兴国叙事:“Visioneering”北极星的加里·格雷

“分享过去的故事,以及如何被创造伟大的产品有助于激发人们知道并相信他们能够做到这一点,我们大部分的创新不是来自自上而下的。他们来到从下往上。它的授权。它促使人们来上班,因为那时大家都意识到,他们可以有所作为。”加里 - 格雷,印度摩托车公司,弹弓,北极星赛车,技术和服务的副总裁

为什么故事对创新过程很重要?分享故事的创新者可以灌输哪些价值观?创新领导者如何激励创造者讲述和分享他们的成功和失败的故事?

我们采访了加里·格雷,他是印度摩托车公司Slingshot负责赛车、技术和服务的副总裁,北极星。基于美国 - 印度摩托车公司的北极星支持的复苏开始于2011年,自与新的创新和公司的历史交织创造印度摩托车的独特的故事曾经蓬勃发展。今天,加里股如何北极星导致印度摩托车的重生,以及在不同的叙事和战略背后宝来的独特模式,弹弓。加里介绍了如何“visioneering”导致他们新的创新,并帮助塑造他们的故事。

Gary Gray是印度摩托车公司的副总裁和产品研究、概念、设计、开发和市场营销的执行领导。

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TRANSCRIPT

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凯蒂(就是)我们今天的嘉宾是加里·格雷。他是印度摩托车公司Slingshot Polaris赛车、技术和服务的副总裁。加里,你今天好吗?很高兴你能来到播客。

加里(00:00:12)是的,我很好,凯蒂。谢谢你邀请我参加。

凯蒂(00:00:14)所以,你周围的产品研究,概念开发,设计,开发和营销,以及行政的领导者。你能与我分享,即兴,有什么作用,你觉得在这些不同的元素讲故事的戏剧或排序的相关创新活动?

加里[0时○○分34秒]凯蒂,我认为讲故事非常重要。这些年来,我参与了很多项目。大概向公众发布了50多款新车型。老实说,我做过的最简单的一个就是新型印度摩托车。我们带回了一个品牌,我把它叫做“灭绝”。1953年它倒闭了。我的团队负责把产品带回来。而且,你知道,我之前做过很多产品。这个很简单因为这个品牌本身就有一个很好的故事要利用这个品牌故事并讲述这个品牌故事很容易。你知道,有赛车的历史,你知道,最近的历史,有很多关于赛车的设计书籍。 Movies made about it.

凯蒂(00:01:30)当然。

加里(00:01:30)因此,刚刚你知道,当你与工程师的工作,你想排看起来像53,正常情况下,你知道,从一个工程师答案是,哦,不,加里,这太疯狂了。它应该是这样的,因为这是排气管是如何做到今天。但他们只是在瞬间得到它。他们就像,是的,它连接现在和过去是真正重要的。,是的,我们要工作,做到这一点。So that’s sort of the one of the key areas where I can think about, you know, the story of the Indian Motorcycle brand just made it so easy to work with a product development team and a great one at that to help bring a product back. It just, you know, the – all those stories helped create the bike and the image that it needed to be.

凯蒂[0时02分13秒]所以,你可以把我们的技术内裤里面,你的工程和产品设计师,每个人的排序在那些时刻工作过的?你又是怎样排序集历史品牌故事到越来越来的技术规格的点,并帮助每个人都真的相信他们造成了什么样的那一刻吗?

加里(00:02:35)是的,我的意思是,它可以帮助你看到的东西和感觉的东西,然后听到的东西和气味的东西。所以我们实际上拿了钥匙的设计团队出对我们所说的印度历史旅程。我们骑过多种状态来访业主与印度摩托车古董收藏品摩托车和得看看他们的人,接触他们和骑很多。我的意思是,这些自行车是你知道的价值,他们中的一些价值$ 70000。和我们一样,我可以骑吗?他们就像是啊,把它拿出来。它真是太爽了,你知道,骑他们。你只是一种在时间到生活瞬间放大后向当时的情况。这是,你知道,骑他们的工作或进城获得补给或不管它是什么,只是真的连你所设计的自行车,以及它们如何一定觉得它和手工艺人的人。这是真的很酷,真的。 You know, one of my more amazing experiences that I’ll always remember, so that – that was kind of, you know, the squishy, you know, touchy feely part of it. The more technical part of it—we have what we call a stage-gate process at Polaris. We call it the Polaris Development Process or PDP. And it walks you through how to get from, you know, who’s the customer or what’s the product’s idea, what’s the business case for this? And then it gets into tactics of how you develop specifications through either, you know, market research, focus group, competitive technical data, whatever it might be to help create a list of specifications and key product characteristics to hand off to the engineering team to do the design work.

