SHIFT: The Art of Innovation

• Amazon
• SHIFT: innovation manner
  • Shuji Hamaguchi
• Design Thinking Beyond “Design Thinking” DIAMOND Harvard Business Review Article, also included.

The title “SHIFT” refers to the classification of change in companies into Sequential changes (improvement) and discontinuous change (transformation), with SHIFT and JUMP as discontinuous change. I think the “continuous/discontinuous” metaphor is broken, but… well, if we ignore the inconsistent language, it’s “There are other ways to change than JUMP. A book about that”?

The biggest key to SHIFT is “reshaping cognition.

• Internal marketing (internal marketing) is necessary before marketing in the market (external marketing)

This book is a methodology for innovation, not for individuals or ventures, but for companies with existing businesses that are profitable.

• Assuming the scale at which internal marketing is needed and the existence of bias due to existing business.

β100

• Talk about reducing uncertainty and convincing management.

• Preface Preface to the Publication “The Strongest Theory of Japanese Innovation

• Part 1: Anyone Can Innovate

• 2nd SHIFT area concept - Business Model Technology Consumer Experience

• Part 3: Destroying Bias

  • Visualizing Bias
  • Breaking the Pattern of Bias
  • forced conception
    • The birth of USB flash drives

• Part 4: Forcing Ideas from the Essence of the Problem - Structured chaos

  • Examples of stadiums

• No. 5: Don’t use the market as a testing ground

  • internal marketing
  • Beta 100: Reduce Uncertainty with Customer Surveys
    • Three prototypes of function, appearance, and context
    • Separate prototypes reduce costs

• Part 6: How to Make Decisions in the Face of Uncertainty

  • Detailed examples of [beta100
  • This is similar to the Lean startup “to verify the customer existence hypothesis by selling a product that has not yet been completed”.
  • How to Speak to Establish Consensus
    • passion
    • Conclusion first.
    • Install agreement at the top of the stairs.

• Part 7: Improving the Quality of Strategic Decision-Making - decision management

  • The quality of the outcome of a decision is not the same as the quality of the decision.

• Part 8: How to capture the hearts and minds of users

  • Three approaches
    • Sniper type: common patterns
    • Hunter type: shoots multiple bullets
    • Fisherman type
      • Design, Function, Story
      • Product, Experience, Package
      • Designed to connect all 3x3’s into one story
  • How to get the first 100 people
    • Questionable free distribution and advertising.
    • Dilutes the value you want to provide, removes important features, or is not recommended
    • The same value and experience should be provided to the first 100 people and the 100,000 people who come after them.
    • Ideally, that’s true, but how to make it happen…
      • Especially with software, we tend to provide it free of charge.

• Part 9: Who, what and how to work with

  • Coleman Fire Alarm Case Study
  • Example of wine in a can

• Part 10 Pricing is viewed as a dynamic process

  • Recognized value and recognized price

• 11th Spending resources on phases with high degree of freedom

• Vol. 12 The quality of discussion is only enhanced when individuals think it through. - More about [Shuji Hamaguchi’s Collaboration Experiment

• No. 13 If those who learn do not surpass those who teach, there is no point.

• Vol. 14 Overcoming Uncertainty Logically - Q&A on SHIFT

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