Innovation of Business

and the
Business of Innovation™
 
About Us
Gary Lundquist

Gary Lundquist

Professional Agent of Change


Innovation Catalyst


InnoKits Deveoper™

 Takes only occasional contracts now.

 Quick View: Change will never, ever again be as slow as it is today. The only way to manage change is with change. As a professional agent of change Lundquist …

Catalyzes innovation decisions and energizes commitments to action.

Empowers technical professionals with proven processes for justifying funding and accelerating progress.

 Augments technology strengths with focused strategic and product marketing.

Helps innovation teams re-think processes for addressing opportunities.

Advises management on business strategies.

Increases return on investment in business and product innovation.

As a Ph.D. scientist turned marketer, Lundquist brings a collaborative approach to business. As an INC 500 entrepreneur, he brings experience in both success and failure. For over 25 years, he has made it his mission to help innovation teams and other professionals to avoid pitfalls set up by ordinary innovation cultures. He understands ongoing needs to adapt to changes in organizations, products, and markets.

Normal advisors advise, yet professionals love to test hypotheses – a setup for conflict. Lundquist asks questions, instead, and develops wide ranges of answers– a setup for collaboration. His questions range from technology to stakeholders to mission and brand. He synthesizes answers into coherent, multifaceted statements of Strategic Identity. At business levels, he continues with Strategy and Culture. Today he promises to:

Drive innovation productivity with a strategic focus on both need satisfaction and brand development.

Deliver consistent increases in the win-win value of relationships between his clients and their customers, investors, and other stakeholders.

Enable innovation teams to justify innovation investments.

Ensure reliability of both revenues and brand equity.

Change will never, ever again be as slow as it is today. The only way to manage change is with change. As a professional agent of change Lundquist... 

Catalyzes innovation decisions and energizes commitments to action.

Empowers technical professionals with proven processes for justifying funding and accelerating progress.

Augments technology strengths with focused strategic and product marketing.

Advises management on business strategies.

Increases return on investment in business and product innovation.

As a Ph.D. scientist turned marketer, Lundquist brings a collaborative approach to business. As an INC 500 entrepreneur, he brings experience in both success and failure. For over 20 years, he has made it his mission to help innovation teams and other professionals to avoid pitfalls set up by ordinary innovation cultures. He understands ongoing needs to adapt to changes in organizations, products, and markets.

Most consultants advise, yet professionals love to test hypotheses – a setup for conflict. Lundquist has developed processes based on asking questions and seeking wide ranges of answers – a setup for collaboration. His ToolKits are based on questions that range from technology / business to stakeholders to strategy, culture, and communication. He synthesizes answers into coherent, multifaceted statements of Strategic Identity. Today he promises to:

Drive innovation productivity with a strategic focus on both need satisfaction and brand development.

Deliver consistent increases in the win-win value of relationships between his clients and their customers, investors, and other stakeholders.

Enable innovation teams to justify innovation investments.

Ensure reliability of both revenues and brand equity.

Contact Lundquist at www.Market-Engineering.com or at the blogs.

Business Innovation: Founded a software business and helped grow it from zero to $10 million/y in six years, achieving nearly 100% global market share, and earning a place on the INC 500.

 Product Innovation: Defined and introduced seven products in 15 months in formal product launches as a strategy for licensing technologies from a major industry R&D lab. All were licensed.

 Business/Product Innovation: Developed 3 brands w/ competitive strategies, then helped launch a new corporate image and two new products using new trade-show presence, collaterals, and sales.

 Profitable businesses 

Powerful products

 Shorter time to market

Launch with high impact

Rapid market acceptance

Lower cost of sales

Stronger customer loyalty

Higher brand equity

Durable advantage.

 

Your best investment – delivering minimum
10-to-1 annual returns

 

Decision synthesist – enables rapid team progress… by asking questions.

 Productivity catalyst – doing the right things plus doing things right.

 Innovation accelerator – from lab to market to customer satisfaction.

 Product and brand manager – for value, preference, and loyalty.

 Strategist and strategic marketer – for powerful economic impact.

 Business leader – alignment on goals, commitment to strategy.