凯蒂[0时04分30秒]是。所以门径是一种方法,很多企业创新团队的利用。它是一个办法,你会说那种,去走,不走的决定和排序的突破创新下入,你知道,一个过程,一种方法,如果你愿意?

加里[0时04分48秒]耶,当然了。我的意思是,它到底是什么,对不对?它给你,这就是为什么他们所谓的门径。你打,你必须证明给领导多门,你知道,你的同事,你见过的标准前进。要知道,在它的开始是有一个客户?是否有一个成功的产品?是商业案例的声音?而后来门是的,你知道,你有没有完成验证?处理完所有的大型政府机构亿安科技?你,你知道,是你的供应商憋足了,准备去? Is the quality there? Are you ready for production? You know, those are kind of the two, the broadest, the bookends of the stage-gate. But it formalizes the process. It doesn’t mean that, you know, you’re going to come out with a winning product at the end. I look at it like a recipe and, you know, a recipe in the hands of a great chef turns into a masterpiece and a recipe in the hands of an average chef turns into, you know, something you can eat. But it doesn’t mean, you know, in this competitive marketplace that you’re gonna be the winner. But yeah, it – it gets everything in process that everybody can get in the cadence and understand what their role is and work to move the project forward.

凯蒂[0时06分04秒]你认为不同的故事或策略的利用和获取购买上你认为这些策略在整个阶段-关卡过程中改变当你移动,这样讲故事和框架,你可能需要建立在第一阶段的过程可能是不同的比预计的故事或将共享的证据在第三阶段或阶段4当你扩展。

加里(00:06:34)是啊,当你经历的过程也得到了很多更多的技术和少了很多乐趣。它从激励人们,你知道的,只是超越,做一些了不起的事情,因为在这一天,我们所有的工作对于一个企业的结束。而且你必须提供的结果。所以。而当你去生产,你知道,像摩托车或类似弹弓。要知道,客户是会用这个和他们要上高速公路。而且它必须是安全的,它必须被验证。所以规格,你知道,进球的造诣和验证要求和测试要求变得很关键。因此,它成为了很多有关,你知道,你 - 你打你的目标是什么?你撞倒的问题一样快,你应该是什么? Have you spent the right amount of money? Not too much money. You know, is the business case still a positive return for the company? So, yeah, it certainly becomes a bit more tactical and a bit more numbers-focused than it does, you know, kind of the story and trying to inspire an organization to do something they haven’t done before at the start.

凯蒂[0时07分51秒]绝对。这使得有很大的意义。And I’m curious how evidence plays a role in each phase of the stage gate and the—you know—I think that we can all agree data tells its own kind of story, or the technical challenges or technical successes also require some kind of communication and storytelling around them in order to help people know whether to move to the next stage. So could you share a little bit more insight into the role that evidence plays as you’re kind of working to move something from concept to market?

加里(00:08:27)是的,我不喜欢证据这个词。听起来好像我在法庭上,你知道,陪审团在听。

凯蒂(00:08:34)这还算公平。说什么才好呢?

加里[0时08分36秒]信息。我会去的信息。我喜欢这个好多了。这是更多的乐趣。是啊。我的意思是,这是肯定的门径,你就是我们所说的1号门,2号门是我们的大个里的东西被锁定,并且您的花费被锁定,并且您的测试计划被锁定在开始注册了某些事情下来,要求锁定,您的关键产品特性,以锁定-什么车需要的样子。你知道,那些是 - 这些实际上是有趣的事情。然后从操作的角度来看,斜升的供应商,命中关键的运行速度,部分鉴定过程,材料释放,你知道,我们设置和超时和所有。If you want to keep moving, the team has to meet its milestones and, you know, if it’s—I wanna call it a moonshot project—but if it’s a project that’s highly innovative, that has risk, whether it be market risk or technical risk, you want to make sure you’re hitting those milestones and giving the leadership team confidence that the team is on it and can handle it. Because if you are working on something that’s really new and innovative and you’re not meeting your milestones, programs are getting shut down or delayed or losing funding. So, yes, as you move through the information flow between the teams and making sure that everyone’s hitting milestones is critically important to maintain programs.

