Reinventing Innovation

The Idea in Practice

Research Principles

1. Study “technology in use” to improve work processes. PARC customizes behind-the-scenes information technology to enhance work practices and “listen” to customers.

A new software feature on Xerox’s high-end copiers predicts machine breakdowns, calls a branch office to download its predication, and schedules a repair person to visit the site—before the expected breakdown. Customers never see a machine fail, and Xerox uses information generated by the software to design future generations of copiers.

2. Harvest local innovations. Most employees constantly improvise to handle surprises and solve problems. But these “workarounds” rarely spread beyond their local groups to benefit the larger organization. PARC’s solutions? One is easy-to-use programming tools enabling employees to disseminate knowledge throughout the company. Another is revamped training methods to increase organizational learning.

After realizing that Xerox’s service reps learn more by swapping stories than through formal training, PARC began envisioning a multimedia information system—filled with annotated videoclips of useful stories that would let reps from around the world plug into Xerox’s collective memory and learn from past successes and failures.

3. “Coproduce” new technologies and work practices with partners throughout your company. To communicate new insights so that others in your company can grasp their potential, don’t simply pour knowledge into their heads. Instead, help them develop whole new mental models.

With the advent of digital copying, Xerox had to challenge long-held assumptions about products, markets, and customer needs that the older, light-lens xerography had created. Before building the technology, PARC helped managers think about copiers in fresh ways. It created a video in which researchers acted out the new technology’s potential, then challenged viewers to imagine additional uses for digital copying.

4. Innovate with customers. Research’s ultimate partner? The customer. Collaborate with customers to co-produce technology and work systems they’ll need in the future.

Xerox’s pharmaceutical customer, Syntex, wanted to better manage the 300,000+ drug-test report forms it collects annually. Through Xerox’s Express project team, Syntex employees spent time at PARC learning about Xerox’s technologies-in-progress. PARC researchers, engineers, and marketers observed them in action at Syntex. Results? A new document-management system that solved Syntex’s problem and became a prototype with potential value for the entire pharmaceutical industry.

Conclusion

To prevail amid rapid and unpredictable change, your company must do more than simply invent new technologies and breakthrough products. It must reinvent the innovation process itself. By designing cutting-edge work processes that enable your organization to innovate continuously, your research department can reinvent your corporation.

FAQs

Q: What are the four powerful principles to reinvent the innovation process?
A: Study “technology in use” to improve work processes, harvest local innovations, “coproduce” new technologies and work practices with partners, and innovate with customers.

Q: How can we improve our work processes using technology?
A: By customizing behind-the-scenes information technology to enhance work practices and “listen” to customers.

Q: How can we spread innovative solutions across our organization?
A: By using easy-to-use programming tools to enable employees to disseminate knowledge throughout the company and revamped training methods to increase organizational learning.