Tanya Cushman Reviewer:"David DeRuwe Please, all rise. I say all rise. OK, you may all sit. Hi, I'm Judge Vincent. So, today we're going to talk about what does it mean to wear the judge hat. Okay? So, in the previous videos we looked at wearing the explorer hat and wearing the artist hat. So when we do that, we are into a diverging mode. So it means that we're going to start with few ideas and we're going to develop a lot of ideas. But we cannot continue like that forever. At one point, we're going to have to make some selections. We're going to have to make some choices on some of the ideas that we want to use. So we're going to start to converge. This is where the judge hat steps in. So we're going to see that to start the converging process, we're going to have to select some of the ideas. that we believe are the most promising or the most novel. And what I'm going to explain to you today is how, what are the different ways and techniques to make this selection, to sort out our idea and to narrow down the number of ideas. So again, at the end of the artist hat, we came up with a lot of a lot of ideas, maybe 50, maybe 100 different ideas. But what do we do with all of these ideas? So, there is a framework or matrix which is quite simple, but which helps to illustrate what can be done about this. So as you can see, you have two axes. On the horizontal axis, you have normal ideas, and then you have original ideas. And on the vertical axis, you have ideas that are easy to implement. and ideas that are impossible to implement. So let's look first at the bottom left corner, which are what we call now ideas. We call them now because these are ideas that are easy to implement. They have low risk of trying them. They have a very high likelihood that they will be accepted easily. So they are what we call some low hanging fruits, very easy to pick up. So, This is a group of ideas that could fit into this NOW category. The second category are original ideas which are easy to implement. So on this quadrant we get what we call some WOW ideas. So these are some ideas which are innovative, which are more breakthrough type of ideas compared to the NOW ideas. But there are ideas that can still be implemented. We do have the know-how, the expertise, the technology that will allow us to convert these ideas into a new product, a new service, a new process, a new business model, or whatever. And the third type of ideas, which are original ideas, but that might not be possible to implement at this stage, so that's what we call the how idea. How because we don't know yet how. how we're going to make it happen, but they have also, they are maybe more futuristic or more breakthrough ideas, but that are worth also capturing and organizing. So these are more ideas for the future, but it's nice to always look also into the future and not look at what can be done as of today. So when you have a lot of ideas, you can categorize them into these three different categories and then later on decide. with which categories you want to go through. Or we're going to see later on how maybe to organize a portfolio of ideas with different ideas for different categories of level of complexity and level of novelty. This can be represented also just to give you another analogy, but what we call the ladder of ideas. At the bottom, these are the earth ideas, so the ideas which are easy to implement, low risk. that have a high level of acceptability and that also may have been done before but maybe in a different context in a different country in a different company or whatever Then we move to the mountain ideas. So these are the ideas that can be implemented, which are much more novel, but which somehow are a little bit more disruptive than the previous type of ideas, disruptive compared to the existing ideas. And then the last level is the sky idea. So this one cannot really be implemented as of for now. They are more audacious, and they are more a dream about what could be the future life. So that's exactly the same representation as the sky idea. As before, at the bottom you have the now idea, and then for the mountain level, these are the wow ideas, and for the sky level, these are the how ideas, how we're going to be able to make this happen. So, you classify your ideas on these three levels, and let's say that, for instance, we want to focus on the mountain ideas. So you take all your post-its or all your ideas that fit into this category. And then what do we do next? So next we're going to cluster these ideas. So we should cluster these ideas by ideas that are similar or answer the same aspect of your challenge. Let's say for instance we would like to ideate about the car of the future. So you can come up with a lot of ideas and then you might say, OK, this group of ideas... focus more on the energy type that this car will use in the future. Or this group of ideas focus more on the design of the car of the future. Or this group of ideas focus more on the IT capabilities attached with this car, what it can do and so on. So you will cluster your large amount of ideas in small groups and these small clusters you will label them with an overall arching theme that you will define based on your challenge. Now, once you have this cluster, what do you do next? So you still have to define which one you want to implement. Okay? So there are some common criteria or questions that can be used to identify which idea might be worth moving forward or might be worth investing. The first question could be, for instance, does it fit with people's needs? Is there really a demand for such kind of product or idea or feature? Does it meet the requirement of our problem statement? Or if you're using a design thinking