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An
INNOVATION PRIMER
L EA R N I N G + L EA D I N G
INNOVATION
M ARRIOT T INTERN ATION AL
WHAT DOES INNOVATIONMEAN TO ME?
LEARNINGINNOVATION
LEADINGINNOVATION
METHODS + TOOLS
CONTENTS
Culture of Innovation ................................ 8
An Innovation Mindset .......................... 10
Spectrum of Innovation ........................ 12
Design Thinking ...................................... 16
5 Innovation Skills .................................. 18
ISI Innovation Process + Tools ............ 20
Your Role in Innovation ......................... 54
Resources ................................................ 57
[ self-directed ]
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CULTURE OF INNOVATION
AN INNOVATION MINDSET
SPECTRUM OF INNOVATION
LEARNINGINNOVATION
WHAT ISINNOVATION?
“the introduction of something new”Merriam-Webster Dictionary
“the profitable implementation
of strategic creativity”Elaine Dundon, The Seeds of Innovation
INNOVATION HAS TO BE OWNED BY ALL OF US.”
— ARNE SORENSON
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WHAT IS A CULTURE OF INNOVATION?
WHYA culture of innovation is open to new thinking and
experimentation with new ideas that generate exceptional guest experiences and business value.
Innovative organizations cultivate the talent, processes, and systems necessary to expand and evolve
their business forward.
OBJECTIVEActivate a strategy and approach for building a culture
of innovation, in order to:
1) Differentiate our Brands2) Deliver New Products, Services and Business Models
3) Gain Competitive Advantage
A culture of innovation is
OPEN TO NEW THINKING and experimentation.
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More than a buzzword,
INNOVATION IS A
MINDSET, PRACTICE + OUTCOME
critical to consumer relevance and sustained competitive advantage.
ADOPTING AN INNOVATION MINDSET
CUSTOMER-FOCUSED CREATIVE
PROTOTYPE-DRIVEN ENTREPRENEURIAL
COLLABORATIVE QUESTIONING
suggests the following behaviors:
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SPECTRUM OF INNOVATION
The spectrum of innovation allows us to understand the correlation between innovation tier, investment risk,
product and service offerings, and potential outcomes in terms of loyalty and competitive advantage.
This enables us organizationally to better align, design and calibrate our innovation efforts.
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DESIGN THINKING
5 INNOVATION SKILLS
ISI INNOVATION PROCESS + TOOLS
METHODS + TOOLS
Design thinking is a proven approach that puts a focus on the consumer. As a result, the solutions that result better meet a customer need, as well as operational
and financial expectations.
CONSUMER
CON S UM E R F I N A N C I A L
O P E R A T I O N A L
THE DESIGN THINKING APPROACH
OPERATIONAL
FINANCIAL
DESIGN THINKING TO INNOVATE
HOW CAN A HOTEL BECOME A SPACE OF POSSIBILITY?[ self-directed ]
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CHALLENGING common wisdom with the power of
provocative questions.
Carefully WATCHING the world in order to scrutinize common
phenomena.
CONNECTING seemingly unrelated questions, problems,
or ideas.
TRYING new experiences and piloting new ideas, continuously testing, learning and iterating.
SEEKING feedback from individuals who vary wildly in their backgrounds and
perspectives.
These five ‘discovery skills’ are core to Design Thinking and enable entrepreneurs to uncover,
develop and monetize big ideas.
5 INNOVATION SKILLS
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1 2
IMMERSION INSIGHTS STRATEGY
3 4 5
DESIGN DELIVERY
*THE FRONT-END OF THE MARRIOTT INTERNATIONAL I2M/INNOVATION TO MARKET PROCESS.
Leading design and innovation firms and corporate groups are employing these approaches to uncover options for growth and innovation.
INNOVATION HAPPENS BY DOING, OBSERVING + ITERATING.
ISI INNOVATION PROCESS*
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ISI INNOVATION PROCESS* TOOLS
1 2
IMMERSION INSIGHTS STRATEGY
3 4 5
DESIGN DELIVERY
analogous research
fieldwork
business opportunity
briefs
narrative
storytelling
brainstorming
synthesis
concepting
prototyping
partnerships
experimentation
hand-offdecision-making
*THE FRONT-END OF THE MARRIOTT INTERNATIONAL I2M/INNOVATION TO MARKET PROCESS.
Intuitive and simple to use, these tools support every step of our ISI innovation process,
accelerating and enriching outcomes.
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Structured immersion aligns us on objectives, grounds us in what’s important, and inspires us to generate new options.
FIELDWORK ANALOGOUSRESEARCH
EXAMPLES:Future TrendsConsumer InterviewsCompetitive Research EXAMPLES:
Business GoalsHotel Processes
Brand Objectives
EXAMPLES:Financial Performance
Profit Margins
1
OPERATIONAL
FINANCIAL
IMMERSETHROUGH THESE FINDINGS
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CONSUMER
Is a method used to gather information from consumers by capturing stated needs and
observing unstated needs.
