Preamble:
In today’s fast-paced world, innovation is the key to staying competitive and relevant, whether you are an artist, entrepreneur, engineer, or business leader. The ability to assess ideas from multiple angles is vital to uncovering their true potential. The POLARIS Framework for Innovation Assessment serves as a powerful tool to guide creators and thinkers through the complex process of evaluating creativity, problem-solving, and ground breaking solutions. This framework empowers innovators to explore their ideas from different perspectives and sharpen them to their fullest potential.
Introduction:
Innovation is the lifeblood of progress. Whether you are a creator crafting novel artistic expressions, an entrepreneur, an engineer building the next technological breakthrough, or a business person looking to disrupt industries, the ability to assess and refine ideas is paramount. The road from concept to execution is fraught with challenges, from ensuring market fit to standing out in an ever-saturated landscape of ideas. The POLARIS Framework for Innovation Assessment offers a holistic approach for evaluating ideas, providing a structured yet flexible way to uncover deeper insights, hidden opportunities, and unique strengths. By examining your ideas through various lenses—novelty, market potential, reassessment, and positioning—you can gain a well-rounded view of your concept’s viability and potential impact. Let us dive into how this framework can help guide inventors, creators, and innovators toward better decision-making and breakthrough results.
The POLARIS Framework for Innovation Assessment
The POLARIS Framework is an innovation assessment framework designed to help individuals and organizations evaluate and enhance their innovation capabilities. It provides a structured approach to assess various aspects of innovation, such as processes, culture, and outcomes, to identify areas for improvement and drive sustainable innovation. The POLARIS Framework (Perspective Optimization & Logical Analysis of Research & Innovation Systems) Remember, true innovation often lies at the intersection of these perspectives. Rotate your idea through this POLARIS regularly to uncover new facets and opportunities.
Note: The techniques such as: Porter’s Five Forces. SWOT Analysis, PESTLE Analysis, TRL Assessment, Futures Wheel Peer Review Simulation, Futures Wheel, Ethical Impact Matrix, Cross-Industry Innovation Analysis are not the authors, and referenced in the Appendices (Chapter 3. References, Citations and general Sources for Business and Innovation Concepts). The others are either Creative frameworks, I have developed from Contemporary interpretations of business analysis tools. Combinations of existing frameworks with new perspectives and are attributed. (I am open to retraction and correction).Feel free to use it update and modify. See appendices for naming convention and an open licence if needed. For creating a specific industry or technical assessment lens see appendices
1. The Prism of Novelty
– Surprising: Does your idea refract reality in unexpected ways?
– Multiple metaphors: Can you view your idea through different lenses?
– Deeper insights: What hidden spectrum does your idea reveal?
Assessment Questions:
– How does your idea challenge existing paradigms?
– Can you describe your innovation using three distinct metaphors?
– What deeper truths about human behaviour or needs does your idea uncover?
2. The Mirror of Existence
– Surprising: What reflections of existing solutions do you see?
– Multiple metaphors: How does your idea appear in different markets?
– Deeper insights: What shadows of potential do you notice?
Assessment Questions:
– Have you conducted a thorough patent and market search?
– How does your idea translate across different industries or use cases?
– What overlooked aspects of current solutions does your idea address?
3. The Lens of Potential
– Surprising: What unexpected growth trajectories do you envision?
– Multiple metaphors: How does your idea bloom in various ecosystems?
– Deeper insights: What hidden market forces could propel your idea?
Assessment Questions:
– What surprising applications or markets could adopt your innovation?
– How does your idea evolve in different economic, social, or technological contexts?
– What underlying trends or shifts in behaviour could amplify your idea’s impact?
4. The POLARIS of Innovation
– Surprising: How does your idea shift existing patterns?
– Multiple metaphors: What new constellations of features does it create?
– Deeper insights: What fundamental principles does it rearrange?
