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July 21, 2009 (11:36 AM) by Doug Stone
Using visual frameworks provides a means to overcome one of the most common barriers to bringing innovation from mind to market — personal bias.
For example, every client has a definition of innovation and personal experiences that bias their understanding of the innovation process. At MD we use a visual framework (the synchronized intersection of a need/insight, idea, and communication) to focus the conversation about our innovation process.
Although there are many stories of entrepreneurs using personal experience as the seed for a blockbuster service or product, the reality is the majority of people involved in bringing a concept to market will not be closely aligned to the target segment or the environments and circumstances of use.
Visual frameworks provide the means to focus the conversation (e.g., market, target segment, client’s culture/company, partnerships, competition) such that personal bias is not the only frame of reference.
A visual framework is a basic conceptual structure used to solve or address complex issues. Throughout the innovation process we create visual frameworks to elevate the understanding of a concept’s intent and relevance to the target segment. It keeps team members focused on areas of the concept that are actionable — and what mechanisms are really influencing the action.
Typically visual frameworks will fall into one of three areas:
• Illuminating non-intuitive behavior (e.g., Predictably Irrational)
• Deconstruction for clarity (e.g., A-Level Psychology Through Diagrams)
• Process and Environment (e.g., Visual Complexity)
Most visual frameworks are produced as static images (often requested poster size for display in client’s offices) and occasionally are animated to illustrate complex interactions. They are often the most long-lived artifacts of a project that go beyond developing new innovative products and services and into business strategy.
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