It helps us build our fact base, and our observations can then be translated into insights.
Fieldwork captures both consumer needs (what they want)
and behaviors (what they do).
HOW DO YOU OBSERVE CUSTOMERS TODAY?[ self-directed ]
FIELDWORK
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4 TIPS forOBSERVATION
1) Be open to new ways / places
2) It’s about what you see, not what you think
3) Observe the people and the environment
4) Take notes, pictures, and sketch to remember
FIELDWORK
1) Identify who
2) Build rapport
3) Listen 90%, talk 10%
4) Evoke stories and ask open-ended questions
5) Ask why
6) Ask for sketches for better visualization
7) Take notes
7 TIPS forINTERVIEWING
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ANALOGOUS RESEARCH
Analogous Research takes us outside our usual observations to look at trends and get inspiration to look at things in
a new way.
2 WAYS Analogous Research is helpful:
1) Provides inspiration early on
2) A change in perspective is good when you have a hunch
Analogous Research is about finding the place, then using Fieldwork to
capture observations. TESLAVIRGIN GALACTIC
MUSEUMSRETAIL
LIBRARIESCUSTOM CLOSETS
FURNITURE MANUFACTURERSHIGH-END KITCHEN DESIGNERS
OTHER HOTELS,AIRBNB
RESIDENTIAL CONDOS& APTS.
[ EXAMPLE ]
WHAT PLACES COULD YOU VISIT TO CONDUCT ANALOGOUS
RESEARCH FOR GUEST ROOM DESIGN?
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2With internal and external collaborators,
we take findings from immersion and translate them into opportunities.
SYNTHESIS BRAINSTORMING
1) Framed with a customer voice
2) From a mix of hard and soft data
3) “Springy” so lots of ideas come to mind quickly
INSIGHTSSHOULD BE:
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WHAT IS SYNTHESIS? Synthesis is the process of taking lots of
seemingly unconnected stories and insights and grouping them into themes and patterns.
It’s a messy and long process - aggregating, editing, condensing data and thoughts to create
a clear direction for ideation.
Great synthesis helps us translate insights into opportunities.
IMMERSION DATA
SYNTHESIS
INSIGHTS OPPORTUNITY
SYNTHESIS
1) Use diverse inputs. Mix the hard (facts / figures)
with the soft (stories, observations, quotes).
2) Dig deeper. Always ask ‘why?’ to reveal deeper
meanings and hidden solutions.
3) Edit & filter. Be prepared and willing to let go of ideas.
4) Tidy up your space. Keep important notes front and center.
WHEN TO USESYNTHESIS
SYNTHESIS
4 TIPS forSYNTHESIS
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The best way to have a good idea is to have lots of ideas. This is something we already do, but there are ways
to make it more fruitful. Conducting a really good brainstorm involves lots of discipline and takes a fair
amount of preparation.
Make sure to use brainstorming on a regular basis—not just to search for
the next “big idea.”
BRAINSTORMING
6 STEPS toSUCCESSFUL
BRAINSTORMING1) The warm up
2) Frame up the challenge
3) Generate ideas individually
4) Post and group like ideas; team collaboration
5) Prioritize and rank
6) Report out and vote
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3Bring back your original business objectives, now with a fresh lens on consumer insights and ideas. This should be the intersection of what could be /
what should be and our strategic objectives.
During prioritization, consider how your concepts meet the original business goals.
Do the ideas address a consumer need?
Do the ideas provide a differentiated experience?
PRIORITIZATION
A decision matrix is a simple framework to help figure out focus areas to suit a business need.
OPPORTUNITY
BUSINESS OBJECTIVESDoes it align with the mission, vision, project goals,
financial, PR, etc...
Does it align with our insights?
PRIORITIZATION(METHOD USED IN STRATEGY)
CREATING ADECISION MATRIX
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Selected concepts go through detailed design and more refined or involved prototyping such as
full-scale mock-ups and renderings.
CONCEPTING EXPERIMENTATIONPROTOTYPING
IMMERSION INSIGHTS
FIELDWORK ANALOGOUS RESEARCH SYNTHESIS BRAINSTORMING
1 2
4
USING DESIGN toBUILD OUT AN IDEA
CONCEPTING
EXPERIMENTATION
PROTOTYPING
BRAINSTORMING
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A concept is a key idea from the insights chosen to be built out. This helps us clarify the value
to the customer and the brand.
With additional details, we can better update or involve other stakeholders, identify the unknowns, and determine how to proceed.
1) NAME: Simple, memorable, and conveys feeling
2) VISUAL: A clear, visual representation that sticks with the viewer
3) RESEARCH AND INSIGHTS: What insights does the idea ladder up to? What need does it serve?
4) CONSUMER EXPERIENCE: How does this work from a consumer lens? Why is it compelling?
5) ATTRIBUTES: What are the major features?
6) OPERATIONAL CONSIDERATIONS: How will this work? What other things need to be considered to make it happen?
