innovation case study template

Business growth

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16 case study examples (+ 3 templates to make your own)

I like to think of case studies as a business's version of a resume. It highlights what the business can do, lends credibility to its offer, and contains only the positive bullet points that paint it in the best light possible.

Imagine if the guy running your favorite taco truck followed you home so that he could "really dig into how that burrito changed your life." I see the value in the practice. People naturally prefer a tried-and-true burrito just as they prefer tried-and-true products or services.

To help you showcase your success and flesh out your burrito questionnaire, I've put together some case study examples and key takeaways.

What is a case study?

A case study is an in-depth analysis of how your business, product, or service has helped past clients. It can be a document, a webpage, or a slide deck that showcases measurable, real-life results.

For example, if you're a SaaS company, you can analyze your customers' results after a few months of using your product to measure its effectiveness. You can then turn this analysis into a case study that further proves to potential customers what your product can do and how it can help them overcome their challenges.

It changes the narrative from "I promise that we can do X and Y for you" to "Here's what we've done for businesses like yours, and we can do it for you, too."

16 case study examples 

While most case studies follow the same structure, quite a few try to break the mold and create something unique. Some businesses lean heavily on design and presentation, while others pursue a detailed, stat-oriented approach. Some businesses try to mix both.

There's no set formula to follow, but I've found that the best case studies utilize impactful design to engage readers and leverage statistics and case details to drive the point home. A case study typically highlights the companies, the challenges, the solution, and the results. The examples below will help inspire you to do it, too.

1. .css-1l9i3yq-Link[class][class][class][class][class]{all:unset;box-sizing:border-box;-webkit-text-fill-color:currentColor;cursor:pointer;}.css-1l9i3yq-Link[class][class][class][class][class]{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']{color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']:hover{color:#2b2358;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']{color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']:hover{color:#a8a5a0;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']{color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']:hover{color:#2b2358;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']{color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']:hover{color:#a8a5a0;}.css-1l9i3yq-Link[class][class][class][class][class][data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='inherit']{font-weight:inherit;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='normal']{font-weight:400;}.css-1l9i3yq-Link[class][class][class][class][class][data-weight='bold']{font-weight:700;} Volcanica Coffee and AdRoll

People love a good farm-to-table coffee story, and boy am I one of them. But I've shared this case study with you for more reasons than my love of coffee. I enjoyed this study because it was written as though it was a letter.

In this case study, the founder of Volcanica Coffee talks about the journey from founding the company to personally struggling with learning and applying digital marketing to finding and enlisting AdRoll's services.

It felt more authentic, less about AdRoll showcasing their worth and more like a testimonial from a grateful and appreciative client. After the story, the case study wraps up with successes, milestones, and achievements. Note that quite a few percentages are prominently displayed at the top, providing supporting evidence that backs up an inspiring story.

Takeaway: Highlight your goals and measurable results to draw the reader in and provide concise, easily digestible information.

2. Taylor Guitars and Airtable

This Airtable case study on Taylor Guitars comes as close as one can to an optimal structure. It features a video that represents the artistic nature of the client, highlighting key achievements and dissecting each element of Airtable's influence.

It also supplements each section with a testimonial or quote from the client, using their insights as a catalyst for the case study's narrative. For example, the case study quotes the social media manager and project manager's insights regarding team-wide communication and access before explaining in greater detail.

Takeaway: Highlight pain points your business solves for its client, and explore that influence in greater detail.

3. EndeavourX and Figma

My favorite part of Figma's case study is highlighting why EndeavourX chose its solution. You'll notice an entire section on what Figma does for teams and then specifically for EndeavourX.

It also places a heavy emphasis on numbers and stats. The study, as brief as it is, still manages to pack in a lot of compelling statistics about what's possible with Figma.

Takeaway: Showcase the "how" and "why" of your product's differentiators and how they benefit your customers.

4. ActiveCampaign and Zapier

Zapier's case study leans heavily on design, using graphics to present statistics and goals in a manner that not only remains consistent with the branding but also actively pushes it forward, drawing users' eyes to the information most important to them. 

The graphics, emphasis on branding elements, and cause/effect style tell the story without requiring long, drawn-out copy that risks boring readers. Instead, the cause and effect are concisely portrayed alongside the client company's information for a brief and easily scannable case study.

Takeaway: Lean on design to call attention to the most important elements of your case study, and make sure it stays consistent with your branding.

