1. Prioritizing Product Features
iDirect, a satellite-based IP communications technology, uses Buy a Feature to prioritize features for their various products. With two distinctly different customer groups with different business models, iDirect needed a way to understand priorities not only from a functional point of view, but from a financial aspect. By using Buy a Feature across these two groups, they were able to derive a statistical summary that gave iDirect Product Management the information they needed to balance their development process.
2. New Product Ideation
Headwaters Corporation is a diverse company with many different manufacturing divisions. Involved with construction products, mining and other “mature” industries, Headwaters was looking for ways to generate new product ideas. Product Box was used to generate not only ideas but renewed enthusiasm amongst employees. Further work was done with Prune the Product Tree to help cluster ideas and themes. Over 700 ideas were generated in these sessions, along with a terrific level of enthusiasm and participation from the employees.
3. Understanding Product Evolution
Rally Software, a leading SaaS ALM solution provider, had a more focused objective: they wanted specific feedback on how to prioritize features in upcoming product releases. After considering Buy a Feature, 20/20 Vision, and Prune the Product Tree, three games that help you prioritize features, they ultimately chose Prune the Product Tree as the game that allowed them to best capture customer feedback on their development plans. The richness of the results shaped Rally’s development plans for more than 3 product releases.
1. Understanding Sales Needs
Qualcomm used Product Box in an internal sales training exercise to identify critical customer success factors and relate these to product benefits.
Ticketmaster used Buy a Feature in an internal sales meeting to prioritize the features that the sales team felt would help them accomplish their objectives.
2. Educating distributor Channel Relationships
Aladdin Knowledge Systems faced a key challenge with their world-wide distributors: how to help them transform their sales approach from “selling hardware dongles” to “selling the value of Software DRM solutions”. At a 2-day, global distributor training event that focused on a value-based sales training Aladdin leveraged several Innovation Games® to enable their channel partners to more effectively sell the new offerings.
3. Sales Training
Quova incorporated Innovation Games into sales training to encourage the sharing of best practices. Click this link to hear how Quova used Spider Web and Remember the Future to explore relationships between and inside account and improve sales performance.
1. Managing Strategic Roadmaps
SAP has used multiple games over the past several years to manage the evolution of their technical platform, typically in a multi-step process. In the first step, they use in-person, open-ended games such as Spider Web and Prune the Product Tree to identify new opportunities and create industry-specific use-cases that serve as business models around which they can design software that will have market appeal and functionality. They then use the online prioritization Buy a Feature to leverage their global community to rank these ideas.
2. Prioritizing Project Portfolios
VeriSign’s Global Customer Support leadership team wanted to actively include their entire world-wide employee organization in the prioritization of a project portfolio backlog consisting of 46 potential projects. Unfortunately, traditional telepresence or survey-based market research didn’t provide for the kind of collaboration desired by the VeriSign leadership team. The VeriSign team to leveraged the on-line version of Buy a Feature to create a multi-round tournament structure that enabled the Global Customer Support (GCS) organization to collaboratively prioritize the 46 candidate projects into the top 7 projects. These results were subsequently organized into a roadmap through the use of the Innovation Game® Prune the Product Tree.
3. Creating Strategic Plans
SDForum is the leading Silicon Valley not-for-profit organization providing an unbiased source of information and insight to the technology community for 20 years. Laura Merling, Executive Director of SDForum, used Remember the Future to create a five year vision for how their organization will evolve to meet the needs of new technology entrepreneurs in Silicon Valley and around the world.
1. Identifying Market Problems
NetApp collaborated with SAP to create a joint “Discovery Day” across joint customers. They used a combination of Spider Web, Speed Boat, 20/20 Vision, Buy a Feature, and Product Box to identify and share best practices for managing NetApp-SAP environments and to identify new product development opportunities in data center Dev/Test and Disaster Recovery.
2. Identifying Market Requirements
Google’s internal service team needed to solve three challenges associated with a newly developed tool designed to improve the deployment of Google services across Google data centers. They used Show and Tell to better understand existing deployment work flows among users who had not yet tried the tool to ensure that the tool meet their needs. They used 20/20 Vision to identify barriers to adoption among users who had tried an early version of the tool but found it lacking sufficient benefits. Finally, they used an in-person Buy a Feature tournament to prioritize their product backlog with power users.