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Hidden in Plain Sight: How to Find and Execute Your Company's Next Big Growth Strategy ReviewI've had a chance to review Erich Joachimsthaler's book "Hidden in Plain Sight", which I've found to be an good book.
First, let me start out by saying that this book is not necessarily a book "about" innovation. This is a book about corporate strategy and what I like to call strategic intent. Hidden in Plain Sight addresses a far-too-common problem - the fact that many firms have become comfortable with their understanding and view of customers from the "inside out". In this manner, many firms have segmented the customer base and determined the specific needs and wants of customers - which is traditional marketing best practice. The problem is that too often this segmentation and understanding of needs is based on the company's perspective of the customers' needs and opportunities, rather than from the perspective of the customers themselves. What happens in these cases is learned myopia and artificial comfort from the fact that we "know" our customers and understand them. Eventually what happens in these cases is that an unexpected competitor disrupts the market because they had a better understanding of the opportunities and challenges the customer faces.
So, what Joachimshtaler proscribes is an "outside in" mentality, combined with a "demand first" innovation model. In the book, he describes how Frito-Lay undertook extensive research to understand how and why people used snack foods - going well beyond traditional quantitative research to understand the reasons behind why people ate what they ate and when they ate. Much of the work Joachimshtaler describes sounds like Voice of the Customer research, although he does not describe it that way. He calls this creating the "demand landscape".
According to Joachimshtaler, Frito Lay was concerned that many of its long held beliefs were being proven incorrect. For example, Frito Lay pioneered the point of purchase rack for its snacks and assumed that most decisions for purchase were based right at the cash register. In watching consumers however, it became clear that was no longer the case. Many individuals ignored the point of purchase racks to select a specific snack. Frito management decided "We had to start thinking more about why consumers consume our products and not longer about how they purchased them". This meant that Frito Lay management had to change their thinking about customers from "point of purchase" to "point of consumption or use" - what Joachimshtaler calls "point of purpose". This last concept is why I label the book as a book about corporate intent rather than a book about innovation. In this context, innovation becomes a method or an approach to providing solutions to the new corporate intent.
The first two sections of the book do a great job laying out Joachimshtaler's concepts about customer advantage and demand-first innovation. In these two steps, the author depicts a major shift in how most firms understand and react to their prospects and customers. In his estimation, most firms are operating under an "inside out" view of customers that is tainted by internal perspectives of customers wants and needs, and by a product centric rather than customer centric approach. Additionally, years of segmentation and other marketing efforts have eliminated a number of potential customers and markets that could be viable. Once the firm decides to understand its customers in a new light, it can begin to shift its product and service development models to understand the customer demand, then create ideas for new products and services based on this new understanding. Again, this advocates using innovation and the tools and techniques for innovation (including ideation, brainstorming, consumer contradictions or seeming irreducible tradeoffs) as an outcome to generate ideas after the company has adopted a new strategic intent. I don't argue with that approach, but this switch to become much more consumer focused will require a dramatic investment in time and energy to refocus the corporate culture and the "old habits". The question the management team must answer at this juncture is: What is causing our lack of growth and differentiation? A poorly defined strategic intent, which means we can innovate but often miss the mark due to an "inside out" approach, or is our strategy ok but we simply don't innovate very well? Joachimshtaler has a very clear approach in the first case.
There is a lot to like in this book - several examples used in the book could be cribbed from customers I've worked with recently. As I've pointed out to many of my clients, innovation needs to be tightly aligned with strategy and strategic intent, or it will not be successful other than as a product extension strategy. Joachimshtaler takes this concept and reverses it, demonstrating that a new strategic intent - customer advantage - will ultimately drive new innovation approaches.
In the last section of his book, Strategies for Realizing Customer Advantage, Joachimshtaler turns his attention to marketing strategy, brand strategy and portfolio management and an examination of how to connect and engage with customers. Using examples from BMW, VW and MasterCard, he demonstrates how the consideration of marketing strategy and brand helped reposition these firms in the minds of their prospective customers, and the customers they already had. Much of the first two chapters in this section is interesting, but really targeted to a chief marketing officer who has the capability to rethink branding and customer experience.
Joachimshtaler saves his best chapter for last - Internalizing the Innovation and Growth Agenda. In this chapter he examines the steps Jeffrey Immelt took to change the way GE thought about itself as an innovator. Immelt entered a well-oiled machine that was excellent at execution and wanted to create a firm that excelled at sustained innovation. To that end, he created a number of initiatives. First, the concept of Imagination Breakthroughs. Each business unit leader had to submit ideas for their business unit that could become a new product or service worth at least $100M in organic revenue. This shook up the culture because traditionally, innovation had been the responsibility of the product management team - now more people and a broader perspective were involved, and the stakes are much higher. Second, he tied senior management compensation to the ability to generate and follow up on these Imagination Breakthroughs. Finally, they created the idea of "One GE" - that is, one united face to a customer, regardless of the opportunity or challenge. Then, using the demain-first innovation concept, they worked to get much closer to the customer - using "dreaming" sessions where executives and customers looked at product and service opportunities. Can you imagine Jack Welch in a "dreaming" session?
As I stated earlier, Hidden in Plain Sight is a great book about strategy that uses innovation as an outcome to help a firm differentiate itself through much more detailed understanding of its customers. Hidden in Plain Sight advocates a complete reversal in the way most firms generate ideas and create new products and services - changing the perspective from a highly segmented, quantitative examination of customers and products to a much more deeply understood customer experience which informs marketing and innovation to create products and services that are relevant to customers' expectations and aspirations.
If you are interested in the nuts and bolts of innovation and how it works, this probably isn't the book for you. If you are interested in the work involved to change your product and service development strategy and gain real insights into your customers and what they really want, then this is the book for you. It combines the rationale for making the change, examples of firms that have taken a very different approach to customer experience, and ideas about how to use that new perspective to drive innovation of new products and services.
Reposted from my original review on the Innovate on Purpose blog
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