 Executive officer – responsible for bottom-line results.

  

PRESIDENTMarket Engineering, Inc. - 1989-2012

For clients: Optimizes the opportunities and potential of innovation teams. Advises management on growing ROI via business and product innovation. Enables teams to market their potential to management, customers, investors, and allies. Improves funding, development, transition, launch, and branding. Does process facilitation, reporting, collaborative confirmation, delivery of results, and debriefing. Addresses both internal and commercial relationships.

 Business Innovation: Leads teams that define and design (or re-design) businesses and their brands. Leads teams seeking investment, revenues, and partners.

 Product Innovation: Leads teams that define and design new products by creating detailed, multi-faceted, value-driven visions as bases for planning and implementation. Does market research to ensure quality of innovation decision making.

 Branding: Leads teams that define value promises and create market buy-in to those promises.

 Technology Transfer: Applies product marketing to justify investment in movement of technology within and across corporate boundaries (both industry and federal labs).

 Marketing Communications: Uses strategic and product marketing results to develop powerful, persuasive audience-centered communications – written, print, verbal, website, and electronic.

 Successes include: Business and product innovation, business and product launches, branding and re-branding campaigns, funding campaigns, technology commercialization, and technology transfers.

 

For Market Engineering ToolKits: Develops and markets innovation toolkits branded as InnoKits™. Has updated InnoKits to serve licensees… a change from consulting.

 For Market Engineering: Does marketing, relationships, negotiation, clarification of deliverables, and client team building. Serves clients from start-up to Fortune 50 in a range of industries and government.

 

For InnoSearch Colorado (a business unit now shut down.) Defined, developed, and launched this searchable directory of innovation resource providers. Established InState Outsourcing™ to keep jobs in Colorado. Established Cooperative Sponsorship™ to provide financial support for professional associations willing to help grow the directory. Defined identity, set goals, and implemented strategies to build a viable network and grow a cohesive Community of Innovation in Colorado.

 

For Colorado Innovation Summit (a business unit) – 2003-2004. Defined, developed, and launched this conference. Developed a guiding strategic identity of target market, customers to serve, needs to meet, benefits to deliver, competitors, uniqueness to develop, positioning, desired image, perception gaps to close, brand to develop, and mission to serve.

 Set six goals, defined 30 distinct objectives, and integrated 36 complimentary strategies and hundreds of tactics into project management. Recruited (with persuasive marketing) advisors, core team, sponsors, speakers, exhibitors, cooperating organizations, and attendees.

 

Client Stories: See below and at www.Market-Engineering.com/about_client.shtml.

 

VICE PRESIDENT, EXPLORATION TECHNOLOGY Sierra Geophysics - 1982-1988.

 Was the visionary leader in turning this engineering firm into a software company serving global markets. Helped grow the company from six to 150 people. During this time, evolved from science to business management to corporate marketing.

 Created, grew, and managed a dynamic business unit which developed a group of durable software products that have had nearly 100% market share for over 25 years.

 Stimulated revenue growth from zero to $10 million in six years, helping the company earn a position on the INC 500.

 Expanded products beyond the initial line while maintaining a niche focus, minimizing competition.

 Opened and developed markets in the U.S., Canada, Europe, Australia, Japan, China, and South America, and developed win-win alliances for both joint development and cooperative marketing.

 Developed all corporate and product collaterals and worked on award-winning campaigns that changed the way an entire industry advertised.

 Led user-group meetings in Houston and London and spoke to audiences all over the world.

 ADDITIONAL EXPERIENCE AND ACCOMPLISHMENTS                                                                       

 Researcher, University of Colorado. Earth science to detect underground nuclear explosions

 Geophysicist, Amoco, Houston, TX. Exploration for oil and gas

 Speaker: To those seeking to lead purposeful change in business and technology

 Author: Marketing for Survival, Technology and the Agents of Change, The Marketing Touch Your Marketing Mindset, and The Five Principles of Value Driven Companies,

 Associations: Society of Exploration Geophysicists, National Speaker’s Association, Product Development Management Association (cofounder of Colorado Chapter), Technology Transfer Society (cofounder of Colorado Chapter)

 

EDUCATION

Ph.D., Geophysics; University of Colorado 

MS, Geophysics; Pennsylvania State University 

BA, Geology; University of Colorado

The school of hard knocks.