凯蒂(00:10:21)所以你和我们分享了创造印度摩托车的经验并把它带回了生活。我还碰巧知道你在使弹弓成为现实的过程中发挥了相当重要的作用,这是一个超级不同的概念,因为它并不需要——真的是一个更具有破坏性的创新,一些全新的东西。

加里(00:10:43)是啊。

凯蒂(00:10:43)所以你能分享见解的差异带来的一些历史上爱我们,重新构想的区别,并创建一些破坏性的,你可能需要做一些更有说服力的时候最后一个用户为什么他们应该爱上了该产品。你能告诉我们吗?

加里[0时11分09秒]是啊,弹弓是一个非常令人兴奋的,并在同一时间一个非常可怕的项目。我是来工作,从字面上看,你知道,看车去,我们要出售的这些百万,第二天我走投入到工作中,并说这是会是一个彻底的失败。到底我在干嘛?

凯蒂[零点11分28秒]顺便问一下,你能给听众介绍一下产品吗?

加里[○点十一分31秒]是啊。

凯蒂[○时11分32秒]我想大多数人都知道这是什么说的,但。

加里(00:11:34)Slingshot是一种三轮的交通工具,前面有两个轮子,后面有一个引擎在后面有一个舱室看起来很像一辆车,后面有一个轮子。他们只是在听。如果我开着它在街上行驶,当你停在加油站的时候,我听到的最常见的词就是它看起来像蝙蝠车,或者看起来像兰博基尼,或者那种样子——它真的很疯狂,超级未来主义。你知道,当它静止不动的时候,它看起来就像在以每小时1000英里的速度行驶。开车真是太棒了,还有很多乐趣。所以我们之所以推出Slingshot是因为我们和Victory摩托车公司在摩托车行业合作。我们一直看着这个有三个轮子的空间。三个轮子的空间里有两个不同的乘客。其中一个是入门级的车手,还没有准备好在高速公路上骑两个轮子,只是想要更多的舒适和安全。另一位顾客是一个一辈子都骑摩托车的人,只是有点犹豫不决。 Being on two wheels, especially when they came to a stop holding up a bike, they wanted to move to something more stable. And the products that were out there at the time—they just weren’t that fun, going to three wheels, just the handling didn’t work out as well as it does on two wheels. Didn’t look as cool. They definitely looked, you know, like a step back, not a step forward. And so what we wanted to do is create a three wheeled experience that was – was the antithesis of both of those things that was super exciting and fun to drive. And when you looked at it, it was like, whoa, what is that? I want to drive, whatever that is. It looks so fun. So, yeah, it was a scary project. You know, it started out—one of our engineers actually created the idea in what we called a visioneering exercise. So that’s an exercise where anyone in the company can submit any idea and we choose the top five or 10 or whatever it happens to be at the time and fund those to develop a concept vehicle. So then they get to take their idea from, you know, words on a piece of paper to a living, breathing, running product, you know, that you can drive around. They don’t look super great and they don’t perform to the end expectations. But it gives – it gives the design teams in the lead company an opportunity to sit in a vehicle and drive the vehicle和 - 看到的客户体验可能是什么样的。因此,该项目通过这一过程去,并与构建原型,你可以使用驱动器和领导很兴奋吧,我会说,大多数领导很兴奋吧资助。仍然有一些领导,是的,我也不太清楚这个事情。这是一个有点 - 我不是,你知道的,不是太看准它,因为没有人真正做过类似的东西。我们是在08-09的工作就可以了,在经济衰退的高度。所以,当很多公司都收回他们的投资,我们实际上加快我们的投资和进入这个疯狂的新的空间,没有人曾经在之前。但它是一个空白。要知道,没有人的存在。在其他地方,我们在那里的吨真的,真的很好的竞争。在这里,有没有真正的任何人。 And as we developed the project through the stage-gate process, as we did our focus groups, you know, it was more of the same. There were a select, I’ll call it 10, 20 percent of the focus groups that just absolutely loved it. And then there’s the 80 percent of the focus groups where I can still remember one comment. How am I supposed to pick up my mother at the airport in this thing? We’re just like, yo, you’re not the customer. But at the same time, there was somebody in the room that was like, I would move in this thing, like I could pack all my stuff up in this and I could move across town. So it’s like, okay, there’s our person right there. But yeah, I mean, the focus groups were crazy because people just hadn’t seen something like this before. And, you know, even recruiting forums like who do we bring into these focus groups? Because, you know, you can’t really bring in car people and you can’t really bring in motorcycle people. And it was tough all the way through of – of identifying, you know, most of our other projects were, you know, it was pretty easy to bring in motorcyclists or it’s pretty easy to bring in somebody that’s ridden an ATV before and see what they think about a new ATV. But for this, yeah, it was a struggle all the way through from who’s the customer to how should it perform. Normally have a competitive set and you just simply do things better and the competition is doing them. And here there was no competitive side. So how great is great enough? Yeah, it’s unique. But you follow that process that you’re used to and you develop key product characteristics and you develop styling models and you show those to people. And here you have to be willing to push boundaries a bit more than you would with a normal project and move it through the process.