approach, does it meet the requirement of our point of view? Is it different enough from what exists? And does it really add some new value? What's the new value proposition attached to it? Do we have the budget required to be able to implement this idea? Is the technology available to make it happen? Will we be able to roll it out with the available resources that we have in-house, not just financial but also production resources or human resources or whatever? Can we get the approval of decision makers? Or can we get easily the approval of decision makers? Which can be also something you might want to consider. And finally, is it aligned with our organization core values, which is also a very important aspect to take into consideration. Okay, so these are just some examples of questions you might want to ask, of criteria, and then for each of the ideas that you come up with, you will rank them. Just to give you another example, this is from a recent survey of the 2017 Business Innovation Report. and where companies listed what kind of criteria they used to select ideas. So 71% of the companies that were interviewed used the alignment to the business strategy, then 56% the feasibility, 51% the estimated value, then the estimated cost, and so on and so on. So you can see that these are very similar to the one I presented to you early on, but again you can create your own criteria based on your particular industry or field or interest. Now what do you do next? So, the answer should not be a yes or no to this question. You should use a scale. I recommend you to use a scale from 1 to 6, so it's an even scale. 1 being, for instance, that it does not meet at all the requirement, and 6, it meets a lot this requirement. I took a scale from 1 to 6 so there is no middle value. So it's all slightly positive or slightly negative, but at least you need to take position. So for each question and for each idea you will say, well, does it fit people's need? Is there a demand for it? So I'd say for idea number one, yes, a lot. So let's say we put five out of six. For idea number two, yes, there is a demand. Yeah, four out of six and so on. And for each idea and for each question, you will rank. you will give a value. Then once you have answered all the questions for each of the ideas, you just compute the total number and the ideas that have obtained the highest value. are the ones that you probably might want to move forward. Okay, so that's one technique. Again, very simple that helps to identify your criteria, put a weight to each of these criteria, and then help you identify the ideas that match most of these criteria. As I mentioned a little bit early on, you might want also to consider a portfolio of ideas or portfolio of innovation projects. So, On this visual you can see a matrix which has three dimensions. So the level of certainty, low, moderate or high, on how certain or how confident we are that this idea is going to succeed or not. On the horizontal axis you have the timing, so this idea that can be completed on short term, mid term or long term. And on the third axis, on the right, you have the level of risk. What are the risks involved with? implementing this idea. Low risk, moderate risk, or high risk. Okay, so you can have in your portfolio different type of ideas, or different type of innovation projects that fit different criteria. Usually organizations put a heavy weight in their portfolio on ideas that are on the top left corner, which are high level of certainty, short term. and low risk. So it makes sense. So here it shows that in average 70% of the ideas of the innovation project fit into this category. Only 20% fit into a mid-term moderate level of certainty and moderate level of risk. And finally only 10% in average focus on long-term high risk and low certainty. So having a portfolio like this of ideas is like having a portfolio, a financial portfolio. You don't put all your eggs in the same basket. Here, you don't put all your ideas, again, in the same basket. Some of them might have the potential to do very well, but they are risky. So you might want to explore some of them, but you want also to make sure that you have some of them that will succeed on a very short term. Now, last thing I would like to talk to you about. is, I mean we can always estimate, do some estimation or forecasting about what might work, what is likely to work or not work, what is the level of risk or whatever. But nowadays, instead of thinking that we know what's going to happen, one of the approaches which is well used and which is used for instance also in design thinking is prototyping. So before you try and you move your idea full screen, to the end product or to the end service, then you test your idea and you build a physical prototype of your idea. And you show this prototype to your customer, to your client, and you get their feedback, you learn from them and you refine your prototype. And you go through a lot of cycles like this, iterative cycles, where you slowly improve your idea, you test your idea all along the way, you learn all along the way. So, at the end, when you have a prototype which is close to what you plan to market or to produce, you know that the market is ready and that also your potential customer has tried it, has tested it, and has approved or given you positive feedback on this. So, it can be part, and it should be part of the testing part, testing your idea physically with pretotype and prototype also later on. Well, thank you so much for watching, but it's time for me to go. So I have a couple of murderers to judge now, so I'm sorry I will have to leave now. But again, stay tuned and I will see you soon with wearing the Warrior hat. Please, all rise.