 



 

 

 


 
Seven Principles of Innovation


Seven Principles of Innovation

We know this concept is true, yet in the rush to market, we might forget.

No one ever buys a compass.
They buy a sense of direction.
Not a drill bit, but round holes.
Not loudspeakers, but sound.
Not pest traps but fewer pests.
 

We don’t buy products, we buy the value of products. We buy the sum of benefits that products deliver. The same is true everywhere in business. No one ever invests in a new venture. They invest in returns on investment. Not funding for a project, but potential competitive advantage. Not a salary, but excellent performance. 

Our relationship with customers is a value exchange. Product for payment. Over and over 

What if we have no inherent value
as suppliers of products and services.
We are all strategies.
 

”From the customer perspective, we are sources of valuable products, not the value itself. Though they rarely use this language, customers see us as strategies – ways to get desired products. If they can find a distinctly better way (strategy) to meet their needs, they’ll eventually use that alternative. 

”Only one aspect of business can overcome the strategy constraint. That is relationships. We can choose to see ourselves as servants that meet customer needs. We can put the relationship first, developing precious loyalty that delivers returns far in excess of mere sales. 

”Seven formal principles then guide performance excellence. 

The Principle of Value 

Consciously structure, lead, and manage
to consistently increase the win-win value
of relationships with customers 
and other stakeholders.
 

Axioms set context. This principle is explicit. Our job is always to develop and sustain durable win-win relationships. Products and payment define the classic win-win. Salary for performance is another. Investment for profits. Everywhere we look, we see win-win relationships as the core of success. 

Of course, applying the Principle of Value requires consciously structuring, leading, and managing. The remaining six principles all implement the Principle of Value. 

The Principle of Focus 

Make conscious informed, proactive choices about 
who we want to be, 
where we want to go, 
how we intend to get there, and 
how we intend to behave.
 

“Who’ is about identity. “ Where’ about goals and objectives. “How“ about strategies. “Behavior“ about culture. All of this is about leadership. To make those choices, ask and answer lots of questions. Synthesize answers into powerful, durable, detailed, marketable visions at levels of businesses, business functions, projects, products, services, and even embryonic ideas. Visions, in turn, drive every aspect of business, especially performance. 

Identity includes the value promise to stakeholders. Building loyalty requires making value promises very visible, then honoring them with performance over time. 

Visioning processes logically precede planning. Pre-planning improves and accelerates planning by making decisions in advance with formal, proven, robust decision processes. Planning then drives performance. The better the vision, the better the performance. 

Principal of Strategy 

View every action as a strategy to achieve goals, 
then carefully choose the best strategies.
 

Businesses need strategic direction. Goals are long term results we want to achieve. Goals thus set durable directions for the business, and may last many years. Objectives are measurable near term results we want to achieve. Objectives typically change with each plan period. 

Strategies are methods for reaching objectives. Once we see R&D, manufacturing, marketing, etc. as strategies, we realize that choosing strategies structures the business. Choice of marketing strategies then structures the marketing function. Note that strategies imply costs. Learn how to balance choice of strategies against resource limitations, including time, expertise, facilities, funding, and investor support. 

Of course, your most important objective is ever increasing loyalty from ever larger numbers of customers. Leaders and strategists put relationships first. They start with goals and choose actions carefully. Tacticians may start with actions, spending resources on efforts that don’t help reach goals. 

Principle of Need Satisfaction 

Conceive, develop, and deliver value to customers 
better, faster, and more profitably 
than any competition.
 

With business focus set, need satisfaction turns products and services into sources of relationships. Begin by realizing that features have no value in themselves. Features are strategies (or tactics) for delivering value to customers. Amazing features manufactured with ultimate quality have no value if they meet no needs. 

Need satisfaction defines performance excellence in products. Getting there means knowing customers better than they know themselves. It means being able to conceive of products that customers will want, just as soon as they know such a thing is possible. 

