase of the invention: to increase the basic products beyond the consumer's ability to accept the functional characteristics, resulting in product innovation value reduction.

7. Repeat the sixth stage until the value of innovation is equal to the other rivals in the market.

8, destructive inventions: further inventions will accelerate the loss of innovative values.

(ii) Facing the stagnation of the life cycle

The emergence of random factors includes the need to extrapolate an entire potential market with one case, an incomplete definition of the value of innovation, a failure to define the market's demand for a product, the inability to define what is the product's success, the inability to predict whether the product is divisive or merely competitive , as consumers ' misconceptions have led to divisive innovation being buried. In response to the above problems in advance prevention, the product of the market for the careful determination and analysis, the definition of the innovative value of each consumer group, product characteristics and the innovative value to consumers to optimize the matching and market operation; Define a product that can be considered "good enough" by the consumer. The relationship between innovative value and revenue value was initially straightforward. However, this relationship is far more complex than simple causal relationships. In most cases, the value of innovation will decrease over time, for many reasons including competition, negative progressive inventions, destructive inventions. This natural trend, which is inherent in reducing the value of innovation, does not change as a result of the actions taken by companies, and creates a great deal of pressure on the relationship between innovative value and income value. Taking into account the various stakeholders in the product delivery chain also needs our more consideration, the management of these stakeholders in the product delivery chain relationship, whether the product can continue to succeed and whether it can achieve product innovation plays a key role. At the same time, executives believe that the risk of innovation is a big point, especially when executives are dissatisfied with profits and returns. The management team avoids the problem of circles during discussions, focusing on innovation in product features that deliver success to the market, as well as challenges in incremental innovation, and on the strengths of competitors in the innovation life cycle. Faced with a variety of life cycle of stagnation, we need more thinking and exploration.

(iii) Innovation Checklist to address life cycle stagnation in all aspects

Create an innovation checklist that includes the following:

1. The driving force of separating the innovative value of consumers

When we try to understand why the product will be consumable or sales will fall, it is critical to recall the root cause of the consumer's initial purchase. Review and document the innovative value of the product at the outset, and then how the product and its transformative value evolved into the present. To understand why your product is in the current position, you should recall the most successful location in the past and fundamentally isolate the innovative value of the product.

2. Thoroughly understand your product delivery chain

The process of consumable is the result of the transfer of the innovative value chain to the consumer's innovative value and the income value. When this shift occurs, your company is likely to think of the entire product delivery chain as a streamlined process with little or no innovation possible. But there are many opportunities for innovation in the product delivery chain, which is covered by assumptions. It is therefore necessary to review all the partners in your product delivery chain. Put them on one or more labels: component suppliers or innovative suppliers, resistance or acceleration.

3. Unify different viewpoints within the company

Examine all decision makers who have an impact on the delivery of existing products and new products as independent partners who must be managed and assume that they each have different relationships of innovative value and revenue value. Include all the participants in the product delivery chain within the company. As with external partners, place them on one or more labels: component suppliers or innovative suppliers, resistance or acceleration.

4. Isolate the pain points in the product delivery chain

Many companies are always looking for ways to accelerate suppliers. Because they thought the supplier would always serve them, they never looked for alternatives. However, the situation will only get worse as they continue to shift the relationship of transformative value and income value to the reluctance of suppliers. So you have to separate the pain points in the delivery chain. Suppose these pain points get pretty bad right away. Make these relationships consumable and look for alternative solutions.

5. Reactivation of the innovative value chain

By reviewing the innovative value chain and determining how to adjust the relationship between innovative value and revenue value along with the partner's preferences, even if you just think about it, you will most likely find new ways to make these partners more valuable to your customers. Draw out the innovative value chain of your product and identify the level of relationships that are most constrained when adjusting the relationship between innovative value and revenue value.

6, to determine a "good enough" product

Determine a "good enough" version of your product that is not set up for customers, but for all customers in the market. Assuming you don't meet a competitor, all consumers will buy this "good enough" version. Then you can gradually enhance this "good enough" version through some non-destructive methods to gain control of the niche market in the competition.

7. Control over the tug of battle

Competitive pressure in the saw-saw mode distorts your product features, target markets, and innovative values. One effective way is to analyze all competing products and determine the difference in the value of innovation that these products and your products contain, and control the initiative of Dragsaw competition. Stay away from the usual saw patterns and use the model of comparing and managing innovative values wherever possible

8. Eliminate assumptions

Assumptions are rather difficult to discern and eradicate. Many of the other items in the checklist are specifically designed to eliminate false assumptions, and add some assumptions that encourage you to consider different solutions from existing methods. At the same time, one of the biggest problems with assumptions is that these assumptions are stacked together so that we cannot discover their true origins. So if you find yourself standing in circles or encountering insurmountable problems, it's possible that the assumptions behind them confuse you. You might want to change your mind to correct these mistakes.

