Hunches & Questions
At Peer Insight, we're big fans of assumptions. We find that by surfacing them early, we can generate focused questions and design our research to enable us to confirm or disconfirm them efficiently. In the pursuit to validate (or invalidate!) them, we'll uncover insights that both focus our path forward, but also reveal new, more specific assumptions. This process of anchoring to assumptions ensures that we stay on course, zero-in on the areas where we have the most uncertainty, and also continually identify any blindspots we might have. Below is our initial list of assumptions along with some examples of the types of questions we'll ask to put them to the test on our listening tour.
CIGs need to calibrate and right-size the type and amount of risk they carry  relative to the rest of the organization, and  on individual projects they pursue (i.e. portfolio strategy).
"How are you thinking about  strategic risk factors (sponsorship, space, metrics, etc.) and  project risk factors (technical and economic risk)?"
Where/when do you tend to carry too much risk?
What stands in the way of moving to more optimal risk level?
CIGs need a "Charter" that specifies how to navigate murky waters, prioritize resources, make decisions, and communicate their mission back to the larger organization.
"Tell us about your CIG…"
How has it evolved to what it is today?
How do you approach/think about...
- Your “charter” / mandate
- Your innovation process + methodology
- Your decision-making process
- Your ROI / external evaluation criteria
- Your success metrics / internal evaluation criteria
- Your funding mechanisms and budget(s)
- Your staff/talent/team
- Your project pipeline (sourcing and choosing)
- Communicating work internally (i.e. to non-innovation employees)
- Communicating work externally (i.e. to clients/customers, partners, shareholders)
- Coordinating work with business units/core business
- Scaling innovation projects
- Location of the CIG / facility
CIGs support disruptive innovation by examining, investigating and testing entirely new business models.
"How are you thinking about business model innovation?"
How do you effectively test and scale new business model concepts in a way that doesn’t tigger BUs to come in and slow/stop momentum?
CIGs need to deliver innovation back into the core business in a way that complements, as opposed to supplanting, existing lines of business.
"What is the process for integrating successful growth projects back into the core business?