Monthly Archives: September 2008

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New Product Idea – Build to Order, Upgradeable, Modular Digital Camera

For years now, we’ve been able to buy built to order computers where we can specify our own combination of processor, memory, hard drive, screen, etc.  We can order a computer from almost any company online, customize the specification to suit our own needs, and have it built and shipped overnight from an overseas factory.

What if we could buy our new Nikon or Canon DSLR like that?  There are many comparisons between computers and digital cameras which support such as concept.  For a good enthusiast level Digital SLR camera, you can pay from $500 to $3000.  There are a wide variety features that are found across numerous makes and models. The same is true for personal computers which are in the same price range, bought by the same people, and also offer numerous brands and options.  In fact, the customization of computers has become a whole separate category where power users built their supercomputers for gaming. There are numerous magazines dedicated to the computer upgrade and customization consumer.

For digital cameras, customizable build to order features on could include: sensor type (CCD/CMOS, other), sensor size (APS-C, Full Frame, etc.), sensor resolution (how many megapixels), sensor cleaning features, sensor stabilization features, battery type/size, memory card type, grip type (plastic or rubber), case color, viewfinder (with live view technology improving,  viewfinders will likely become optional as they have on point and shoot cameras), LCD size/resolution/tilting, number of manual controls (buttons, switches, dials), etc. 

As you can see, there are as many hardware features on a good camera as there are on a good computer.  So from a customer usage viewpoint, this seems like a worthwhile idea. A customer could custom order a new camera built exactly to their specifications. If a manufacturer were to adopt such an approach to making/selling cameras – what would be the advantages and disadvantages for both the consumer and the manufacturer:

Advantages:

  • Product differentiation from competition and first mover advantage – nobody else is offering customer the ability to customize their camera straight from the factory
  • Better buying experience – allows customers to spec out their own products (like a computer or car) 
  • Provides customer with the right camera and the right feature set for their needs.  No need to worry about ‘over-buying’ or having to constantly upgrade
  • Opportunity to upgrade camera as required without having to by a new one every year or two
  • Opportunity for a cheaper entry level and a higher priced ‘fully loaded’ models – more pricing options for consumers

Disadvantages:

  • Companies would need to establish a build to order production and fulfillment system
  • Camera architecture would need to be re-designed to support modular components and upgradeability
  • Marketing strategy would need to shift from several discreet models to fewer discreet platforms that you can option up and upgrade in the future
  • Loss of resale value because each camera will be different and second hand buyers will have a harder time understanding what they are buying.
The bottom line is that a built to order, upgradeable digital camera architecture would definitely change the marketplace and improve consumer choice.  I believe people would even pay a premium for this product which would offset the back office changes required to produce it.

Do you think this is a good idea?  I appreciate your comments.

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Managing Innovation

Innovation is creativity – applied.  So how do you manage the application of creativity?  From my experience, it’s something you can easily start but becomes very difficult to maintain. Perhaps innovation is meant to come and go – to rise and fall. Maybe innovation should be as fleeting as the latest management initiative or buzzword.  Or maybe it can be an integral and perpetual part of your organization’s cultural fabric – woven throughout.  It can be structural, planned and predictable. Here are several techniques which may help you manage innovation vs. hoping for innovation…

1. Find a ‘good’ mix of people. They should represent diverse experiences, viewpoints, skills, and perspectives.  Find people who value this mix and are comfortable working in a diverse ecosystem of thought.  Find people who can thrive in an environment of constantly growing new ideas. Many people can’t function in this type of environment and will drag down the whole team so having the right mix of people is critical.  If you want to have routine, stable and expected outcomes, you need routine, stable and expected people.  If you want new, risky, and unexpected outcomes… you get the idea. This mix of people will change over time with a steady stream of new talent.  This fluid pool of people is key to ensuring things don’t stagnate and people are comfortable with a constantly changing environment.

2. Provide a stimulating environment. The more inputs from external sources you can bring, the better.  Allow all sorts of material to educate, inspire and provoke.  And keep it moving so things don’t grow stale and insulated. You might want to consider being separate from the main organization if there’s a risk of smothering or if the main organization isn’t ready for innovation yet.  Ultimately, you’ll need to plant the seeds of innovation in the mother organization though or risk having your innovation initiative fade away over time. There are successful example of ‘skunkworks’ operations or mainstream approaches like 3M.  Either way, the work environment needs to support the exploration of new ideas and allow for the risk of failure.  Combine that with the right people (point 1) who aren’t afraid of trying new things – and you’re starting to get close…

3. Remove the fear factor.  Provide a safe haven for creativity and risk taking. Reward people for taking risks and challenging the norm.  Reward people even if they fail.  Reward people for trying so others are encouraged to try too.  Once the organization sees innovation happening and people having fun and being rewarded – the momentum should be on your side.  I loved Professor Sutton’s comment of ‘innovate AND die’ because so much of what you will work on – will die!

4. Provide some formal structure and process to the work in order to avoid total chaos and anarchy.  These can be things such as flatter organizational structures, lack of formal job titles and classifications, documented brainstorming techniques, product develop processes that allow of multiple alternatives through a stage/gate system, etc. Imagine a formal product development process that manages projects with timed gates with defined deliverables.  But between these gates, people are free to dream, design, and develop the possibilities!

5. Challenge the team. Push employees and yes, even creative types, until they start to push you.  A manager’s ideal role is to restrain and balance a creative, driven, and persistent team. Hope that you will be in a position where you are having to hold back the creative energy on your team.  Hope that you will need to channel and control this energy instead of having to ignite and accelerate it. 

Once you have provided the people, tools, environment, framework, and challenge, your biggest challenge will be to keep the process going.  It’s so easy to set things up and after a huge burst of energy, things slow down and implode if you’re not careful.  That’s why you need to ‘manage’ innovation.  Each of the items above needs to be monitored and adjusted.  This could mean adding new people, mixing up the teams, changing the environment, modfiying the process, feeding teams with new insights and knowledge, etc.

For more posts on Creativity and Innovation processes – click here.

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My Favorite Cars – Jeep Wrangler Unlimilted and J8

wrangler-unlimitedIf there’s one thing that my favorite cars have in common – it’s that they are genuine, authentic, and even iconic.  They have both a spirit and a story – a soul and a script.  The Jeep is one such vehicle born out of necessity and carefully updated over the years.  The stretched Jeep Wrangler with rear doors was a valuable update.  And the J8 model designed for government and military is not only super functional – but also adds another chapter to the Jeep story. Bottom line – It looks purposeful because it is. See the Autoblog story for more on this great American icon. 5 Stars

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It’s Not an Airstream But See The T@B_XL Trailer

I found this product the other day on the web.  If you love Airstreams and camping trailers, this is another interesting travel trailer from Europe.  They’re called T@B trailers. Most of their lineup comes in on the small side and the look is somewhat ‘cute’.  This XL is their top of the range model but it’s the interior that really impresses. It’s not easy to tell what the materials are from the picture but the quality and design look top tier.

  I especially like the suede padded and curved ceiling, the brown and red leather seating, and the interior lighting. Click on the link above to see more trailers from this company.