Research Presentation

BSBINN502
 Instagram is a free, online photo-sharing application and social network platform
that was acquired by Facebook in 2012. It was created by Kevin Systrom and Mike
Krieger, and launched in October 2010 exclusively on iOS. Instagram allows users to
edit and upload photos and short videos through a mobile app.
 Instagram has a fantastic affinity with highly visceral industries such as fashion,
where the brand has already forged a great number of strong partnerships. The
platform has provided the industry with the ability to increase the depth of their
storytelling and narratives, showing backstage photos for example, or images of
industry on the other side of the lens such as that of the photographers, make-up
artists, and bloggers.

Innovation Report: Instagram

 The platform has implemented innovative practices to improve user experiences within this niche.
The “Explore” function displays personalized results of channels users are likely to be interested in,
and the app’s Hyperlapse video recording features are perfect for creating time-lapsed videos of hair
of make-up routines.
 Recently, Instagram have massively ramped up the advertising provisions within the app with new app
APIs. It’s been a highly positive development and brands in the fashion as well as wider industries are
beginning to enjoy the ability to share content, which users are engaging with just as they would with
other content.
 Today, 86 percent of the top global brands are active on the platform, which is a powerful
endorsement for the validity of the platform as a marketing and advertising channel.

Innovation Report: Instagram

 Challenges encountered by Instagram include:
 News feed problems, as reported by atleast 52% of the users
 Stories problems, as reported by atleast 39% of the users
 Posting problems, as reported by atleast 8%
 Posting at Optimum Times
 Responding to Comments

Innovation Report: Instagram

 7 dimensions of innovation
 1. A managed innovation process
 - Innovation process management (IPM) a systematic approach to nurturing the creative
capabilities of employees and creating a workplace environment that encourages new ideas for
workflows, methodologies, services or products.
 2. strategic alignment
 - Strategic alignment is the process of linking innovation strategy with corporate vision, goals,
objectives, and strategies. Everyone in the company can stay aligned with the strategic intent if it is
clearly defined.
 3. industry foresight
 The Strategic Foresight and Innovation program focuses on creating innovative business models
and financial sustainability for new products, services or organizations. The business world thrives on
innovation and this program teaches better strategic thinking.
 4. consumer/ consumer insight
 A customer insight, or consumer insight, is an interpretation of trends in human behaviors which
aims to increase effectiveness of a product or service for the consumer, as well as increase sales for
mutual benefit.
7 dimensions of innovation
 5. core technologies and competencies
 To build innovation muscle, companies must include innovation in their competency models. A
competency is a persistent pattern of behavior resulting from a cluster of knowledge, skills, abilities,
and motivations. It could be customized to address the specific needs of a company or industry.
 6. organization readiness
 Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-
level construct, readiness for change refers to organizational members' shared resolve to implement a
change (change commitment) and shared belief in their collective capability to do so (change
efficacy). The Stages of Change model describes five stages of readiness - precontemplation,
contemplation, preparation, action, and maintenance - and provides a framework for understanding
behavior change (DiClemente and Prochaska, 1998).
 7. disciplined implementations
 Disciplined implementation is necessary for strategic delivery.
Ways that organization and team dynamics can affect the
workplace innovation system
 Different management and leadership styles can support innovation. Leaders are
accountable to assemble teams and lead them to optimal performance outcomes. An
effective leader recognizes the importance of embracing differences in people and knows
how to connect the dots amongst those differences to get the best outcomes from the team.
This is what cultivates a workplace environment of continuous improvements, innovation
and initiative. Leaders must foster a commitment from the team to embrace an innovation
mindset where each employee learns to apply the differences that exist in one another for
their own success and that of the organization.
 However, different management styles can also hinder innovation. The traditional top-down
structure in organizations can be a powerful inhibitor to innovation. It is a reflection of a
command and control style of leadership where orders are issued at the top and followed by
the ranks. People lower down the organization who have great ideas can feel inhibited
about promoting them. They feel it is disrespectful to challenge the command chain. Most
modern businesses try to overcome this with open communication and employee
empowerment. But there is a more radical alternative – destroy the hierarchy altogether.
Principles in innovation
 First: Innovation starts when people convert problems to ideas. New ideas are born
through questions, problems and obstacles. In order for the innovation process to
flourish, it needs a climate that encourages inquiry and welcomes problems.
 Second: Innovation also needs a system. All organizations have innovation systems.
Some are formal, designed by the leadership, and some are informal, taking place
outside established channels. Systems for innovation fall into one of five categories:
originator-assisted; targeted innovation; internal venturing; continuous
improvement; or strategic transfer.
 The third principle: Passion is the fuel, and pain is the hidden ingredient. Passion is
what propels ideas. It’s what transforms other resources into profits, but it never
shows up on a balance sheet. Unfortunately, when pursuing a passion or following a
dream, pain is part of the process. Innovation leaders need to take the pain with the
passion and learn to manage both effectively.
Principles in innovation
 A fourth principle that underlies the methods for innovation: Co-locating drives
effective exchange. Co-location refers to physical proximity between people. It is a
key for building the trust that is essential to the innovation process. It also increases
the possibility for greater exchange of information, stimulation of creative thinking
in one another and critique of ideas during their formative stage.
 And lastly: Differences should be leveraged. The differences that normally divide
people — such as language, culture, and problem-solving styles — can be a boon to
innovation. When differences are used constructively, they can be leveraged to
enhance and sustain the innovation process.
Processes for idea generation and evaluation
 Idea generation is a crucial process for businesses looking to innovate and gain competitive
advantage.
 Methods for idea generation includes:
 Brainstorming
Probably the most well know idea generation exercises are brainstorming and mind mapping.
Brainstorming is a process which involves coming up with as many solutions for a specific problem
as possible. This activity can either be done individually or in a group or sometimes a combination
of both.
 Mind Mapping
 Mind mapping is a visual framework representing tasks, concepts or items linked to a central
concept. The main benefit of this technique is to help organize and categorize ideas faster so
you can more quickly identify relationships between concepts. In fact, mind mapping can be
useful for inspiring or uncovering connections you wouldn’t normally think of or see. For
example, if you’re looking for ways to increase product sales, a mind map may illuminate new
ways to think about how you message the product offerings or approach marketing overal
Processes for idea generation and evaluation
 Idea evaluation
 Methods on how ideas are evaluated:
 Business Assessment
 There are a number of ways to judge an idea against pre-defined criteria: the five-
star assessment, idea scoring, ROI analysis, cost analysis. Some tools even allow
you to weight the criteria so that you can prioritize not just against the ratings,
but against the different criteria themselves.
 Pairwise Comparison
 Organizations will put up ideas right next to one another and ask which idea is
preferred? This generates a ranking system for an entire list of ideas with the most
commonly chosen ideas appearing on top and the least selected at the bottom.