Assessment Questions:
– Does your idea introduce a paradigm shift or enhance existing frameworks?
– How does your innovation combine existing elements in novel ways?
– What core assumptions or beliefs does your idea challenge?
5. The Crystal Ball of Market Fit
– Surprising: What unexpected niches could your idea fill?
– Multiple metaphors: How does your idea adapt to different market landscapes?
– Deeper insights: What hidden desires or needs does it satisfy?
Assessment Questions:
– Have you identified any surprising or counterintuitive market segments?
– How does your idea morph to fit different cultural or geographical contexts?
– What deeper emotional or psychological needs does your innovation address?
6. The Magnifying Glass of Reassessment
– Surprising: What overlooked details emerge upon closer inspection?
– Multiple metaphors: How does your idea transform under different pressures?
– Deeper insights: What core strengths or weaknesses become apparent?
Assessment Questions:
– What aspects of your idea have you potentially overlooked or underestimated?
– How does your innovation perform under various stress scenarios?
– What fundamental assumptions about your idea need challenging?
7. The Compass of Positioning
– Surprising: What unexpected directions could your idea take?
– Multiple metaphors: How does your idea navigate different market currents?
– Deeper insights: What true north does your innovation point towards?
Assessment Questions:
– What unconventional positioning strategies could set your idea apart?
– How does your idea’s value proposition shift across different customer segments?
– What core values or principles should guide your idea’s development and marketing?
8. The Prism of PESTLE
– Political: What governance shifts could impact your idea?
– Economic: How does your idea weather different financial climates?
– Social: What cultural waves could your idea ride or create?
– Technological: What emerging tech could amplify or obsolete your innovation?
– Legal: What regulatory landscapes shape your idea’s path?
– Environmental: How does your idea interact with sustainability trends?
9. The Crucible of Action (For New Ideas)
1. Prototype & Test: Craft minimum viable versions of your idea.
2. Seek Diverse Feedback: Engage potential users, experts, and sceptics.
3. Iterate Relentlessly: Refine based on insights and critiques.
4. Explore Partnerships: Identify complementary innovations or businesses.
5. Protect Intellectually: Consider patents, trademarks, or strategic secrecy.
6. Craft a Compelling Narrative: Develop a story that resonates with stakeholders.
7. Secure Resources: Align with investors, grants, or bootstrap strategically.
8. Launch Strategically: Time your entry and scale thoughtfully.
10. The Prism of SWOT
– Surprising: What unexpected strengths or opportunities lie hidden?
– Multiple metaphors: How do your SWOT elements interact like an ecosystem?
– Deeper insights: What underlying patterns emerge from your SWOT analysis?
Assessment Questions:
– Strengths: What unique capabilities or resources set your idea apart?
– Weaknesses: What limitations or vulnerabilities need addressing?
– Opportunities: What emerging trends or unmet needs could you leverage?
– Threats: What external factors or competitors could challenge your success?
11. The Lens of Porter’s Five Forces
– Surprising: What unexpected industry dynamics come into focus?
– Multiple metaphors: How does your idea navigate these competitive currents?
– Deeper insights: What underlying power structures does your analysis reveal?
Assessment Questions:
– Competitive Rivalry: How intense is the competition in your target market?
– Threat of New Entrants: How easily can new competitors enter the market?
– Bargaining Power of Suppliers: How much control do suppliers have over you?
– Bargaining Power of Buyers: How much leverage do customers have?
– Threat of Substitutes: What alternative solutions might customers choose?
12. The Quantum Leap of Cutting-Edge Innovation
– Surprising: What paradigm-shifting potential does your idea hold?
– Multiple metaphors: How does your innovation bridge different scientific domains?
– Deeper insights: What fundamental principles of nature or technology does it exploit?
Assessment Questions:
– Scientific Frontiers: Which cutting-edge scientific principles does your idea leverage?
– Technological Convergence: How does your innovation combine emerging technologies?
