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Last week, we discussed the importance of the business case as a vehicle to comprehensively frame new opportunities for internal consideration. Many R&D personnel are currently unfamiliar with the components of a business case, as this document is traditionally prepared by business people. It doesn't need to be a mystery.

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The most powerful innovations solve meaningfully large and intense consumer problems. The road to superior solutions start by properly understanding and defining the problem.

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 Savvy innovators are attentive to the discipline of identifying their target customer(s) and discerning their needs. Are you one of them? Curious to learn more? Read on, dear friends...

At the heart of any offering is its value proposition. It should compellingly answer the question, "what's in it for me?"

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Finally, after years of personal empirical data collection and interviews with myriad experts and practitioners comes Fruhling's Immutable Innovation Consulting Rules. The thing that makes them especially valuable is that they apply to every conceivable situation, with no exceptions...ever! Yes, remarkable indeed.

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I have learned many times in my role as technology scout that I can uncover unexpectedly valuable information from technology providers if I can earn their trust and build their confidence that I am committed to help create attractive opportunities for them. If you apply this discipline to your work, you should be similarly rewarded.

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While most of the consulting work I do is technology scouting, I occasionally secure engagements as a new business developer to represent external technology providers to prospective corporate customers. This work enables me the opportunity to interact with a pretty diverse array of corporate personnel. Most are pleasant, entirely personable and highly Professional. But then, there are also the Hookers and Know It Alls.

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Most consumer products open innovation (OI) operations are currently R&D led. Marketing defines its product Needs, which R&D then translates into technical Needs. R&D then scouts and screens technical leads based on this direction. It is no surprise that the vast majority of external leads are rejected...many without Marketing even getting an opportunity to consider them. While this approach works fine in most cases, it also can result in the regular loss of some diamonds in the rough. It doesn't have to...

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It can be a good idea to "test drive" a collaboration before investing more heavily in the relationship. This can apply to smaller companies dealing larger entities, as well as vice versa.

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Organizations are filled with folks who are ready (eager?) to challenge new ideas by raising doubt and skepticism about them. While some of these challenges are entirely fair and reasonable, others can be sinister snipes from corporate Know it Alls. We can help keep our fledgling ideas alive if we anticipate and pre-empt obvious attacks.

Curious to learn more? Read on, dear friends....