数据讲故事培训广告乐动体育266

凯蒂[0点17分○○秒]在什么时候,我爱你走在每一天,看到原型或看到早期测试项目,排序,一天是如此自信,然后第二天质疑一切的形象。我喜欢这个形象,因为我认为这是这么多的创新等等听上去很像。你能与我们分享其中的疑点走的那一刻?

加里(00:17:27)你知道,我认为这是在我们制造了第一辆,我们称之为验证制造车,它们有完整的车身,完整的底盘,你知道,完整的工作车辆。它还没有经过生产验证。你的供应基础不会增加或者像那样。但是这个飞行器看起来就像它的样子它的表现就像它的表现一样。我们,你知道,因为这是一个创新的新产品,我们觉得我们必须尽早和经常得到消费者的投入。所以我们隔离了城市的一部分。那实际上是明尼苏达州的州集市,在那里我们可以把看起来像普通的城市街区隔开,但是我们可以完全把它从交通和人们的视线中隔开,然后把真正的消费者带进来,让他们驾驶它并得到反馈。他们都惊呆了,很兴奋。你知道,他们都想马上买一个。当然,它还没有出售。 But I think that’s kind of where I think we’ve got something here. I mean, you’re never fully sure until you get it into your, you know, your dealer network and you start retailing and you can see the retail numbers and and things really go. But I think we had a pretty good insight when we had those validation vehicles at the state fairgrounds and put consumers, real life consumers in them. And it wasn’t just people drinking the Kool-Aid. We were excited. It was real people that had no skin in the game out there, putting laps on them and having a great time.

凯蒂(00:19:02)谢谢你这么多用于共享。如果我们能与您的团队创新的过程倒着走,你能分享一下您获得,尤其是颠覆性的概念,甚至到舞台栅工艺所面临的挑战是什么?要知道,这么多的意念,我敢肯定,是什么真正被激活之前发生的事情。你提到的一些观念,我想。你说这是一个竞争或不同的方式就可以了,我觉得你叫它 -

