room44 blog
The latest innovation insights.
Pitching room44
Our objective is to leave you with an innovation portfolio and a sequence of actions. This gives you an advantage in your marketplace: knowing what consumers will be looking for before your competitors, and often before consumers know themselves.
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Your consumer persona must change – or die.
Millennials are a pain in the backside. They dominate the room during ideation sessions, and management teams are fixated on them as the single most important customer segment. So much has been written about the behaviours and preferences of the millennial generation...
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We love to change. We hate to be changed.
If your boss dropped £1million into your bank account today there’s a good chance you won’t mind too much. In fact, you might be quite pleased and would feel pretty good about it.
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The room44 podcast interview
To hear Tristan describe what room44 does for its clients and why the company is a member of the Silverstone Technology Cluster click on the link and plug in for half an hour.
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Your context isn’t their context. Pharma, health and care under pressure.
It’s a tough gig to get scientists to go looking for non-scientific markers. It’s not what they were trained to do. But the value of being as naïve as a consumer when they get introduced to a product is proving to be attractive and revealing.
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If ‘culture eats strategy for breakfast’, strategy is what culture feeds on.
If ‘culture eats strategy for breakfast’, strategy is what culture feeds on. Seeing customer experience from the customer side.
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Innovate fast. Make mistakes. Course correct. Don’t rush.
These are huge companies that find a way of making mistakes that still turn a buck, while they improve their product. It’s no surprise if your company isn’t as flexible.
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Products without a point and promotion without a purpose.
I’ve never met Richard Branson.
Products without a point and promotion without a purpose.
Innovation is a short game.
There are two kinds of companies – those that are doing well and those that aren’t.
In both cases, the answer is to see your situation differently and give the guys with the money a reason to behave differently too.
Nailing the 2018 target is high on every CEO’s to-do list this month. Innovation might not be.
This is perfectly understandable. The pressure of returning a margin that your stakeholders will accept is your day job. But let’s not forget that, as the CEO, so is future-proofing their investment. To make the 2019 plan feed into a 2020 plan and even beyond that may take a different perspective.
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