Moore observed, nearly a half century ago, that the power of computational devices would double every 18 months (based on how many components could be squeezed onto an integrated circuit). Therefore, it is not much of a leap to suggest that the functional capabilities and ability to advance productivity based upon these devices would follow suit. For the most part, this has been the case. Now 50 years in, the simple question is: ‘is innovation still about squeezing more components into a device, or capabilities into a piece of software?’ Or, is it time to refocus? Maybe we need to think about making the devices and systems we have work better and more strongly consider the experience of the person using it.
I am completely willing to be wrong here, but I would need some convincing. I am not so bold as to suggest something at the level of Clay Christensen’s disruptive innovation. I am not talking about new markets. What I am suggesting is something more along the lines of rethinking sustainable innovation; the ability to evolve what we have already. To accomplish this, I am of the opinion that it is time to start focusing on experience innovation, and take a step back from the sole focus on product innovation. It is no longer about how much computational power we can squeeze into a device, or how many widgets we can display on a screen. This type of innovation will continue, but there is more.
“The experience space is conceptually distinct from that of the product space, which is the conventional focus of innovation. In the experience space, the individual consumer is central, and an event triggers a co-creation experience. The events have a context in space and time, and the involvement of the individual influences that experience. The personal meaning derived from the co-creation experience is what determines the value to the individual.”
C.K. Prahalad & Venkatram Ramaswamy, MIT Sloan Management Review, SUMMER 2003 VOL.44 NO.4 The New Frontier of Experience Innovation
I am not sure what is more interesting, the content itself or the fact that it was written nearly 10 years ago. It might suggest that I am on to something, or simply that I found a few bits to support my thinking. The concepts are extremely relevant, even more at this point in time as companies struggle to differentiate themselves on increasingly commoditized products and dare I say services as well. In fairness, differentiation on services still has some legs and is more closely aligned to experience innovation.
The way I see it, is that the objective is to create what Prahalad and Ramaswamy refer to as an experience environment. Though it is still important to differentiate between the digital interaction experiences and the much more vast customer experience. This is especially true in instances where the greater experience contains elements that are far removed from communications, think heli-skiing or windsurfing, versus checking-in via Foursquare.
It is Time to Mature from Just Product Innovation
If one follows the breadcrumbs a bit, there is a fun example that can be found from a 2008 InfoWorld article. It simply highlights that too often software – the front end of the user experience – simply works to leverage hardware advances in a way that is often lazy and unfortunate:
“[Microsoft] Vista and Office 2007 on today’s  state-of-the-art hardware delivers throughput that’s still only 22 percent slower than Windows XP and Office 2003 on the previous generation of state-of-the-art hardware. In other words, the hardware gets faster, the code base gets fatter, and the user experience, as measured in terms of application response times and overall execution throughput, remains relatively intact.”
Many of us have spent time reading, writing or analyzing product roadmaps. These directory type documents or PowerPoint presentations are filled with features and functions. Sometimes, the ones that are well written will include a section on exactly why a feature is included, beyond simply that a Magic Quadrant requires it. For those who have been lucky enough to write these documents, we all know the debates between internal factions of what needs to be built first and why. These debates will continue to happen, but I would ask that the conversation mature a bit.
As Prahalad & Ramaswamy so eloquently state it:
The ability to imagine and combine technological capabilities to facilitate experiences will be a key success factor in experience innovation, regardless of industry.
In order to make progress, what is needed are programs that focus on the customer perspective. We need to consider the user experience as we build devices and design software systems. We need to focus on their experience, not just our profits. We need an environment that includes both organizational capabilities in technology and communications driving the capability to interact collaboratively internally as well as with customers, partners through community. These interactions, in order to be meaningful, need to have proper context. When we have this in place, then we will better be able to understand what customers want and need and deliver products and experiences that do make a difference.
- There is a Big Difference Between Can’t and Won’t
- Stop Thinking in Two Dimensions
- No Beginning, No Middle and No End
- Rethinking the Customer Journey
- The Simplest Thing I Ever Had to Write
- Context Integration, the Future of System to System Interactions
- The Evolution of Customer Community
- The Fine Line Between Personalization and Creepy
- Experience Innovation
- Maybe We are Using the Wrong Words to Describe Collaboration
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