加里[○时19分33秒]Visioneering。

凯蒂[○时19分36秒]Visioneering。

加里[○时19分36秒]迪士尼幻想工程,我们已经visioneering。我的意思是,我们已经从一个发展它。我甚至不记得什么它现在叫。我们已经发展了几次,扩大它。它曾经只是工程。我的意思是,我们总是说,任何人都可以放在一个想法,但说实话,这是非常注重工程。大部分的信息和访问居住工程中。而这也正是大多数的想法是从哪里来的。很多今天都出在市场中的思想无论是在家里还是在工作的商店来了工程师的个人项目了。因此,它为我们服务得很好了数年。 I mean, the Polaris 120 youth snowmobile, which was the top selling snowmobile of the year. Senior management, you know, wanted nothing to do with it. They thought it was a bad idea. So a bunch of engineers actually built, you know, a running, working prototype and showed it to people and that was what it took to change people’s minds. So, yeah, maybe this – maybe this is a good idea. Because all the market data said that, you know, the youth market was dead and the price points were really low. So your payback was long. And it took that prototype to convince senior management that this is a good idea. And as I said, it was the top selling snowmobile the year it came out. So we learned from that, you know, it’s sometimes important to fund these ideas. So our idea generation process is now truly expanded outside engineering. It’s online, it’s global. So ideas come in from our employees from all over the world. And it’s a similar type process where the ideas come in, the individual employees put as much time into it as they want. Hopefully sketches and, you know, descriptions. And, you know, if they go really far, they get to build a business case around it. And then if they get approved, they’re down selected to the top five. They get funded to build prototypes because we’ve learned that prototypes are really important for people to see and feel and touch and just really get their minds around, is this a good idea or is this something that we’re not ready for at this time? So the process is largely the same. It’s just been globalized and formalized. I would say to, you know, increase the number of ideas and still push them up sort of in the same process as it always has.

凯蒂(00:22:05)如果你可以带来一个试金石,想法会移动在发展过程中,你认为有一定的配方的需要的检查列表,如果你愿意,是否这就是它将影响市场份额或竞争。故事的哪些元素是需要呈现出来的才能将一个概念转移到创造它的过程中去?

加里(00:22:37)我想说一个令人信服的竞争优势。如果你打算到现有的空间,如果你要对抗竞争对手一样,我们在做雪地摩托或亚视或摩托车或不管是什么,你打算怎么赢?如何 - 请问这是提供给客户具有明显的竞争优势,我认为是一个关键因素。当然,你知道,那备份起来,它必须有一个完善的商业案例,它必须满足客户的期望。但对我来说,一个 - 的一个关键因素是在哪里呢这件事赢又如何?然后你有,你知道的,退一步讲,那么你的产品,如弹弓正在进入空格。这些都是 - 这些都是不同的。这是它的,你知道,你带来独一无二的客户解决方案,没有其他人,我认为是主要的,然后二次,但仍然重要的是,你知道的,商业案例。我们能不能赚钱?我们可以用这个产品增加股东价值?

凯蒂(00:23:38)当然。有没有看到其中包括在组织中的创新者能够清楚地传达这些特定的任何其他的斗争,你知道,某种清单的项目?是否有具有您的工程师能够传达这些项目并获得买入,他们需要一定的挑战,你看到的那种?

加里[零点24分04秒]是的,我的意思是,每个人都配有不同的镜头或不同的侧重点。而且,你知道,工程师往往是非常技术性的,他们认为有关的方面。因此,他们可能会错过的企业或你将如何把它推向市场的故事。而且,你知道,到对面,营销人可能有他们想要创建这个伟大的故事围绕的东西。但是,没有任何技术的方式来做到这一点。所以,我认为每一个 - 每个人带来的是什么,他们好了自己独特的镜头。而且,在通常的想法眼前一亮。而且,他们通常倒下是专长的其他领域。因此,我所看到的是,当我们可以得到两个或三个人合作,对来自不同部门的想法。就像如果一个工程师去工业设计师和他们搞营销的人,感到兴奋的东西,他们把它一起作为一个群体,这些都是真正的影响力的项目,因为它们都具有焦点的不同的镜头,他们补充说,很酷的故事, they add the technical know how as to how to do it. And they’ve got a beautiful sketch from industrial design and it tells a complete story rather than, you know, one lens of the story.

凯蒂[0点25分18秒]跨学科的团队走到一起的这一愿景,使间距为强,因为它可以,它使这么多的意义,我想。真的,为了把从一个想法到东西的生产和进入市场,这将需要输入购买时间从所有这些不同的内部受众。所以是有意义的游泳池不同,你知道,利益相关者早,你可以。那种把他们带入思维过程,而不是只与他们接触时,它的时间开始规模还是投入运作。

加里[0时25分51秒]是的,我的意思是,早期的利益相关者的参与总是关键。我认为有在该公司至少一个关键领导者你的赞助商是至关重要的。它并不需要一吨,但只要你有一个背后的项目一个关键的领导者,不断推动与执行团队的其他成员对我们来说,这似乎是成功的。I don’t think you need everybody, but you know, the more people that you can share it with early and often, the better off you are, because at least you know, even if they’re not strong supporters, at least if they’re aware of it, I think they’re more hesitant to push back on it, whereas if it kind of comes at them from maybe a blind side. Those are things that can get you in trouble and slow down or stop development.

