Kennedy Report Recognizes Doblin’s Early Contributions
In less than a year, Doblin’s value to Deloitte is already being recognized. A Kennedy report recently named Deloitte as a global leader in “Innovation Strategy & New Product Development Consulting,” highlighting Doblin’s differentiating capabilities that deliver value to clients.
In the report by Kennedy, the combination of Monitor Deloitte’s broad strategy capabilities with Doblin’s sophisticated design thinking methods helps Deloitte achieve “the greatest breadth of service among Vanguard firms.” The report calls out Doblin’s contributions to Deloitte’s rich portfolio of tools and methodologies.
“This is a significant ratification of what we’ve been hearing from our clients: that the combination of Monitor Deloitte and Doblin is a powerful set of integrated growth services. Our access to the broader capabilities of Deloitte - especially around product development strategy and systems - only deepens that.”
Geoff Tuff, Doblin leader and principal of Deloitte Consulting LLP
Deloitte has acquired substantially all of the business of Monitor, one of the world’s leading strategy consulting firms. The combination of Monitor’s talent and business with the consulting strategy service lines of Deloitte will result in a new global presence that will redefine the industry.
The new combined practices will operate under the Monitor Deloitte brand, creating a broad-reaching strategy and execution presence with world leading strengths in multiple domains, including innovation and marketing strategy.
Monitor Deloitte, through an integration of core strengths, capabilities, and assets of both networks, is designed to offer a distinctive set of services that fuse intelligent strategic insight and innovation with disciplined execution, enabling organizations on their journey to be leaders and shape the future. The strategy capabilities of Monitor Deloitte will reflect:
- Fresh insights
- Actionable analysis
- Leading-edge methods
- Deep hands-on implementation guidance
These capabilities are all joined with deep industry knowledge, and focus on business impact.
Innovation consultant Robert F Brands gave the Ten Types of Innovation a starring role in a holiday-inspired piece he wrote for the Huffington Post. Riffing off our long-standing theory (which this year also features in a major book coming from Wiley), Brands had some advice for those looking to build a sustainable innovation competency. Now that’s a philosophy we can get behind. He writes:
On the first day of holiday innovations, my true love brought to me — A Profit Model Innovation: An innovation in the way in which you make money. Spotify uses the “freemium” model, where the software is provided free of charge, but a premium is charged for advanced features.
To see the rest of Brands’ holiday innovations, see the full story over at HuffPo.
Service design is a big deal these days, and our own Melissa Dalrymple is taking part in a panel discussion hosted by the New York chapter of the Service Design Network and DESIS (the Design for Social Innovation and Sustainability program at Parsons). Taking place on Wednesday November 28th and hosted by SDN’s Marshall Sitten, Melissa is set to discuss the theories and challenges of designing services in New York City, particularly important in the wake of Superstorm Sandy.
For more details, see the Service Design Network's website.
On October 29, our own Larry Keeley gave a talk at Digital October, an initiative in Moscow to help professionals share leading practices, learn about trends, and try new products. Presenting via webcam, Larry described recent work on Doblin’s Ten Types of Innovation framework and talked about how to make innovations effective in business. Making the case that ”the best gift that we can give each other is the right to build the predictable and dependable future in which we want to live,” Larry outlined a playbook for innovation that everyone can use.
Watch the full webcast here.
This is one of the more left-field validations we’ve had for the Total Innovation theory written by Bansi Nagji and Geoff Tuff and originally published in Harvard Business Review. In a Bloomberg Businessweek story, movie star Matt Damon explains the investment thinking at Water.org, a company he co-founded to provide clean water and sanitation to everyone on earth: “Harvard Business Review just put out an article about this that actually broke it down,” he said. “You want 70 percent to be your core business, 20 percent to be adjacencies to that and 10 percent to be highest risk. Funnily enough, they say it pays off exactly inverse to that.”
Read the full article
Larry Keeley is quoted in this article in the New York Times, in which columnist Joe Nocera wonders if the Cupertino-based technology giant is heading for a fall. One of the issues, explains Larry, is that business models become a “gilded cage,” hampering continued success by getting in the way of the constant evolution needed for ongoing innovation. It’s a super interesting read.
If Steve Jobs were still alive, would the new map application on the iPhone 5 be such an unmitigated disaster? Interesting question, isn’t it?
Apple’s chief executive, Jobs was a perfectionist. He had no tolerance for corner-cutting or mediocre products. The last time Apple released a truly substandard product — MobileMe, in 2008 — Jobs gathered the team into an auditorium, berated them mercilessly and then got rid of the team leader in front of everybody, according to Walter Isaacson’s biography of Jobs. The three devices that made Apple the most valuable company in America — the iPod, the iPhone and the iPad — were all genuine innovations that forced every other technology company to play catch-up.
Read the rest of the article on NYtimes.com.
by Helen Walters
published as an essay in The Laws of Subtraction: 6 Simple Rules For Winning In The Age Of Excess Everything by Matthew E May, to be published by McGraw-Hill in October.
The first time I saw Twitter being used in the wild was a strange experience. It was 2007. I sat next to a guy I knew in the auditorium of a conference and watched, confused, as he tapped into his laptop: “Sitting with Helen Walters from BusinessWeek.” Why is that interesting? I asked him. “It’s not, really,” he answered, shrugging. So I gave him what I hoped was my most withering look and then turned my attention to the stage to focus on writing and reporting in the traditional way I had long understood.
Since then I’ve come to appreciate the 140-character medium. Twitter seems to embody the essence of subtraction. The brevity forces you to focus on what’s truly important and to harness the restrictions as a challenge. The exercise of paring down meaning and insight into its purest form, formerly the purview of headline writers and the copy desk, is an invaluable one for anyone looking to communicate in the modern world. Such focused, clear thinking feeds back into the writing and thinking of a longer article, too.
Doblin’s Matt Locsin spoke at a recent event organized by IDSA/NYC. Sharing the stage with Allan Chochinov, editor-in-chief of Core77 and founding chair of the new MFA in Products of Design at SVA, Matt chose to follow Allan’s presentation with his own description of how design can be used to develop big, platform level solutions. “By design, innovation in areas other than just products can have dramatic effect,” he said, echoing a key theme of Doblin’s practice.