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Advice You - Getting Ideas is the Easy Part- Here's What You Need for Innovation
Ideas, including good ones, come naturally to human beings. As Robert Tucker said: "Anyone who has ever taken a shower has had a good idea." But good ideas are only the starting point for innovation. No less an authority than Joseph Schumpeter put it this way: "to carry any improvement into effect is a task entirely different from the inventing of it, and a task, moreover, requiring entirely diff According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product erent kinds of aptitudes." In other words, it takes work to turn good ideas into something helpful and profitable. Get Ideas from Everywhere Human beings naturally have good ideas. They'll share them with you if you let them. But if you shoot down or ridicule every new idea you hear, people will stop sharing ideas with you. Companies that produce lots of innovation start with ideas. They encoura ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in ge idea sharing. As Jack Welch recommends, they get every brain in the game. They also know that most great ideas don't sound so great at first. Great ideas become great as people work at molding them and shaping them and stretching them into useful form. To get as many ideas as possible, create a climate where people can share ideas. They won't all be great ones. But some will and that's all yo lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. u need. The other advantage of getting ideas from everyone is that you'll benefit from ideas you didn't have to develop yourself. Learning from Others Not only do other people get lots and lots of ideas. Some of them take the time to work out the details that you wouldn't spend time on. My experience with yogurt is an example. I love yogurt and my favorite is fruit-on-the-bottom. For years I fi here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe ured I had two options. I could eat through the yogurt down to the fruit. Or I could stand there in the kitchen and mix the fruit and yogurt together by stirring with my spoon. Then, one day, I was at a friend's house and I watched his daughter take a container of yogurt out of the refrigerator and shake it vigorously. "What are you doing?" I asked her. The girl gave me a look that only a teenage d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro r can give to a slightly-subnormal adult. "Mixing up my yogurt." She was polite enough not to add the word, "stupid." What a neat trick! Now I shake my yogurt to mix it. Why didn't I think of that? I probably could have analyzed the problem and come up with the shaking solution, but what I did was working OK, so I didn’t look for anything better. Look around for innovations that others have crea ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc ted. Ideas that are almost sure to work are the best practices of other companies in your industry. But the breakthrough ideas often come from outside, from an industry that routinely solves a problem that's new to you. But, sometimes, innovations grow out of accidents or things that some curious soul happens to notice. Hmmm, that's Interesting Interesting things happen all the time. And they can easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi become the source of innovation. But someone has to notice and take the next step. At the National Institutes of Health, just like in laboratories around the world, researchers used frogs for experiments and often that involves surgery on the frogs. Researchers put the frogs away for the night in water that was filled with organisms that should have made the frogs sick. But the frogs didn't get s nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically ick. Thousands of researchers for dozens of years thought nothing about that. Then, in 1987, Dr. Michael Zasloff noticed and wondered why the frogs, with open wounds and in a septic environment weren't getting sick. I don't know what he said then, but I bet it was some variant of "Hmmm, that's interesting." That curiosity led Dr. Zasloff to the discovery of a new class of antibiotics, which he, bei and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ ng Jewish, named with the Hebrew word "Magainins." The fact is that while everybody gets good ideas, not everyone is good at spotting a fortuitous coincidence and then doing the work necessary to turn it into something worthwhile. Japanese researchers Teruyasu Murakami and Takashi Nishiwaki found that only 5 percent of the people in most organizations are "idea creators." They suggest that a furthe ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi 10 percent are idea supporters and promoters, but that 85 percent are "idea killers." It's easy to spot the idea creators in your shop. They're the people who always want to find out why something works the way it does or try out an idea about improving a process. Put them together with supervisors who are idea supporters and promoters and they'll be an unending source of innovation. But they prob ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a ably won't get it right the first time. Inventors Don't Know Everything You would think that the person who came up with a product idea or invention would be the best person to predict the uses for it. You'd be wrong. Thomas Edison is a good example. When Thomas Edison introduced his phonograph in 1877 he could think of several uses for it. Why, you could record the last words of people who were dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod about to die. You could teach spelling. You could make a talking clock. You could have a dictating machine for your office. What wasn't important to Edison was using the phonograph to play music. Maybe it was because he had hearing problems, but Edison thought that the reproduction of music was a frivolous use of his wonderful invention and cheapened its image. Other people didn't think the same cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin way. They liked the idea of using the phonograph to play music. When they wanted to create an early jukebox that would play music at the drop of a coin, Edison objected. It took him almost twenty years to accept the fact that playing music was the use that mattered most to people, that mattered most to the market. Don't fall in love with your technology. Don't think people will love what you love. tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen Remember Edison and the phonograph. Remember Sony. Sony was sure that their Beta format videocassette recorder would conquer the market and the world. It didn't, in part because the higher quality video that Beta offered was less important to customers and video rental stores than longer running time per cassette. In the end, the customer knows. Get the Customers Involved. Customers may not be a t? As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel ble to tell you what spiffy new products and services they will like, but that's OK. They can tell you what their problems are. They can react knowledgably and helpfully to an idea you've got for a product or service. And they'll find ways to use your product that you never thought of. This afternoon I was in the supermarket. A man near me was using his camera phone to beam a picture of a can back ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust to his wife at home. After he sent the picture, he put the handset to his ear, "Is that the right one?" he asked. He listened, then picked the can off the shelf and put it in his basket. The people who invented the camera feature for cell phones never imagined all the uses people put them to. My contractor uses his to check on a job across town without driving to see if an installation is done cor y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products ectly. People take surreptitious photos in locker rooms. They take pictures of auto accidents to use later in court. And, my favorite, my daughter sends me a picture of my grandson, at his birthday party two time zones away, while the party is in progress. Customers know best what works for them. That makes one of the best innovation strategies the simple one of getting the customers involved earl . As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de y. Give it a Try, and Quick! The company with perhaps the most amazing record of innovation over the last century is the 3M Company. William McKnight was hired as an assistant bookkeeper at 3M in 1907 for the princely sum of $11.55 per week. He rose to become president in 1929 and was chairman of the board from 1949 to 1966. In that time he created the innovation culture that made 3M famous. As I elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip was working on a way to close this piece, I discovered a collection of his sayings that seemed better than anything I could say. Here they are. "Listen to anyone with an original idea, no matter how absurd it might seem at first." "Encourage, don't nitpick. Let people run with an idea." "If you put fences around people you get sheep. Give people the room they need." "Give it a try, and quick! tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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