凯蒂[○点26分43秒]你是否注意到,能够分享故事为了记住教训或召回制度史,是那种戏剧如何创新利差在整个组织中的作用?我在想你有关,你知道分享的故事,雪地车,在开始处获得的利益相关者买入的挑战。但是他们那种,你知道的,有从经验吸取了教训。那你认为你发现自己内部回顾的时刻,以帮助产生可能是不同种类的周围破坏性创意文化的下一个概念股?

加里(00:27:27)Yeah, I think sharing stories of the past and how great products were created—I think that helps inspire people to know and believe that they can do it too, that these products didn’t come from—most of our innovations didn’t come from the top down. They came from the bottom up. And if you can communicate that, you know, if you have that and it’s real and you communicate that through the organization, suddenly instead of 10 executives trying to create ideas to fight the competition, you have 13000 people waking up in the middle of the night going, man, what if we did this? Or what if we built this product? And it may not even be the product. It may be something simple on the assembly line that maybe we attach this part this way in the future versus doing it this way. And it’s faster and it’s safer and it’s more reliable. You get that army, you know, believing and pulling to make change for the better. I think that, you know, it’s inspiring. It’s empowering. It motivates people to come to work because then everybody realizes they can make a difference.

凯蒂[0点28分34秒]我喜欢这个形象。这是如此的真实,无论它发生在什么地方,都能从任何员工那里利用它——听起来好像你的目标是从你的用户那里,从你服务的消费者那里汲取这样的想法。

加里(00:28:51)是的,我们有很多焦点小组。我们做了很多调查。是的,我的意思是,困难的部分是我们不能把所有的想法都付诸实践。说实话,对我来说,创新最困难的部分是你如何优先考虑这些想法,并得到这么多好想法?你只有这么多的预算,这么多的人,这么多的时间来做这件事。所以这是你如何-你如何获取这些伟大的想法并迅速综合它们是什么以及它们在商业中意味着什么然后选择正确的想法继续下去?有时候顾客可以帮你。坦白地说,有些时候,我看到很多证据表明,客户并不知道他们想要什么,直到你展示给他们,他们才知道他们从未见过它。他们没有受过这样的训练。他们被训练对事物作出反应,而不是不创造。 So a lot of times we struggle. I mean, I’ve – I’ve honestly sat in focus groups where people didn’t want something and then you set them on a bike with that on it. And within 15 minutes, they suddenly can’t live without it. You just. I just saw you sitting there. You just told me you didn’t want that. It was actually a display screen on a motorcycle. So, you know, touchscreens are in cars and we’ve put them on motorcycles now. And before we brought it out to market, we had a bike built up and it was under a cover. And we had a focus group sitting at the table and everyone at the table said, no. You know, when I go out, ride out, I want to get away from it all. I don’t want music. I don’t want a screen in front me. I just want to be alone on the road. And we’re like, OK, well, this isn’t going to go well. We uncover the bike and they sit on it. We power it up. And this display comes up and it – it’s got a map on it that will tell them as they get low on fuel where the next gas station is. They don’t have to worry about it. You know, they can put their playlist and they can have their favorite music and, you know, navigates them home. So they have to be home by a certain time. They know they’re not gonna be late. And they’re just, you know, 15 minutes later, they love it. They can’t live without it. So, yeah, sometimes it’s difficult to get new ideas out of consumers. But, you know, usually if you can show them something, they can see and feel you can get the right answer.