ANATOMY OF A CONCEPT SHEET
CONCEPTING
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Prototypes need to be built enough to evoke the desired experience, but shortcuts can be taken to test out the idea.
RAW PERFECT
PROTOTYPE
5 TIPS forPROTOTYPING
1) STORYBOARD IT: Imagine how a customer would interact with the idea.
2) BE CREATIVE AND VISUAL:
Envision the scenario through drawings and mock-ups. 3) EXPERIMENT:
Use low-resolution materials to quickly assemble a prototype for people to react to.
4) ITERATE AGAIN AND AGAIN: Try, learn, and try again. The best prototypes change consistently and significantly over time.
5) BE PREPARED TO SHARE: Tell the story to help develop your thoughts and build on the idea.
PROTOTYPING(METHOD USED IN DESIGN)
PROTOTYPING
SHOULD BE:
1) Low cost
2) Quick
3) Visual
BENEFITS:
1) Mitigates risk
2) Allows you to refine
3) Expresses your idea
4) Allows room to iterate
5) Requires minimal investment
6) Can be done by anyone
PROTOTYPING
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Introducing a new idea as an experiment allows us to test its viability and show others what’s possible.
It also makes us more agile and will get us to the best solution faster.
A Proof-of-Concept (POC) is an initial trial version of
a product or service.
POCs: Measure how an idea meets customer needs
Make us more agile to get to the best solution fasterAllow us to measure and learn in real environments
Help improve the customer experience or generate value
1) ENGAGE OTHERS:
Start by enlisting people who are already on board to participate. Once they have seen that their idea provides value, test the idea with people more skeptical.
2) START SMALL: Scale your experiment down to minimize the risk - start with an hour, a single customer, a single shift.
3) GO FOR QUANTITY: Introduce multiple variations on your idea simultaneously so people understand that some directions will fail, while others can evolve.
4) BE PREPARED TO SHARE: Use constructive feedback to improve an idea for the next round.
4 TIPS forEXPERIMENTATION
EXPERIMENTATION
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Come up with simple measures to see if the idea is
working or not. Think about the business goals, as well as
the brand, consumer, operations, and financial impacts.
CATEGORY THOUGHT STARTERS
BRAND - differentiate the brand?
- generate buzz?
CONSUMER - new and relevant?
- enhance the customer experience?
- resolve pain points?
OPERATIONAL - executable by operations?
FINANCIAL - generate revenue?
- increase profit?
DEFINE A FEW METRICS YOU WOULD MEASURE DURING EXPERIMENTATION.
EXPERIMENTATION
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[ self-directed ]
Proof-of-Concept learnings are incorporated into the plan
as we document how to deploy a new program.
Giving our collaborators the information they need to realize the initiative is
crucial to our success.
A crucial part of the process is when we hand off our work.
Hand-off should happen when there is a viable product
that needs to be scaled for pilot.
It’s vital that we know how and what to communicate
about our work, so that the core of the idea doesn’t
get lost in translation.
5
HAND-OFF
HAND-OFF (METHOD USED IN DELIVERY)
Things to COMMUNICATE AT HAND-OFF
1) CORE ELEMENTS: Key characteristics of the project
2) GUIDING INSIGHTS: Observations and key learnings
3) KEY PRINCIPLES: Core truths used throughout the design process
4) ROAD-MAP: Requirements for now, how to add later
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YOUR ROLE IN INNOVATION
RESOURCES
LEADING INNOVATION
Innovation is a driver for personal, professional and organizational growth, ultimately unlocking shareholder value for our company.
Action innovation now by following these easy steps:
1) SHARE WHAT YOU’VE LEARNED with your teams; become an innovation advocate.
2) ACTIVATE YOUR NEW SKILLS and apply them to solving business challenges.
3) INSPIRE YOUR TEAMS and multiply the value of innovation across the organization.
4) DRIVE OUR BUSINESS FORWARD by continually,
learning, challenging and leading innovation.
LEARNING + LEADING INNOVATION
TAKES COURAGE AND HARD WORK
As innovators and advocates for innovation, we need
to encourage and amplify a culture of innovation across
our organization globally.
An innovation mindset promotes openness to new thinking,
experimentation and constant learning, allowing us to
understand and respond quickly to change. Applying the
spectrum of innovation allows us to calibrate our innovation
efforts relative to risk vs reward.
Design thinking intersects consumer, operational and
financial needs for more focused, impactful outcomes.
Our simplified innovation process and tools speed and
magnify new ideas and business value.
4 STEPS toLEADING INNOVATION
YOUR ROLEIN INNOVATION
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WHAT I’VELEARNED
[ self-directed ]
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An innovation discipline, internal to Marriott
International, focused on delivering new products,
services and experiences that differentiate our
brands and drive competitive advantage.
Information contained in this Innovation Primer
may be found on www.isistudio.com
(password: innovation), together with case
studies and other materials.
For additional questions, feel free to email
insight, strategy + innovation
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NOTES
SUCCESS IN INNOVATION IS ULTIMATELY ABOUT HOW QUICKLY WE CAN LEARN.”