Principle of Perception Management 

Manage everything done and said
to consistently reinforce
desired marketplace perceptions.
 

Every communication both conveys information and creates perceptions. Perceptions change with every new interaction. Your audiences (customers, media, analysts, etc.) can’t stop developing opinions, approvals, biases, etc. Thus communication excellence requires proactive choices desired perceptions, then grow relationships based on congruence between what we do and what we want customers to believe. 

Every communication has a center. Self-centered communications focus on the author/speaker and their product’s features. Customer-centered communications focus on audiences and their needs, before introducing products and features as solutions. Teams can do perfect work in focus and need satisfaction, delivering essential value desired by customers, yet foul it all up with self center and weak messages. 

Business success depends on positive perceptions. Customer loyalty is a relationship built on trust based on consistent performance in congruent agreement with what teams say and how they behavior. 

Principle of Leveraged Strengths 

Discover and leverage 
the full nature and power of 
every key entity and process in the business.
 

People, teams, and processes of all sizes, in all functions, are strategies for performance. All can be focused on value, strategy, need satisfaction, and perception management. 

Beyond that, teams can discover strengths not yet recognized. A product, for instance, can be completely described by its features, yet customers don’t buy features. They buy value. Teams can also describe products in terms of capabilities (what one can do with it), benefits (the value of using it), and intangibles (the reputation and image it carries). Development and marketing focused only on features will miss both ways to deliver value and ways to persuade purchase. 

Then there are underlying systems. The most obvious is win-win, product for payment. So long as both sides are satisfied, the system will continue. The business itself is a system that can be diagrammed to explicitly show internal loops for focus, need satisfaction, perception management, and ongoing change. Each of those loops contains elements (processes) that are systems. Systems theory is a rich source of tools for leveraging strengths for performance excellence. 

Strategic Pre-Planning discovers the full range of potential strengths in entities and processes, thus enabling powerful advantage. 

Principle of Change 

The only way to stay in control of the business
is to proactively lead into change.
 

Change accelerates. Indeed, change will never, ever again be as slow as it is today. Concepts of value are changed by all sorts of market forces, not the least of which is new product introduction. (We didn’t know we needed that, but now that it’s here, could we have it in silver… and smaller… and … and …) Change in perceived value forces changes in everything else in business. 

To lead into change, develop knowledge of customers, team own performance, and the impact of market forces. Market research, product research, basic research, and knowledge management thus become strategies for leading into change. In turn, all of those contribute to re-visioning organizations and their multi-level strategies. 

Leaders hold responsibilities for helping the whole organization adapt to changing realities. For corporate cultures built around the Seven Principles, adapting to accelerating change is as natural as breathing. 

To summarize, performance excellence is nothing less than consistent increase in the win-win value of relationships with customers and other stakeholders. To achieve performance excellence, apply seven principles. 

  • Value
  • Focus
  • Focus
  • Strategy
  • Need Satisfactionip
  • Perception Management
  • Strengths
  • Change

Value-driven innovation is rare. Few businesses set their sights as high as customer loyalty, yet over time, customer loyalty is our only durable source of wealth. Everything else changes. Products, people, facilities, investors. Only relationships survive change, and only if every team member pays close attention. 

Change challenges every aspect of business. Hesitate and lose your edge, yet making great decisions isn’t easy. You knew that long before economic meltdowns turned the heat up. 

Mistakes are expensive: inefficiency, waste, lost confidence, low revenues, weak market image, and eventual failure to survive. 

Innovation is the solution, yet few teams manage. Common errors stall projects and kill return on investment. 

? Businesses see innovation as evolution of products – the business of innovation. In truth, businesses must evolve just as much as their products – the innovation of business. 

? Businesses think customers buy products. Not so. Customers buy what they think the product will do for them. 

? Businesses think brands are owned, names tagged onto products. A crucial mistake. Brands are value promises. Businesses cannot own their brands. Their markets do. 

Success depends on relationships developed by consistently delivering desired value better than any competition. Brand equity is the single most valuable asset of any business. Mistakes seriously compromise our potential. 

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