– Ethical Implications: What potential societal impacts should be considered?
– Scalability Challenges: What scientific or engineering hurdles must be overcome to scale?
– Interdisciplinary Potential: How might your innovation impact other fields of study?
13. Force Analysis Lens: Optional (See appendices)
Novel Assessment Techniques:
1. Peer Review Simulation: Engage experts from relevant fields to critically evaluate the scientific merit of your idea.
2. Futures Wheel: Map out potential second and third-order consequences of your innovation.
3. Technological Readiness Level (TRL) Assessment: Evaluate where your idea sits on the TRL scale and plan development stages.
4. Ethical Impact Matrix: Create a matrix to assess potential positive and negative ethical implications across different stakeholder groups.
5. Cross-Industry Innovation Analysis: Identify how your tech/science innovation might apply to seemingly unrelated industries.
Integrating the New Perspectives
As you apply these new lenses to your innovation, by integrating these new perspectives, you create a more holistic view of your innovation, its context, and its potential impact. This comprehensive approach helps identify blind spots, uncover hidden opportunities, and guide strategic decision-making throughout the innovation process
1. Look for synergies between your SWOT analysis and the other elements of the POLARIS Framework. For instance, how do your strengths align with the “Prism of Novelty” or your opportunities with the “Crystal Ball of Market Fit”?
2. Use Porter’s Five Forces analysis to enrich your understanding of the “Mirror of Existence” and the “Compass of Positioning”. How does your competitive landscape influence your positioning strategy?
3. Let the “Quantum Leap” perspective inform your exploration of potential in the “Lens of Potential” and your reassessment in the “Magnifying Glass of Reassessment”. How does the cutting-edge nature of your idea influence its potential and require ongoing revaluation?
Innovation Assessment Selection Matrix
Outline of a decision model that assists in choosing the best prism or assessment method from the framework above (see appendices framework vs process). The decision model for selecting the best assessment method from a framework involves a structured, step-by-step approach (choose as needed below):
- Define Objectives: Start by clearly outlining your goals to guide the selection process.
- Identify Criteria: List important criteria such as design, accuracy, cost, efficiency, and relevance etc.
- Evaluate Options: Compare the available assessment methods within the framework based on these criteria.
- Weight Criteria: Prioritize the criteria by assigning them weights based on their importance.
- Score Methods: Rate each method against the criteria using a numerical scale.
- Calculate Scores: Multiply the scores by the weights and sum them for each method.
- Compare Results: Identify the highest-scoring method as the best fit for your objectives.
- Decide: Choose the method that best aligns with your goals.
- Review and Adjust: Reassess and adjust if needed based on feedback or new information.
Quick Decision Guide
1. Primary Concern Categories
A. Novelty Assessment
Use When:
– Unsure if idea is truly new
– Need to validate innovation level
– Want to understand differentiation
Primary Tools:
1. Prism of Novelty
2. Mirror of Existence
3. POLARIS of Innovation
B. Market Understanding
Use When:
– Need market validation
– Understanding competition
– Evaluating market fit
Primary Tools:
1. Crystal Ball of Market Fit
2. Porter’s Five Forces
3. PESTLE Analysis
C. Technical/Scientific Validation
Use When:
– Evaluating cutting-edge technology
– Assessing technical feasibility
– Understanding scientific impact
Primary Tools:
1. Quantum Leap Assessment
2. Lens of Potential
3. SWOT Analysis
D. Strategic Planning
Use When:
– Ready for market entry
– Need positioning strategy
– Planning development phases
Primary Tools:
1. Compass of Positioning
2. Magnifying Glass of Reassessment
3. Crucible of Action
Decision Matrix
Assessment Selection Matrix
| Stage | Primary Concern | Recommended Primary Tool | Secondary Tool | Tertiary Tool | |
| 1 | Concept | Novelty | Prism of Novelty | Mirror of Existence | SWOT |