9. Identify the stagnation of the innovation life cycle

By tracking product baselines and transformative value changes relative to "good enough", you can quickly find yourself not in a position to push the innovation lifecycle negatively or destructively. The definition of "good enough" products and innovative values in the overall market is the key to keeping your positive growth in the innovation life cycle. Don't confuse niche traits with the definition of "good enough" products.

10, the product is supposed to be consumer goods

The perceived value of existing products and their product characteristics are thoroughly consumable. The clearest point about hypothetical consumer goods is that all of the existing features are considered "black boxes", assuming they can be used for any need. Essentially, these black encounters become part of another internal component supply in the new product launch chain. As a result, existing products need to be imagined as consumer goods and components, eliminating a range of issues arising from the decomposition of existing products and separation of properties in new product innovations.

11. Separation of intellectual property rights

Different features or components are integrated into the same product, and it is difficult to separate the intellectual property that is contained in their products. So if the simplest way to identify intellectual property is to ignore the product in the de facto architecture or organization, and focus on the feature. Isolate the functional concepts in the product to identify the intellectual property therein. Ignore the difficulties and risks in the new product innovation process. Then, balance the actual costs and benefits of product innovation.

12. Mapping intellectual property to new markets

If you're not going to build a divisive product from scratch, you probably already have some intellectual property available from other markets. Identify potential markets that can take full advantage of the company's existing intellectual property, and don't try to innovate on new products until then.

13. Create divisive innovation

The vast majority of new disruptive product innovations are made up of one or more existing innovations, which can be seen as a form of black thinking integrated into new products and even as a superficial innovation. The result is the creation of new products that give consumers a fresh impact on their lifestyles and new and innovative values. You have 2 options for disruptive innovation: start with a new product and try to find the market, or decide on a good market before deciding on a product. The baseline used in any of these options should be a "black box" of the company's intellectual property and product characteristics, as well as external inventions and innovations.

14. Investment split Innovation

Understanding, describing, leveraging the transformative value of the target market and its competitors can reduce unnecessary business decisions without generating additional risk. If decisions are made in the end, there is more to be noticed in order to fully understand all of these checklist items. Investment in disruptive product innovation should be purely business-based, without the need to increase risk.

Iii. Setting goals for innovation

Recognizing the broad content of the above innovations and the issues that need to be noted in the process, we need to start with a first step in innovation based on our own goals. From scratch, innovation starts from scratch in a field where no one is involved. The concept of an innovative checklist is also applied to internal it innovation, and unreasonable management of it innovation can have a direct impact on product innovation and revenue. Companies that have market-dominating products are not necessarily in the position of rulers, but as their products become consumable, these companies need to rely on innovation to maintain or expand their position, or to move to new markets, thus creating innovation to dominate the market. In conquering their opponents, companies need to create products that can capture the transformative value from where they dominate, and to avoid the same path that they take to the negative, and innovate for conquest. The last one is to innovate for division, to get you out of your opponents and to undermine their market position.

Iv. Practice and innovation

The last thing to do is to organize the structure, innovate from product to solution, and innovate in practice. People may think of hundreds of good ideas about new products every day. Almost all of these ideas are not able to find a viable market, so it is necessary for the team to put their ideas into the challenges facing the market and to make a solution. No matter how hard you try to analyze historical data, you may still rely on inaccurate or incomplete assumptions to make assertions. Applying your plans and conclusions to practice is the only way to test them. The value of innovation is based on the ability to protect its innovative value and its stability. In the final valuation of innovation, it is critical to determine where companies, markets, and products are currently located in the innovation and business life cycle.

V. Summary

For today's world, innovation is the soul of an enterprise's survival and development. For an enterprise, innovation can include many aspects of innovation: technological innovation, institutional innovation, ideological innovation ... Simply put, technological innovation can improve production efficiency and reduce production cost, the system innovation can make the daily operation of the enterprise more orderly, easy to manage, at the same time can get rid of the malpractice of some old system, such as the information transmission is not unblocked; thought innovation is relative to the more important aspect, The leader thought innovation can guarantee the enterprise along the right direction development, the staff thought innovation may enhance the enterprise cohesion, the exertion staff's creativity, has brought the bigger benefit for the enterprise. Enterprises to eradicate the life cycle of innovation, grasp the innovation cycle to be involved in the problems and stagnation should use the innovation checklist to correspond and control, so that their innovation to avoid faster consumer goods, according to their own goals for practical innovation. At the same time, we need to use innovation to give the market new definition and value, in order to make innovation continue and ensure the development of enterprises.

The innovation of the IT Industry