Matt and Marlowe are faced with a skeptical client who suddenly demands a cheap, fast and reliable innovation program. Will they assume Accipiter can and will dedicate the time and rescources necessary achieve success, or give up on this client once and for all?
After months of proposing and negotiating innovation initiatives with a hesitant board of directors, Marlowe suddenly receives the news that Accipiter needs an innovation plan and they need it fast. Marlowe is ready to jump into action, but wonders if Accipiter is truly committed to innovation.
Marlowe facilitates a brainstorming session followed by elaboration and grouping when he receives a message from his skunkworks client...
Marlowe heads to the Levantine Corporate Offices to facilitate a brainstorming session with the goal of generating incremental and disruptive ideas to explore as new products in the programmable products division. First, he lays out some ground rules.
Marlow reviews the prep work with a long time client who's energy and enthusiasm inspires her entire company. His client decides to leave the scope rather broad in order to find disruptive opportunities that they were not seeing because of the ‘business as usual’ mindset.
Marlow's courageous yet nervous ally at Accipiter is almost ready to deliver her innovation proposal to the board. Marlow helps to outline the tangible and intangible benefits they could deliver with the skunkworks.
Marlow describes the space they have created at the firm to take clients out of their sterile offices and into a room conducive to cross-fertilization, brainstorming and prototyping. Now if only Marlow could get the Accipiter team out on a field trip...
The firm has recently hired an ethnography and market research expert and now it's time to integrate these skills into their methodology. Matt and Marlow discuss the details.
With the decision made to implement a skunkworks, now it's time to deal with logistics. Marlow advises on the best plan of action.
The efforts to implement an innovation program at Accipiter have been hampered by excessive cost-cutting pressure and too little appetite for change. Can Marlow and his ally in the company successfully implement a skunkworks to turn things around?
Marlow is preoccupied with a tough case of corporate culture change where the engineers spend more time looking for problems in new ideas rather than seeking new possibilities. Then he receives the call from Accipiter - a potential big client who is also struggling to bring an innovation plan into play.
With concern and anticipation about a potential client looming in the air, the Marlow Innovation Firm focuses its energy on a trend spotting and synthesis project.
A new consultant needs training in the firm's methods and processes as well as in the ideology behind them. In this chapter of Pulp Innovation, Marlow walks us through their organization and consolidation strategy which results in a valuable curriculum for the apprentice and clients alike.
Matt and Marlow are faced with a tough decision when they consider adding another partner to their team. Will they end up taking the same advice they offer to their own clients?
Matt and Marlow consider hiring an experienced ethnographer and market research consultant to the team. Can a candidate coming from a slow, controlled culture meet the demands of their practice? And more importantly, does she share their same views on qualitative tools?