| 2 | Ideation | Innovation | POLARIS of Innovation | Quantum Leap | Lens of Potential |
| 3 | Validation | Market Fit | Crystal Ball of Market Fit | Porter’s Five Forces | PESTLE |
| 4 | Development | Technical | Quantum Leap Assessment | Magnifying Glass | SWOT |
| 5 | Pre-Launch | Strategy | Compass of Positioning | Porter’s Five Forces | PESTLE |
| 6 | Scale | Growth | Lens of Potential | Crystal Ball | Porter’s Five Forces |
Note: Chose as needed this is not exhaustive
Assessment Combinations for Specific Scenarios
1. Cutting-Edge Tech Innovation
– Primary: Quantum Leap Assessment
– Secondary: Prism of Novelty
– Tertiary: PESTLE Analysis
2. Market Disruption Play
– Primary: Porter’s Five Forces
– Secondary: POLARIS of Innovation
– Tertiary: Crystal Ball of Market Fit
3. Product Enhancement
– Primary: Mirror of Existence
– Secondary: SWOT Analysis
– Tertiary: Magnifying Glass
4. Scientific Breakthrough
– Primary: Quantum Leap Assessment
– Secondary: Lens of Potential
– Tertiary: PESTLE Analysis
Decision Criteria Checklist
1. Time Constraints
– Quick Assessment: SWOT Analysis
– Thorough Assessment: Full POLARIS Framework
– Urgent Decision: Crystal Ball + Porter’s Five Forces
2. Resource Availability
– Limited Resources: SWOT + Mirror of Existence
– Full Team Available: Comprehensive Framework
– Expert Access: Quantum Leap + Porter’s Five Forces
3. Stage of Development
– Early Stage: Prism of Novelty → Lens of Potential
– Mid Stage: Magnifying Glass → Porter’s Five Forces
– Late Stage: Compass of Positioning → PESTLE
Integration Guidelines
1. Sequential Assessment:
– Start with primary tool
– Use insights to inform secondary assessment
– Complete with tertiary tool if needed
2. Parallel Assessment:
– Run multiple tools simultaneously
– Cross-reference findings
– Identify patterns and contradictions
3. Iterative Assessment:
– Begin with quick assessment
– Deepen analysis where needed
– Revisit and refine findings
Red Flags (When to Switch Tools)
– Initial tool not providing clear insights
– Unexpected findings requiring different perspective
– New information changing assessment context
– Stakeholder feedback suggesting different approach
Success Indicators
1. Clear Outcomes:
– Definitive answers to key questions
– Actionable insights
– Identified next steps
2. Comprehensive Understanding:
– Multiple perspective validation
– Identified blind spots
– Risk awareness
3. Strategic Clarity:
– Clear positioning
– Understood market context
– Defined value proposition
Conclusion:
Innovation is more than just the spark of a great idea; it is about the continuous process of refining, adapting, and understanding that idea from multiple perspectives. The POLARIS Framework enables you to scrutinize your concept in ways that uncover hidden potential and address overlooked weaknesses. As you rotate your ideas through the different lenses of this framework, remember that true innovation often lies at the intersection of creativity, market awareness, and thoughtful iteration. By regularly applying the principles of the POLARIS Framework, you not only increase the likelihood of successful innovation but also ensure that your idea stays dynamic and relevant in an ever-changing world. So, whether you are an inventor, engineer, or business leader, let this framework be your guide in navigating the complex, exhilarating process of bringing your vision to life. Its worth noting that a consideration should be made if you are a start -up looking for investment; For what the Investor or Venture Capital firm look for in assessing your creation see the appendices. Some times an inexperienced innovator, a creative thinker, an idea generator, or a brainstormer, encounters the fact that your unique or breakthrough idea already exists in some form can be disheartening how do you handle it see: Navigating the “Rollercoaster” of Innovation: When Your Breakthrough Idea Is Not So Unique
Appendices
1. POLARIS Framework naming convention and choice
The POLARIS Framework (Perspective Optimization & Logical Analysis of Research & Innovation Systems)
Licence: The POLARIS Framework (Perspective Optimization & Logical Analysis of Research & Innovation Systems) © 18/10/24 by Stephen Adenaike is licensed under Creative Commons Attribution 4.0 International
Rationale:
- + Represents a guiding star – clear direction
- + Navigation metaphor fits assessment process
- + Suggests reliability and constancy
- + Professional yet creative
- + Not commonly used in business/innovation context
- + Works well with existing framework structure
- + Easy to remember and pronounce
- + Strong visual metaphor
- + Implies both guidance and systematic analysis
- + Unique in innovation assessment space
Metaphorical Alignment:
1. Like the North Star, provides consistent guidance
2. Helps navigate complex innovation landscape
3. Represents fixed point of reference while exploring
4. Suggests both science (astronomy) and art (navigation)
5. Implies reliability and trustworthiness
6. Universal symbol of direction and purpose
Framework Section Alignment if needed:
- “Prism of Novelty” becomes “Star of Novelty”
- “Mirror of Existence” becomes “Constellation of Existence”
- “Lens of Potential” becomes “Navigator’s Lens”
2. Creating a specific technical or industry lens
By following these steps and referencing established tools and frameworks, you can create a focused lens that provides industry-specific insights, validates technical requirements, and ensures compliance with relevant standards. This approach enables a more thorough and effective assessment aligned with industry needs.
Creating a specific technical or industry lens for the POLARIS Framework involves developing focused questions, criteria, and analysis techniques tailored to the industry or technology in question. Here are the key steps for crafting a new lens, along with references to existing assessment tools, methodologies, and frameworks that can be useful. Steps for Creating a Specific Technical or Industry Lens:
Define the Industry or Technical Focus
– Identify the industry (e.g., healthcare, finance, energy) or specific technical area (e.g., AI, IoT, biotechnology) that requires specialized assessment.
– Clearly outline the objectives of this lens, such as compliance with industry standards, addressing unique regulatory constraints, or fulfilling specific technical requirements.
Conduct a Needs Analysis
– Determine the unique challenges, compliance requirements, and goals of the industry or technical field.
– Identify what success looks like within this context (e.g., security for fintech, interoperability for healthcare, or sustainability for energy).
– Consult industry experts, regulatory documents, and research publications to capture critical assessment needs.
Develop Custom Questions and Criteria
– Design questions that directly relate to the specific industry or technical requirements.
– Address both internal factors (e.g., technical capabilities, compliance readiness) and external influences (e.g., regulatory environment, market trends).
– Example Questions:
– For Healthcare: How does the product comply with patient data protection laws like HIPAA?
– For AI: What ethical considerations around bias and transparency are included in this AI solution?
Incorporate Industry Standards and Compliance Checks
– Embed questions that measure the alignment with industry standards and best practices (e.g., ISO standards for manufacturing, GDPR for data handling).
– Reference compliance requirements and guide users in checking that all necessary regulatory conditions are met.
Integrate Relevant Technical Assessments
– Add criteria or tools for technical validation specific to the field, like testing, scalability assessment, and security checks.
– For example:
– Software Engineering: Incorporate a code quality and performance evaluation.
– Energy: Add assessments on energy efficiency and environmental impact.
Reference Existing Tools, Frameworks, and Methodologies
– List out established tools and methodologies that support this specific industry or technical lens in an appendix or additional section.
– Example frameworks:
– Lean Six Sigma for process improvement in manufacturing.
– FDA’s Product Lifecycle Framework for healthcare.
– NIST Cybersecurity Framework for technology and data security.
Create an Outcome Documentation Template
– Develop a documentation template where users can summarize insights, actions, and identified areas for improvement.
– This template should be designed for easy reporting to stakeholders, regulators, or development teams.
