Exploring Diffusion and Adoption for Innovation – Part 3

Dealing with DarwinOne of my favorite books is “Dealing with Darwin– how great companies innovate at every phase of their evolution” written by Geoffrey Moore. It is well worth a read.

When you work through his other books and connected thinking of “Crossing the Chasm” and “Inside the Tornado” you really appreciate the learning stories coming out of Roger Moore’s studies of the Technology Adoption Life-Cycle.

We all need to rethink a lot as the new challenges come rushing towards us. In his work Geoffrey Moore talks about ‘traction’ and I think this is a great word for thinking about how to gain diffusion and adoption in product, service or business models, to gain market and customer acceptance.

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Exploring Diffusion and Adoption of Innovation – Part 2

Finding itThe future within our engagements will determine diffusion and adoption

It is all about letting go but also grabbing more at the same time, and then finding ‘it’.

Technology has opened up the door to both scale and fragmentation and social business is the one pushing through this open door. We are increasingly facing the Collaborative Economy everywhere we turn. Social business is becoming the denominator of success or failure.

We are needing to confront the new questions that are emerging

New rules are emerging – you could say new theories – and where are these fitting within the corporate mindset?

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Exploring Diffusion and Adoption for Innovation – Part 1

Theory and RealityAccording to Professor Clayton Christensen and drawn from his book Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change”, by Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth published by Harvard Business School Press, the only way to look into the future is to use theories.

The best way to make accurate sense of the present, and the best way to look into the future, is through the lens of theory.” The theory of innovation helps to understand the forces that shape the context and influence natural decisions.

This might not be fashionable for many because as soon as you introduce “theory” into the discussion for many of my practical colleagues they want to dismiss it.

Going back to Christensen “good theory provides a robust way to understand important developments, even when the data is limited. “Theory helps to block out the noise and to amplify the signal”.

Diffusion of Innovation Theory is important for our innovation understanding

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Gaining idea engagement can be a five step process.

Having conversations 3I have been recently revisiting Everett Rogers work on diffusion and adoptions recently, evaluating if it has the same relevance in my mind in our more connected world, where speed, knowledge and exchanges are measured in micro seconds.

This reminded me of a suggestion I made some time back and I thought I’d ‘air’ this again for engaging with others.

We constantly fall into the trap of not providing our listener enough of a reason to ‘buy into’ our thoughts. We forget to either pitch it to their mental framework or we do not provide a set of compelling arguments that allows our idea a mutual recognition of its value or structure, to take it forward and transform it into something tangible and valuable.

I think using Rogers rate of diffusion principles you can end up offering a fairly powerful positioning statement. You can also offer a simple framework in this five point plan the chance to break down differences you might both hold, to build on the ‘evidence’ from a mutual recognition in the discussion on what your idea holds as potential promise. It can be transformational as a way to approach engagement.

 

Having conversations 5The five steps in engagement to map your conversations.

To get anyone out of their own thinking trap we need to associate our thinking to what would be valued by them, we have to make the value connections .

We can offer an uniformed path based on Everett Rogers five steps principle:

  • What we must always offer in any conversation is a clear relative advantage to what is presently available, so we can gain their permission and identification. Then we can set about to explore these better alternatives, to clarify their progress and gain general ongoing acceptance or questioning. Either way it becomes a mutual engagement. Stressing the ideas advantage by making a comparison, does allow for the chance of engage in a worthwhile conversation. Timing, circumstances and its value to the other person always need considering here. “Relative” becomes the critical word here.
  • If we can offer compatibility with our own and other people’s existing values, and explore a migration path from their past experiences we might get more space to experiment. We need to draw others in and so we have to align ourselves to their experiences to frame it to their thinking bias. This becomes a job-to-be-done on unearthing unmet needs or the needs that can be improved upon. The job-to-be-done thinking is a great practice methodology to achieve adoption.
  • The new tools, methods and different techniques becoming increasingly available to us, can certainly help us to explain complexity to reduce the perceived difficulties of adopting new practices. The whole gambit of gaming, the canvas techniques, visual mapping, design thinking all help considerably here. Any argument, discussion or position needs to simplify complexity as the one listening quickly ‘tunes out’ if we load the conversation with “too much detail” or jargon.
  • We then can offer new ways for trialability to experiment in safe and limited risk ways. Lay out a clear path of experimentation and result milestones to manage expectancies and gain increasing support commitment. Steve Blank’s contention of “getting out of the building” and his customer development process offers one of many ways to learn, pivot and progress in bite-sized steps.
  • Finally, we can provide observability, so others can see the results we can make progress. By keeping this open, it can be clearly challenged and blocked in many ways but openness and transparency does eventually reduce resistance. If we can clarify change and our progress in learning we give others understanding. It is when we fail to communicate what they need to hear, we are more likely to be blocked or our project cancelled. We need to ‘demonstrate’ progress and show its value.

Everett Rogers five steps might offer up a possible pathway to unlock much within innovation and reduce our different personal biases that can trap our ideas to not allow them to be seen in their real value to move forward, and be supported by others, as they gain their essential engagement and buy-in.

What do you think? It’s worth a try to build your own engagement stories around the five principles suggested. Give it a trial the next time you want to bring others onto your side and look to construct a mutual engagement.