When it to comes to innovation

innovation

   A pure product of evolution himself, he started his career as a classics teacher and is now vice chairman of Ogilvy Group - stopping at the planning department and working as a copywriter along the way.
   Though, as an ad man, technology had a huge influence on the way he works with clients, what he's really interested in is consumer behaviour.
   When we sat down just before Christmas, I'd been told to question him about tiny tweaks in design that have mind-boggling changes, starting with the change of a button...
   It’s called the $300m button. There was once an e-commerce site that, once you’d filled your shopping basket and clicked on buy, gave you two choices. Sign-in or register. For reasons that aren't 100% clear, people really dislike handing over personal information before they've bought something, since it's seen an asymmetric transaction. Once a purchase has been made, it's a necessity that you need my email so that you can contact me – but I'm not doing that until I’ve bought.”
   He explained that the site changed the text on the button from 'Register' to 'Continue', and added a line explaining that you didn’t have to register but you'd have a chance to later. That single change, which cost about $15 to implement, influenced sales in a way that was directly attributable to the change over the following year by $300m.
    What's interesting is that there was no massive aversion to registration. Of the people that bought, 90% went on to register or save their details. It was just the order to which it was done, and the fact that you felt you were being put into a cleft stick.”
    Usability is the name of the game here. A large proportion of the most important people in the software business now are effectively usability experts – and trivial changes really make a difference. So one of the things Sutherland says we need to do is dare to be trivial.
   But how do you do that? The search for innovation is a little like jumping on a hamster wheel, ever chasing after your own tail and striving for the next,adidas 11pro sl trx fg review,bigger, better thing. How do you not get caught up in such madness?
    All really successful innovations aren't simply technological. There's a very clever psychological aspect to them. I worry now that we’re too preoccupied with technical innovation, in other words,adidas 11pro sl trx fg black red,what can we do with silicon, and too little with what people actually want.”
   He explained that many businesses are doing things just because they're possible. Those ideas might not all be complete psychological duds,adidas 11pro sl trx fg firm ground soccer shoes,they may simply be ahead of their time. You have to wait for a market to catch up in some cases because the pace of innovation we now experience is often too fast for people's natural rate of adoption.
   Very often, innovations that are now successful had a precursor 10 years ago that didn't quite work. Take PointCast for instance, a little bit of software that sat on your desktop and downloaded news stories when you weren't using your bandwidth. That was an app before its time.”