Existing Tools, Frameworks, and Methodologies
– List out established tools and methodologies that support this specific industry or technical lens in an appendix or additional section.
– Example frameworks:
– Lean Six Sigma for process improvement in manufacturing.
– FDA’s Product Lifecycle Framework for healthcare.
– NIST Cybersecurity Framework for technology and data security.
Create an Outcome Documentation Template
– Develop a documentation template where users can summarize insights, actions, and identified areas for improvement.
– This template should be designed for easy reporting to stakeholders, regulators, or development teams.
3. Existing Assessment Tools, Methodologies, and Frameworks
Below are references to established frameworks and methodologies that can enhance industry-specific assessments:
Manufacturing and Quality Control
– Lean Six Sigma: Focuses on reducing waste and improving process efficiency.
– ISO 9001: Standards for quality management systems, particularly in manufacturing.
– Total Quality Management (TQM): Comprehensive approach to long-term success through customer satisfaction.
Healthcare and Medical Devices
– FDA Product Lifecycle Framework: Regulates medical devices and drugs throughout their lifecycle.
– HIPAA Compliance Standards: Guidelines for safeguarding patient data in healthcare technologies.
– Clinical Trials and Evidence-based Design: Frameworks like Good Clinical Practice (GCP) for conducting trials.
Energy and Environmental Impact
– ISO 14001: Standards for environmental management systems.
– Life Cycle Assessment (LCA): Analyzes environmental impacts from product inception to disposal.
– Sustainability Metrics: Tools to measure environmental impact, such as carbon footprint calculators.
Data Security and Privacy
– NIST Cybersecurity Framework: Guidelines for managing cybersecurity risks.
– GDPR Compliance: Data protection regulations for handling user information in the EU.
– ISO/IEC 27001: Standards for information security management systems.
Technology-Specific Methodologies
– IEEE Standards: Provides guidance on various engineering practices, including software development.
– Agile and DevOps: Methodologies that support iterative development, collaboration, and continuous delivery.
– TRL (Technology Readiness Level): Framework to assess the maturity level of a technology.
4. The other side of the coin: Venture capital
What do investors look for when assessing your ideas Venture capitalists (VCs) typically use a combination of frameworks and methodologies to assess newideas, products, and concepts. Here are some common elements they consider. Note: This is a non-exhaustive list, examples of other considerations: previous track record, qualifications, prototype, visual model, Pitch Deck (elevator),first mover advantage, business plan etc.
Market Need: 1
VCs look for a large pain point in the marketplace that the product or service addresses. They assess whether the solution effectively solves this problem.
Innovative Solution: 2
The product or service should offer a superior solution to the identified problem. It should stand out from existing solutions in terms of innovation and effectiveness.
Business Model: 3
VCs evaluate whether there is a profitable way to apply the solution to the problem. This includes assessing the revenue model, pricing strategy, and overall financial viability.
Team: 4
The team behind the idea is crucial1. VCs look for a capable team that can execute the business plan effectively. This includes assessing the founders’ experience, skills, and track record.
Timing: 5
VCs consider whether the timing is right for the product or service. They ask, “Why now?” to understand if market conditions, technology, and other factors align for success.
Scalability: 6
The potential for the business to expand easily and cost-effectively is important. VCs look for businesses that can scale without requiring excessive resources.
Return on Investment: 7
Finally, VCs assess the potential for a high return on a low investment. They look for opportunities that promise significant returns relative to the amount of capital invested.
These elements are often summarized in frameworks like the 7+1 model, which includes seven key dimensions and one additional factor for a comprehensive assessment1.
The 7+1 model is a framework used by venture capitalists to evaluate potential investment opportunities. It consists of seven key dimensions and one additional factor to provide a comprehensive assessment of a startup or project. Here are the components:
- Market Pain: Identifying a significant problem in the market that needs solving.
- Superior Solution: Offering a solution that is better than existing alternatives.
