There is no one-size fits all methodology, that is why at eBiz Solutions, we use various proven methodologies for innovation and solving problems. We use a human-centric approach by bringing together the needs of the people, technological capabilities, and business needs. We use different models at different stages of the process. Some of the methodologies and approaches we implement are:
Design Thinking is a creative problem-solving method that incorporates empathizing with peoples’/organization’s problem, technological possibilities, and business strategy to find the best solution. An article by Parsons New School shows that 69% of design-led firms perceive the innovation process to be more efficient with Design Thinking. Along with eBiz, Tesla, Microsoft, Samsung, Apple, IBM, and Audi are all companies that implement Design Thinking.
More teams are leaving behind linear/predictive methodologies, like Waterfall, and are gearing towards more adaptive methodologies, like Agile. Unlike Waterfall, Agile allows for cross-functional teams, short-term estimation and budgeting, adaptability to change, faster delivery of functional software, and added business value for each iteration. Iterations govern the Agile lifecycle. Each iteration provides the next piece of the puzzle. There will be multiple iterations during the Agile lifecycle, and each iteration follows its own workflows. This loop is an critical part to delivery high-functioning software quickly.
As to its name, the Lean methodology is simply maximizing customer value and eliminating waste. Waste is anything that does not add value. In Lean IT examples of waste are, defects, reworks, overproduction, waiting, excess inventory and motion. Like design thinking, Lean is customer-centric and like Agile, Lean is based on continuous incremental improvement.
SIT is a methodology that was developed in the mid-1990s. SIT is a well-known methodology for innovation. This methodology’s tools helps break mental fixedness and routine to come up with an innovative idea.
Research conducted by Bain & Company has found a relatively small set of ways to satisfy customers. Bain calls these the 30 Elements of Value. The Elements of Value comes from the framework of Maslow’s hierarchy of needs. The Elements of Value can improve performance by identifying and capitalizing on their relative strengths to widen leads within their category on elements that matter. Companies can also change the game by adding new Elements of Value to their category. Often times companies have “white spaces” in their categories and by adding new Elements of Value the company can begin to drive value and differentiate in these “white spaces.” Bain & Company’s analysis show that companies that deliver well on the elements of value tend to have stronger customer loyalty and higher revenue growth rates.