by: Chris Lawer
Despite the favourable evidence, many managers stay true to their belief that customers are incapable of contributing much of significant value to a firm’s innovation activities (how often have you heard the “but no customer ever invented the Sony Walkman!” retort). They contend that customers cannot envision new products and services because their eyes are permanently trained on the rear-view mirror. In other words, they are only able to define their needs and requirements in terms of what is currently available on the market. Companies who avidly “listen to the customer”, the argument runs, will limit themselves to bland, low-risk and incremental innovation.
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