5. Ironclad and OpenAI

In true OpenAI fashion, this case study is a block of text. There's a distinct lack of imagery, but the study features a narrated video walking readers through the product.

The lack of imagery and color may not be the most inviting, but utilizing video format is commendable. It helps thoroughly communicate how OpenAI supported Ironclad in a way that allows the user to sit back, relax, listen, and be impressed. 

Takeaway: Get creative with the media you implement in your case study. Videos can be a very powerful addition when a case study requires more detailed storytelling.

6. Shopify and GitHub

GitHub's case study on Shopify is a light read. It addresses client pain points and discusses the different aspects its product considers and improves for clients. It touches on workflow issues, internal systems, automation, and security. It does a great job of representing what one company can do with GitHub.

To drive the point home, the case study features colorful quote callouts from the Shopify team, sharing their insights and perspectives on the partnership, the key issues, and how they were addressed.

Takeaway: Leverage quotes to boost the authoritativeness and trustworthiness of your case study. 

7 . Audible and Contentful

Contentful's case study on Audible features almost every element a case study should. It includes not one but two videos and clearly outlines the challenge, solution, and outcome before diving deeper into what Contentful did for Audible. The language is simple, and the writing is heavy with quotes and personal insights.

This case study is a uniquely original experience. The fact that the companies in question are perhaps two of the most creative brands out there may be the reason. I expected nothing short of a detailed analysis, a compelling story, and video content. 

Takeaway: Inject some brand voice into the case study, and create assets that tell the story for you.

8 . Zoom and Asana

Asana's case study on Zoom is longer than the average piece and features detailed data on Zoom's growth since 2020. Instead of relying on imagery and graphics, it features several quotes and testimonials. 

It's designed to be direct, informative, and promotional. At some point, the case study reads more like a feature list. There were a few sections that felt a tad too promotional for my liking, but to each their own burrito.

Takeaway: Maintain a balance between promotional and informative. You want to showcase the high-level goals your product helped achieve without losing the reader.

9 . Hickies and Mailchimp

I've always been a fan of Mailchimp's comic-like branding, and this case study does an excellent job of sticking to their tradition of making information easy to understand, casual, and inviting.

It features a short video that briefly covers Hickies as a company and Mailchimp's efforts to serve its needs for customer relationships and education processes. Overall, this case study is a concise overview of the partnership that manages to convey success data and tell a story at the same time. What sets it apart is that it does so in a uniquely colorful and brand-consistent manner.

Takeaway: Be concise to provide as much value in as little text as possible.

10. NVIDIA and Workday

The gaming industry is notoriously difficult to recruit for, as it requires a very specific set of skills and experience. This case study focuses on how Workday was able to help fill that recruitment gap for NVIDIA, one of the biggest names in the gaming world.

Though it doesn't feature videos or graphics, this case study stood out to me in how it structures information like "key products used" to give readers insight into which tools helped achieve these results.

Takeaway: If your company offers multiple products or services, outline exactly which ones were involved in your case study, so readers can assess each tool.

11. KFC and Contentful

I'm personally not a big KFC fan, but that's only because I refuse to eat out of a bucket. My aversion to the bucket format aside, Contentful follows its consistent case study format in this one, outlining challenges, solutions, and outcomes before diving into the nitty-gritty details of the project.

Say what you will about KFC, but their primary product (chicken) does present a unique opportunity for wordplay like "Continuing to march to the beat of a digital-first drum(stick)" or "Delivering deep-fried goodness to every channel."

Takeaway: Inject humor into your case study if there's room for it and if it fits your brand. 

12. Intuit and Twilio

Twilio does an excellent job of delivering achievements at the very beginning of the case study and going into detail in this two-minute read. While there aren't many graphics, the way quotes from the Intuit team are implemented adds a certain flair to the study and breaks up the sections nicely.

It's simple, concise, and manages to fit a lot of information in easily digestible sections.

Takeaway: Make sure each section is long enough to inform but brief enough to avoid boring readers. Break down information for each section, and don't go into so much detail that you lose the reader halfway through.

13. Spotify and Salesforce

Salesforce created a video that accurately summarizes the key points of the case study. Beyond that, the page itself is very light on content, and sections are as short as one paragraph.

I especially like how information is broken down into "What you need to know," "Why it matters," and "What the difference looks like." I'm not ashamed of being spoon-fed information. When it's structured so well and so simply, it makes for an entertaining read.

