Problem Reframing forces us to "start at the beginning" by exploring hypotheses.
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In the fourth major step of the Design Thinking process, the activity associated with "Test" is testing solution prototypes.
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Innovation Management is largely about two activities, namely driving engagement for bottom-up participatory innovation, and then collecting, evaluating, and selecting the ideas and opportunities that result from this.
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Good Innovation Teams know how to uncover market gaps and turn them into opportunities.
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The second major step of the Design Thinking process is made of which three action steps?
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Organizations should be aware that in the Evaluation process of Stage 3 of the GInI InMS, the confidence level around certain metrics can be low given how far out in time they are from the present, and thus a certain amount of subjectivity and judgment will be inherent in the process.
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The third step in the GInI Breakthrough Innovation Method—Oblique Examination—involves both divergent and convergent processes.
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The fourth step for projects in the Back End is for teams to undertake the formal design and development work required to have a final design for the offering. For a product, this involves an engineering design that is consistently manufacturable and yields a product capable of delivering on the Design and Innovation Intents set for it.
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Technology Innovation is any new innovation that delivers greater value and/or a better customer experience as a direct consequence of using a new technology.
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Many brainstorming sessions start with quiet time for individual brainwriting.
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For projects in the Mid Zone that pass the final decision gate, they will pass from the Mid Zone to the Back End, where they will enter into a completely different set of activities.
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In order to become an effective innovator, one must embrace which of the following?
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Developing a concept further following its selection by an Evaluation Group often involves the creation of a preliminary business plan/business case for the concept.
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Innovation Kits are an activity where people from across the organization are provided with carefully-designed starter kits containing certain paraphernalia intended to serve as thought-starters, which the individuals are then challenged to use to spark innovative new thinking around a particular business challenge, and to consider how the different pieces and parts can be recombined in novel ways to generate innovative new opportunities for the business, all of which end up being fodder for the Innovation Funnel.
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All good innovations start their life as a hypothesis and therefore teams—if they are to explore a particular situation in their search for a new innovation opportunity—can thus engage in hypothesis forming.
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A key use of research in Needfinding work is for market segmentation, where an overall population of prospective customers is segmented according to the particular outcome each segment seeks.
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The fifth step in the Design Thinking process serves as the junction between the Front End and Back End of Innovation.
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Having a proposed new innovation fail is acceptable so long as the Innovation Team is able—through various "stress-test" business experiments—to force it to fail early on, rather than at the Eleventh Hour, so that the team avoids unnecessarily wasting resources.
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Several very large businesses have in recent years turned to running campaigns on crowdfunding sites—platforms traditionally reserved for entrepreneurs trying to raise funding to launch modest businesses. The main reason these large businesses use such platforms is that it allows them to market-test some of their more radical innovations by seeing how much attention, excitement, and buzz they generate on these sites.
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In the fourth step in the GInI Breakthrough Innovation Method—Synthesis & Capture—teams conceptually define and document the details around any number of new solution concepts, including any feature mixes they require.
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In the long run, what is more expensive than innovating?
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Build to Compare is one of the 12 Purposes of Prototyping in which we build prototypes to undertake comparative benchmarking between proposed new solutions and existing solutions, so that we can figure out how to solve our customer’s problem better.
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As a Project Leader, the Innovation Manager typically drives focused innovation work inside of a portfolio of projects.
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For projects developing products in the Back End, the Operations team will plan out all of the necessary details for manufacture, assembly, supply-chain, and quality assurance.
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First-Level E&S Teams do two key things that are critical to driving the business’ InMS. The first of these is to drive and facilitate the evaluation process for reviewing all incoming new ideas for their business and market merit.
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Colloquially, the Front End of Innovation is referred to as Innovation’s First Mile.
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Throughout Stage 5 of the GInI InMS, the organization will have many opportunities for feedback loops (just as in Stage 4), where their learnings help them to either reinforce, redirect, or kill each project.
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