凯蒂(00:31:00)看到的是在许多方面相信,我想,太,这是真的 - 这是有趣的。你知道,有研究表明越来越多,每年消费者在一边倒的品牌,他们所认为的创新。

凯蒂[零时31分17秒]他们期待自己喜爱的品牌,以及购买的品牌,将会是创新的,并继续准备好让他们感到兴奋的下一个最好的东西。这是一个有趣的角色。创新者发挥作用,创新型组织发挥作用,真正描绘未来,让消费者为未来的生活做好准备。

加里[0点31分44秒]是的,我刚在一月份参加了CES,消费电子产品展,非常令人惊讶。现代和优步在那里有一个四轴飞行器。你知道,它——它可以自动从一个屋顶飞到另一个屋顶,很轻松。

加里[0时32分03秒]内本市拥堵,你知道的产品年复一年关闭它,如果它曾经出现。但它 - 这是疯了,你知道,多远他们 - 他们正在推出和向人们展示什么可以帮助他们获得在未来作好准备。有到一个平衡点。你知道的,有竞争力的威胁,很明显,如果你显示 - 显示太早,你给一个 - 你放弃了关键信息的公司,如果你表现得太晚,你的风险客户采用。但我认为,每个 - 各类型的技术,有一个平衡。我认为你是对的。要知道,消费者越来越多正在寻找技术和自己的产品。

加里[0时32分42秒]我们肯定看到了汽车的空间是看到人们购买不是基于马力和扭矩汽车,但你知道,这 - 显示器和仪表板的大小。这样的事情肯定改用更有面向高科技世界的。我们需要保持领先的那个。

凯蒂(00:33:02)我们做了一些 - 这是沿着相同的路线。我们做了相当多的研究,在那里我们看到了创新的故事模式不为人知的内容。乐动体育足球

凯蒂(00:33:10)因此,我们分析了数千种不同的创新故事和我们确定整个都集中在创新,这将是破坏性的,尤其是颠覆性的技术,故事非常类似的模式。我们就叫它 - 我们称这种模式打乱叙事。而且基本上在以英雄为事物的未来状态一种创新的故事斜靠的。而故事的高潮通常是会让你的生活还是什么经验,这将创造什么样的影响。所以在那种创新故事的叙述很展望未来。And it places the innovation within this larger vision of what the future looks like, because if if users or even internal stakeholders can’t envision it, if they can’t relate to it, if they can’t sort of see the steps that would take us into that future, then it becomes a lot easier to say, no, not now or to say I can’t – I can’t imagine that. And so that that kind of disrupting the narrative story pattern helps break down that doubt and put yourself in that future.

凯蒂[0点34分18秒]我知道这些技术以不同的方式围绕着飞行和通勤,比如以不同的方式在我们的环境中移动,尤其是在你的城市中心乘坐一架无人机飞行,这真的可以……

凯蒂(00:34:34)这可以是一个真正的破坏性之一。当然像弹弓,太像你必须能够预见未来将是什么样子。

凯蒂(00:34:44)所以,所以,无论如何,我 - 我曾经爱过我们所津津乐道。它是如此有趣的思考消费者怎么样,你知道,数字显示器可能不知道,这正是他们一直想,直到他们那种摆在未来,可以预见这将如何影响他们的经验和他们的生活。

加里(00:35:02)是的,这很有趣。你知道,我希望我们能拿出一些秘密代码,知道人们想要什么的明天。但是员工,我们的用户是在那里每天都和现在的感觉。高点,但也是最低点。有很多在学习的 - 这一点,你知道,也许你在雪地车之旅树林就出局了。你遇到一定的痛点,你一遍又一遍碰上它,那里只是没有很好的替代品。你回来的工作,你找到一个方法来解决。我想,我想你会一直在朝着正确的方向前进。这就是关于宝来的伟大的事情是,几乎所有的员工都是用户那里。他们出去兜风每到周末,他们会遇到像一个真正的客户。 And they get to come back to work and say, I want to make this better. And not only do I want to make it better for myself, but I want to make it better for all the people that buy our products and that type of innovation. That’s it’s driven by consumers because the employees are the consumers. And I think I think that. Living in your customers shoes, no matter what industry or and is, is always critically important to truly understanding the pain points of your customers and – and motivating you to work to solve those – those problems. You know, I tell – I tell our new employees all the time. It’s like as long as you’re as long as you’re working on something that’s solving a customer pain point, you’re working on a good thing. I mean, that can never be a waste of time.