Takeaway: Invest in videos that capture and promote your partnership with your case study subject. Video content plays a promotional role that extends beyond the case study in social media and marketing initiatives .

14. Benchling and Airtable

Benchling is an impressive entity in its own right. Biotech R&D and health care nuances go right over my head. But the research and digging I've been doing in the name of these burritos (case studies) revealed that these products are immensely complex. 

And that's precisely why this case study deserves a read—it succeeds at explaining a complex project that readers outside the industry wouldn't know much about.

Takeaway: Simplify complex information, and walk readers through the company's operations and how your business helped streamline them.

15. Chipotle and Hubble

The concision of this case study is refreshing. It features two sections—the challenge and the solution—all in 316 words. This goes to show that your case study doesn't necessarily need to be a four-figure investment with video shoots and studio time. 

Sometimes, the message is simple and short enough to convey in a handful of paragraphs.

Takeaway: Consider what you should include instead of what you can include. Assess the time, resources, and effort you're able and willing to invest in a case study, and choose which elements you want to include from there.

16. Hudl and Zapier

I may be biased, but I'm a big fan of seeing metrics and achievements represented in branded graphics. It can be a jarring experience to navigate a website, then visit a case study page and feel as though you've gone to a completely different website.

The Zapier format provides nuggets of high-level insights, milestones, and achievements, as well as the challenge, solution, and results. My favorite part of this case study is how it's supplemented with a blog post detailing how Hudl uses Zapier automation to build a seamless user experience.

The case study is essentially the summary, and the blog article is the detailed analysis that provides context beyond X achievement or Y goal.

Takeaway: Keep your case study concise and informative. Create other resources to provide context under your blog, media or press, and product pages.

3 case study templates

Now that you've had your fill of case studies (if that's possible), I've got just what you need: an infinite number of case studies, which you can create yourself with these case study templates.

Case study template 1

If you've got a quick hit of stats you want to show off, try this template. The opening section gives space for a short summary and three visually appealing stats you can highlight, followed by a headline and body where you can break the case study down more thoroughly. This one's pretty simple, with only sections for solutions and results, but you can easily continue the formatting to add more sections as needed.

Case study template 2

For a case study template with a little more detail, use this one. Opening with a striking cover page for a quick overview, this one goes on to include context, stakeholders, challenges, multiple quote callouts, and quick-hit stats. 

Case study template 3

Whether you want a little structural variation or just like a nice dark green, this template has similar components to the last template but is designed to help tell a story. Move from the client overview through a description of your company before getting to the details of how you fixed said company's problems.

Tips for writing a case study

Examples are all well and good, but you don't learn how to make a burrito just by watching tutorials on YouTube without knowing what any of the ingredients are. You could , but it probably wouldn't be all that good.

Writing a good case study comes down to a mix of creativity, branding, and the capacity to invest in the project. With those details in mind, here are some case study tips to follow:

Have an objective: Define your objective by identifying the challenge, solution, and results. Assess your work with the client and focus on the most prominent wins. You're speaking to multiple businesses and industries through the case study, so make sure you know what you want to say to them.

Focus on persuasive data: Growth percentages and measurable results are your best friends. Extract your most compelling data and highlight it in your case study.

Use eye-grabbing graphics: Branded design goes a long way in accurately representing your brand and retaining readers as they review the study. Leverage unique and eye-catching graphics to keep readers engaged. 

Simplify data presentation: Some industries are more complex than others, and sometimes, data can be difficult to understand at a glance. Make sure you present your data in the simplest way possible. Make it concise, informative, and easy to understand.

Use automation to drive results for your case study

A case study example is a source of inspiration you can leverage to determine how to best position your brand's work. Find your unique angle, and refine it over time to help your business stand out. Ask anyone: the best burrito in town doesn't just appear at the number one spot. They find their angle (usually the house sauce) and leverage it to stand out.

In fact, with the right technology, it can be refined to work better . Explore how Zapier's automation features can help drive results for your case study by making your case study a part of a developed workflow that creates a user journey through your website, your case studies, and into the pipeline.

Case study FAQ

Got your case study template? Great—it's time to gather the team for an awkward semi-vague data collection task. While you do that, here are some case study quick answers for you to skim through while you contemplate what to call your team meeting.

What is an example of a case study?

An example of a case study is when a software company analyzes its results from a client project and creates a webpage, presentation, or document that focuses on high-level results, challenges, and solutions in an attempt to showcase effectiveness and promote the software.