- Profitable Business Model: Ensuring there is a viable way to monetize the solution.
- Capable Team: Having a team with the skills and experience to execute the business plan.
- Timing: Assessing if the current market conditions are favourable for the product or service.
- Scalability: Evaluating the potential for the business to grow efficiently and cost-effectively.
- High Return on Investment: Ensuring the potential returns justify the investment.
+1 Factor: Capital Efficiency
This additional factor considers how effectively the start-up uses its capital to achieve its goals.
This model helps VCs systematically evaluate the strengths and weaknesses of a start-up, ensuring a
thorough analysis before making investment decisions.
Reference: A real-life VC investment framework – The 7+1 model (openvc.app)
5. References, Citations and general Sources for Business techniques, Models and Innovation Concepts
Standard Frameworks and Models:
- Porter’s Five Forces: Look for Porter, M.E.’s original 1979 work in Harvard Business Review
- SWOT Analysis: Originally from research at Stanford in the 1960s
- PESTLE Analysis: Business analysis framework from the 1960s, evolved from PEST analysis
- TRL Assessment: Originally developed by NASA in the 1970s
- Futures Wheel: Developed by Jerome C. Glenn in 1971 Futurizing Teaching vs Futures Course, Social Science Record, Syracuse University, Volume IX, No. 3 Spring 1972.
Books:
- Innovation: The Five Disciplines for Creating Breakthroughs by Clayton M. Christensen
- The Innovator’s Dilemma by Clayton M. Christensen
- Competing Against Time: Lessons from the New Economy by Michael E. Porter
- The Innovator’s Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor
Academic Journals:
- Harvard Business Review
- MIT Sloan Management Review
- Academy of Management Journal
- Strategic Management Journal
Assessment Techniques:
- Peer Review Simulation: This concept might be found in academic papers or books on research methodology or innovation management.
- Futures Wheel: This technique is often associated with futures studies and foresight. Look for references in books or articles on these topics.
- Technological Readiness Level (TRL) Assessment: This is a commonly used framework in technology development. References can be found in government reports, industry standards, or academic papers.
- Ethical Impact Matrix: This tool is often used in ethical assessment or impact analysis. Look for references in books or articles on ethics, sustainability, or corporate social responsibility. Devised by Professor Ben Mepham, Director of the Centre for Applied Bioethics at the University of Nottingham and a member of the Food Ethics Council
- Cross-Industry Innovation Analysis: This concept might be found in books or articles on innovation management, strategic planning, or industry analysis. The Institution of Engineering and Technology (IET) and the Institution of Mechanical Engineers (IMechE) both actively promote cross-industry innovation. One of the leading experts in the field is Ramon Vullings, author of Not Invented Here. he advises business on how to do this. His three key points on cross-industry innovation are:
- Your best ideas come from outside – so step out of your zone
- You need to create cool combinations – not just any
- Don’t copy paste – copy, adapt and paste. Personalise for your business
6. Force Analysis Lens
A force analysis, often known as a force field analysis, is a tool used to identify and analyze the forces that can impact a decision or change within an organization or system. It was developed by Kurt Lewin, a social psychologist, in the 1940s. The primary goal of a force analysis is to evaluate the factors that can either drive or restrain a proposed change. Here is a quick rundown of how it works:
- Identify the Change: Clearly define the change or decision that needs to be made.
- List Driving Forces: Identify and list all the factors that support or drive the change. These can be internal or external factors that push towards the desired outcome.
- List Restraining Forces: Identify and list all the factors that resist or restrain the change. These are the obstacles or challenges that might hinder the progress.
- Analyze and Balance: Evaluate the strength of each force and determine how they can be balanced. This might involve strengthening the driving forces or reducing the restraining forces.
