IDEO first proposed the idea that the optimal innovation process combines attractiveness, feasibility, and viability in the early 2000s. If your concept satisfies all three requirements, it has the following crucial elements:
- An ideal resolution, one that your client actually requires
- A workable option that enhances your present operational skills
- A viable solution with a long-term business plan.
However, if you overlook any of these, the proposal becomes more expensive and risky to implement.
Triple Crown of Innovation
I frequently work with groups that are pursuing ambitious goals, ideas that could significantly affect their clients’ lives as well as their company’s bottom line. This is an amazing vision that is even needed to keep the team focused and moving in the right manner. It would be foolish, however, to wait until that vision is fully realized before testing its desirability, feasibility, and viability. During implementation, tests for each of the three traits must be developed in order to allow for course corrections. Now, let us examine the components that make up this innovation process’s framework.
Desirability: Are We Addressing the Correct Problem?
Whether your solution is a must-have or a nice-to-have for your customer is the main subject of a desirability test. What task am I assisting my customer in completing? What does it look like for them to successfully do that task? Putting yourself in their position by considering what they are attempting to accomplish and why it matters to them enables you to view your solution from their point of view. Your solution has passed the attractiveness test if it addresses the main issues they run across when attempting to finish this assignment. If not, changing the direction of your solution could put you in a better place if you have not addressed all of the pain spots.
Tests of desirability if the problem your invention is solving for the right client
Let us examine two new markets, car sharing and electric vehicles, as examples. Customers who are drawn to both are worried about two things: the expense of ownership and the effect driving a gas-powered vehicle has on the environment. Environmentally conscious automotive design has been Tesla’s main priority. Although this suits a certain affluent demographic, many others are worried about the environmental effects of producing one car for every person as well as the cost of ownership and cannot afford to have a Tesla parked in their driveway.
Elon Musk changed his perspective last summer in order to consider all sides of the issue. His autos have the ability to drive themselves around after their owner gets to their location. This change in strategy can make the Tesla more appealing to their intended market and give the design team guidance on how to create a product that is shareable.
Possibility: Are We Expanding upon Our Fundamental Operational Capabilities?
The operational capabilities incorporated into a new solution are measured in a feasibility test. It requests that the company examine its own internal operations and determine what areas it excels in, including partnerships, technology, finances, branding, and customer service. A new solution that can build on an organization’s existing strengths and harness up to 80% of its operational skills will enhance the company’s foundation and give it a competitive advantage.
The question of feasibility arises: How can we create this solution to strengthen and improve our business? The investment is riskier if a solution necessitates developing entirely new skills because of the resources needed and the possibility that it would negatively impact the company’s reputation in the marketplace.
Determine using feasibility tests if your idea makes your business stronger.
The “me too” innovators are frequently the worst violators of the feasibility test that I observe. These companies believe that developing a comparable solution is the only way to stay competitive when they observe their rivals using a solution to succeed. Since this is something new for their company, they refer to it as innovation. However, their rivals have developed unique operating advantages. It will take a lot of work to try to replicate those strengths for a solution that will almost certainly always come in second.
If you take another look at the Tesla example, you will see that they are not suggesting that they create a car-sharing service to rival Uber. Rather, they are designing an autonomous vehicle specifically for the sharing economy by using their core competencies and brand strength.
Viability: Does Our Approach Aid in Long-Term Development?
In order to make sure that your invention is viable both today and in the future, the last test concentrates on the value chain of your solution. Is our business model compatible with how our clients wish to use and pay for our solution? is the question that drives viability testing. Is it profitable for us to construct our solution and to purchase from our suppliers? In order to make sure that your company benefits the community and society, viability takes a closer look at sustainability in addition to earnings.
Your value chain’s viability is tested for long-term sustainability.
Even though viability is the most difficult examination, it should not be disregarded. Too many instances exist of businesses creating solutions solely for immediate financial gain without taking the long-term effects into account. Musk made a really wise decision when he built the infrastructure for Tesla to accommodate drivers who wanted to recharge for longer trips. His decision to design for the sharing economy demonstrates a comparable level of vision, guaranteeing that his automobiles would be able to both lead and fit into this trend.
To what extent is your innovation desirable, feasible, and viable?
When incorporating this trifecta into your innovation process, iteration is your friend. We have already written about directing your inventiveness toward education. You can stay on course by checking for these three at each iteration and making necessary adjustments to your plan.
