In Chapter 9, we introduce how Frameworks can be useful in an innovation process. A Framework is a set of assumptions, concepts, values, and practices that constitute a way of viewing reality. Frameworks help you take what you already know, and structure or filter it to reveal something new.
If you’ve read previous chapters, you’ve already met some powerful Frameworks to use in your project work. Those include Balanced Breakthroughs, POEMS for observing users, Porter’s Five Forces, and Doblin Group’s Ten Types of Innovation. In this chapter, we describe three new scalable frameworks that can be customized to help you learn more about the problem space in which you’re working. We also outline a well-used method for generating Design Principles.
A key takeaway for the chapter is that Frameworks don’t divulge a “solution”. Instead, they force you and your team to consider your challenge with both breadth and focus, which helps to uncover insight and opportunity. Once you starting baking the use of Frameworks into your thinking process, it is remarkable how much faster you can diagnose problem and opportunities.
What seems to be working
- We like having this as a separate chapter, discussing why Frameworks have value.
- We believe the three Frameworks we introduce in chapter 9 are rock solid. We us them all the time in our practice.
Areas that need more work or input
- It might be useful to include a simple “Framework for Frameworks” in introducing the notion. Does it matter to have a way to organize them, or is it ok to just introduce them?
- We’ve included Doblin Group’s Compelling Experience Model because it was the reference journey to which we were first introduced. Subsequently, others have evolved it as the “5 E’s” to be easier to remember. Should we stick with the original, or go with the latter?
- We need to update our Value Web example. Would it be best to evolve the book example included, or should we use something completely new? If the latter, do you have suggestions?