Here is a simple example in table format:
| Driving Forces | Restraining Forces |
| Increased efficiency | Resistance to change |
| Cost savings | Fear of the unknown |
| Improved customer service | Lack of resources |
| Market demand | Organizational inertia |
By visually mapping out these forces, it becomes easier to develop strategies to enhance the drivers and mitigate the resistors, leading to a more informed decision-making process.
Polaris Framework
Here is a new lens based on Force Analysis for assessing a new idea, innovation, service, or product. This lens will help users evaluate the driving and restraining forces impacting their concept, allowing them to make informed decisions about strengthening positive influences and mitigating challenges.
Objective: To examine and balance the forces that impact the viability and success of the innovation. This lens will enable users to identify factors that drive success as well as those that could hinder progress.
Questionnaire and Guidance
1. Define the Change or Innovation
– Question: What is the specific change, product, or innovation being considered?
– Guidance: Clearly articulate the purpose and desired outcomes for your innovation. Include a concise description of what it aims to achieve or transform within its market or context.
Outcome Documentation:
Clear definition and purpose of the innovation
2. Identify Driving Forces
– Question: What are the key internal or external factors that support or drive this innovation?
– Example Prompts: Consider elements like market demand, cost efficiency, resource availability, organizational support, customer needs, or technology advancements.
– Guidance: List the forces that positively impact the potential success of the innovation. For each force, note its source (e.g., market, internal support) and describe why it is essential.
Outcome Documentation:
List of Driving Forces with descriptions of their significance
3. Identify Restraining Forces
– Question: What are the key factors that resist or restrain the progress of this innovation?
– Example Prompts: Common restraining forces might include budget limitations, resistance to change, technological hurdles, competitive threats, regulatory restrictions, or limited resources.
– Guidance: Identify obstacles that could prevent the success of the innovation. For each force, note its source (e.g., financial, technical) and explain its potential impact.
Outcome Documentation:
List of Restraining Forces with descriptions of their impact_
4. Assess the Strength of Each Force
– Question: How strong is each driving or restraining force in terms of its impact on the innovation’s success?
– Rating Scale: Rate each force on a scale from 1 to 5, where 1 represents minimal influence and 5 represents substantial influence.
– Guidance: Use this rating to prioritize the forces. Stronger forces may require additional focus to either enhance (if positive) or mitigate (if negative).
Outcome Documentation:
Force Rating Table
| Driving Forces |
| Increased efficiency |
| Cost savings |
| Improved customer service |
| Market demand |
5. Strategies for Strengthening Driving Forces
– Question: How can we amplify the driving forces to further support the innovation?
– Guidance: Develop actionable strategies to enhance the impact of driving forces. For instance, if customer demand is a strong driver, consider a marketing campaign to further boost interest.
Outcome Documentation:
List of strategies for enhancing driving forces
6. Strategies for Reducing Restraining Forces
– Question: What steps can be taken to minimize or remove restraining forces?
– Guidance: List tactics to reduce the effect of obstacles. For instance, if budget limitations are a constraint, explore potential funding sources or partnerships to offset costs.
Outcome Documentation:
List of strategies for mitigating restraining forces
Update table
| Restraining Forces |
| Resistance to change |
| Fear of the unknown |
| Lack of resources |
| Organizational inertia |
5. Framework vs process or methodology
Framework
- Structure: A framework provides an overarching structure or set of principles that guide how things should be done. Think of it like the skeleton of a house.
- Flexibility: It offers guidelines, but is flexible enough to adapt to different situations.
- Examples: RUP, Agile Framework, Strategic Planning Framework.
Process or Methodology
- Steps: A process or methodology is a series of specific steps or procedures to accomplish a task. It is more like the detailed blueprints for building that house.
- Specificity: It is detailed and prescriptive, often with defined stages or phases.
- Examples: Waterfall Methodology, SCUM, Lean Process.
So, in essence, a framework provides the big picture and guiding principles, whereas a process or methodology details the specific steps to achieve a goal within that framework. Both are crucial, but they serve different purposes in project management or strategy development.