加里[0点36分30秒]那是永远不能失去的努力。如果你正在做的事情让我们的客户感到痛苦,那是一件很值得做的事情。我认为我们很幸运,因为我们做的是前台基金产品,我们的员工喜欢用这些产品,然后回来工作,再工作,让它们变得更好。

凯蒂(00:36:46)我喜欢它说话同情的力量,能够把自己在用户的鞋和它的作品了真的很好。

凯蒂[0点36分53秒]如果你有这样的公司,他们的工作之一,这里的人都这么热情,那种想的要带来他们自己的,你知道,个人爱好和生活方式为他们的产品设计,那就是这是一个真正伟大的甜蜜点。我想,也许不会有同样的,你知道,那里有没有为创新者和使用者与最终用户之间的亲密得多不是很可能其他企业。

凯蒂[0时37分23秒]于是想着也就是让自己的身体之外,多么强大与别人交谈,同情,看到生活是什么样的最终用户或人的方方面面谁试图支持试图样的活in their shoes and and make sure that whatever you’re doing, like you said, is solving an urgent problem for them.

加里[0时37分46秒]这还不够。你知道,离开办公室。和你的客户出去逛逛。不是五分钟,不是半小时,而是几天。你知道,和他们呆在一起,你知道,至少一天8个小时,如果不是很多的话。看看你是否在设计桌椅,看看它们是如何坐在抹布上的,看看它们白天是如何工作的。如果你正在设计一个完整的办公空间,你知道,花时间在这些空间里。如果你在火车头上工作,你可以把它放在铁轨上,然后和一名工程师一起乘火车,看看每天的使用情况。你会拿走那些你坐在你的格子间附近从未想过或理解的东西。

凯蒂(00:38:25)我爱。这是一个很好的建议。最后一个问题。你看过亚马逊Prime上的幻影湖吗?

加里(00:38:32)我还没有看到亚马逊幻影湖。

凯蒂[0时38分35秒]这是一个新的系列。那么,用户体验和亲近的创新来讲,我从来没有在一辆摩托车上。我会说,从一开始。我知道我真正感兴趣的,现在,我们的谈话之后。但是 - 但是我一直在看所谓的幽灵湖系列,仅仅是像现在的趋势亚马逊。它是可怕我,因为它是所有关于你知道,没有经验的车手试图走出去一个非常具有挑战性的线索首次。而且它的凉爽。我的意思是,这不是我不应该说这是可怕的我。这是鼓舞人心,因为 - 但它让我意识到它是多么难骑摩托车。我不知道这是什么,需要这么大的本事。

加里[0时39分22秒]是的,这是-我不知道是否-如果你开始得足够早,它自然就来了。他们说,这就像骑自行车。但是,是的,我要去亚马逊上看看《魅影》。有趣。

凯蒂[○时39分35秒]是啊。我给你的新手社区感,我想,或者谁是主动地学习最少的人。

加里[零点39分41秒]嗯,这是很好的。我的意思是。是的,我的意思是这是你知道的,这是另一个角度来看,我想的是,北美的只有约3%其实骑摩托车。因此,有97%的人口在那里, - 这是害怕它还是不愿或因任何原因不。这就是你怎么了。这是一两件事,与我个人的斗争。像我骑我的整个生命。所以,我不明白它的一侧。但是,如果你能 - 如果你能学习和了解,对消费增长是的,你可以得到。如果你能打破这些 - 这些障碍,这就是,你知道,什么弹弓是一部分了。 All right. Maybe two wheels isn’t your thing, but maybe three wheels is maybe.

加里[0时40分20秒]也许,凯蒂,开始了一个弹弓,我们将工作的方式进入印度的童子军。

凯蒂[0点四十分26秒]这是正确的。太棒了。我喜欢这样的对话。加里,我非常感谢你今天抽出时间来和我们谈话。谢谢收听播客。

加里[0时40分36秒]太好了,凯蒂,非常感谢你邀请我。祝你有美好的一天和周末。

凯蒂[0时四十分39秒]谢谢。你,太。

加里[零时四十分40秒]行。再见。

凯蒂[0时40分41秒]再见。

你可以多听一些创新播客的不为人知的故事

*面试不是个人或企业的认可。

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