A while ago, I wrote a blog post about my philosophy that we should add one ‘lens’ to the existing innovation/design thinking model as we know it. Next to desirability, feasibility and viability, I opted to include ‘Identity‘ as additional lens to capture and position the brand as a vital part of the innovation strategy.

Since then, I got quite some questions about these lenses can be used in daily practice and how they can help in identifying the problems an might face. So, let’s look at typical problems and see how they relate to this model.

In doing so, we’ll see that this model can be very helpful to identify and assess the current state of a company.

The full model

As a quick refresh, the complete model is built up as follows:

I’m not going to cover the four lenses again. If you want to read more about it, please see my previous post. So, starting from this fully ‘operative’ model, let’s see which ‘circle-mismatches’ cause problems:

The identity-seeking cowboy

1. The identity-seeking cowboy

This organization knows what people want, they have an idea how to sell it, but don’t know if it fits their identity or how to realize it. They might have appointed a new, visionary CEO with wild plans, done some great customer research, explored creating a content or digital platform or want to follow an immediate technological trend to capitalize on. However, they haven’t thought about their brand, identity and what technology and processes are required to realize such wild ideas.

Examples:



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