2019年创新研究交流（IRI），匹兹堡举行，汇集了首席技术官，首席创新官员，研发主任，创新，数据科学家，工程师，研究人员和创新讲故事者，以探讨数字化如何影响未来革新。
2019年IRI发现了三个主要见解
- 数字转换必须以专注于人，而不是技术。
- Lean Startup methods can work in large organizations, but there are certain keys to success.
- 创新公司必须拥抱“辉煌”失败。
Let’s break these down.
Insight #1: Digital transformation must begin with a focus on people, not technology.
在会议的主旨,鲍勃埃文斯问ed us to consider: “As billions of consumers go digital… is your company falling behind?” The key, he explained, to staying ahead of the digital transformation is to focus on customers.
Specifically for B2B companies, understanding our customers’ customers enables us to innovate on what really matters to end users, no matter how far back in the product development cycle we work.
因此，埃文斯强调了研发与营销合作的重要性，以讲述创新故事，并确保改善和发现与用户的需求保持一致。从某个地方获得观众洞察力Luth研究可以帮助您捕获您的目标受众在线在线进行的，以便您满足他们的需求。
Digital Transformation has largely benefitted companies in recent years by using certain software, which management can use to improve the efficiency and planning of a business. Companies likeProSymmetryprovide this innovative technology so that businesses can take their project management to the next level.Insight＃2：精益启动方法可以在大型组织中工作，但成功有某些钥匙。
In a morning breakout session, James A. Euchner–former VP of Global Innovation at Goodyear Tire and current Editor in Chief of of Research-Technology Management–presented on在大型组织中的精简创业。绘制史蒂夫空白和埃里克·雷斯开发的精益启动方法，Euchner讨论了Bigcos内精益创新的威胁和机会。
The advantages that BigCos possess for successfully implementing Lean Startup innovation methods are: core business assets, an established customer base, broad expertise, brand, service network, and an established performance engine (lawyers, procurement, diverse talent, etc.).
然而，由于观念，Bigcos还可以抵制精益启动方法，因为他们将威胁到核心业务，与绩效引擎冲突（造成对不列举的推动或疑虑），以及创新者的职业风险。对BIGCOS商业模式的威胁包括：对混乱的恐惧（因为变化可以感到混乱），对蚕食化的恐惧（创新将进食核心企业的想法），以及恐惧资源流血（从核心业务绘制资源）。
因此，EUCHNER建议在BIGCOS中成功实施精益启动方法的策略：
- Start by working in aligned opportunity spaces (the sweet spot where corporate assets meet opportunity areas).
- Manage business model risk to address cannibalization by generating business model options, identifying risks for each model, prioritizing risks via stochastic modeling, de-risking through business experiments, selecting a optimal model and preparing for incubation.
- 通过预留隔离的资金来组织成长，只能用于孵育公司内的新业务/创新andsetting up negotiated agreements (sales relationships, costs of goods, and use of service network).
- Address fears of chaos and waste by setting up an innovation stage-gate. For example, this could include trialing document management software such asfilecenterdms.确定无纸是否可以节省您的业务时间和金钱。
Finally, Euchner argues that stage-gate processes are critical for effective, long-term innovation as they enable researchers to validate experiments and kill failing projects before they reach levels of epic failure.
And speaking of failure…
Insight #3: Innovative companies must embrace “brilliant” failures.
创新失败的作用是什么？事实上，如何失败，是brilliant? How can we create organizational cultures that promote learning from failure? We’ve heard the wisdom of Tom Watson, IBM Founder, that, “If you want to succeed faster, make more mistakes.”
一支令人印象深刻的协作团队在出色的失败中进行了一个文献综述和思想领袖采访：Stewart Mehlman（IRI Emeritus）;Marcie Zaharee（梅特）;Laura Buen Abad（Sonoco）;Preeti Chandra（普拉克斯）;Candee Krautkramer（金伯利克拉克）;和乔尔舒尔（汉尔）。以下是他们的一些主要发现：
辉煌的失败是一个良好的，并在团队层面上做出了良好的项目，而不是达到原来的目标，因为没有所拥有的东西，但以符合的形式为组织提供重大学习：
- Relationships amongst the team that lead to future success
- Improved processes to avoid similar failures
- 改进的技术和相关IP以解决技术缺点
- 在其他市场的成功
- 尽管技术失败，但商业成功
- 尽管商业失败，但技术成功
- 在监测揭示启用新申请的技术或ID以取得成功的进展之前
- 重定向（枢转）项目，以便成功
While epic failures cost a lot and result in very little learning, brilliant failures cost little and result in a great deal of learning.
通信和文档是失败的关键，因为辉煌失败的定义特征是其有助于学习的能力。在辉煌的失败中，在整个组织中，学习被阐述，记录和共享，以鼓励创新文化。
我们很高兴地与其中一些创新者分享面试，作为我们的#undinnovation系列的一部分。详细了解我们的创新者访谈并加入谈话。
