How to evaluate ideas without killing them too early
Separate hard constraints, customer evidence and internal preferences, then choose a useful next test instead of a premature winner.
Playbook
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Innovation management
Understand opportunities, develop ideas and bring useful changes into use.
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Articles in Innovation management, newest first
Customer interviews that go beyond polite agreement
Plan and conduct useful discovery interviews, follow real experiences, and turn what people tell you into careful, actionable findings.
Playbook
Brainwriting and the 6-3-5 method
Give a team space to develop ideas in writing, build on each other's suggestions and turn a full worksheet into a useful next step.
Method
How innovation and change connect
Explore the different questions behind innovation and organizational change, and connect early experiments with the work of putting an idea into use.
Comparison
Assumption mapping
Find the beliefs your idea depends on, examine the evidence behind them, and choose what to test before committing more time and money.
Method
Innovation vs. invention
Understand why creating a new technical solution and putting a meaningful change into use are different achievements.
Glossary
Design a 90-minute idea workshop
Move from a researched problem to a small set of concepts and an owned next test in one focused session.
Playbook
Double Diamond
Use Discover, Define, Develop and Deliver to connect problem exploration with practical testing.
Framework
Premortem
Imagine a plan has failed, uncover plausible causes, and turn the most consequential risks into actions before launch.
Method
Stakeholder mapping
Identify who is affected, who can influence a change, and which conversations must happen before the next decision.
Method
Innovation management
A practical introduction to turning opportunities into implemented changes, with clear decisions, experiments and measures.
Foundation guide
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A starting point.
Start with the distinction between an invention and an implemented innovation. Then examine how teams frame problems, explore different responses and choose credible tests. Discovery and implementation belong in the same conversation, even when they need different decisions.