How do you write a case study?

To write a good case study, you should have an objective, identify persuasive and compelling data, leverage graphics, and simplify data. Case studies typically include an analysis of the challenge, solution, and results of the partnership.

What is the format of a case study?

While case studies don't have a set format, they're often portrayed as reports or essays that inform readers about the partnership and its results. 

Related reading:

How Hudl uses automation to create a seamless user experience

How to make your case studies high-stakes—and why it matters

How experts write case studies that convert, not bore

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Hachem Ramki

Hachem is a writer and digital marketer from Montreal. After graduating with a degree in English, Hachem spent seven years traveling around the world before moving to Canada. When he's not writing, he enjoys Basketball, Dungeons and Dragons, and playing music for friends and family.

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How to write a case study — examples, templates, and tools

It’s a marketer’s job to communicate the effectiveness of a product or service to potential and current customers to convince them to buy and keep business moving. One of the best methods for doing this is to share success stories that are relatable to prospects and customers based on their pain points, experiences, and overall needs.

That’s where case studies come in. Case studies are an essential part of a content marketing plan. These in-depth stories of customer experiences are some of the most effective at demonstrating the value of a product or service. Yet many marketers don’t use them, whether because of their regimented formats or the process of customer involvement and approval.

A case study is a powerful tool for showcasing your hard work and the success your customer achieved. But writing a great case study can be difficult if you’ve never done it before or if it’s been a while. This guide will show you how to write an effective case study and provide real-world examples and templates that will keep readers engaged and support your business.

In this article, you’ll learn:

What is a case study?

How to write a case study, case study templates, case study examples, case study tools.

A case study is the detailed story of a customer’s experience with a product or service that demonstrates their success and often includes measurable outcomes. Case studies are used in a range of fields and for various reasons, from business to academic research. They’re especially impactful in marketing as brands work to convince and convert consumers with relatable, real-world stories of actual customer experiences.

The best case studies tell the story of a customer’s success, including the steps they took, the results they achieved, and the support they received from a brand along the way. To write a great case study, you need to:

• Celebrate the customer and make them — not a product or service — the star of the story.
• Craft the story with specific audiences or target segments in mind so that the story of one customer will be viewed as relatable and actionable for another customer.
• Write copy that is easy to read and engaging so that readers will gain the insights and messages intended.
• Follow a standardized format that includes all of the essentials a potential customer would find interesting and useful.
• Support all of the claims for success made in the story with data in the forms of hard numbers and customer statements.

Case studies are a type of review but more in depth, aiming to show — rather than just tell — the positive experiences that customers have with a brand. Notably, 89% of consumers read reviews before deciding to buy, and 79% view case study content as part of their purchasing process. When it comes to B2B sales, 52% of buyers rank case studies as an important part of their evaluation process.

Telling a brand story through the experience of a tried-and-true customer matters. The story is relatable to potential new customers as they imagine themselves in the shoes of the company or individual featured in the case study. Showcasing previous customers can help new ones see themselves engaging with your brand in the ways that are most meaningful to them.

Besides sharing the perspective of another customer, case studies stand out from other content marketing forms because they are based on evidence. Whether pulling from client testimonials or data-driven results, case studies tend to have more impact on new business because the story contains information that is both objective (data) and subjective (customer experience) — and the brand doesn’t sound too self-promotional.

Case studies are unique in that there’s a fairly standardized format for telling a customer’s story. But that doesn’t mean there isn’t room for creativity. It’s all about making sure that teams are clear on the goals for the case study — along with strategies for supporting content and channels — and understanding how the story fits within the framework of the company’s overall marketing goals.

Here are the basic steps to writing a good case study.

1. Identify your goal

Start by defining exactly who your case study will be designed to help. Case studies are about specific instances where a company works with a customer to achieve a goal. Identify which customers are likely to have these goals, as well as other needs the story should cover to appeal to them.

The answer is often found in one of the buyer personas that have been constructed as part of your larger marketing strategy. This can include anything from new leads generated by the marketing team to long-term customers that are being pressed for cross-sell opportunities. In all of these cases, demonstrating value through a relatable customer success story can be part of the solution to conversion.

2. Choose your client or subject

Who you highlight matters. Case studies tie brands together that might otherwise not cross paths. A writer will want to ensure that the highlighted customer aligns with their own company’s brand identity and offerings. Look for a customer with positive name recognition who has had great success with a product or service and is willing to be an advocate.

The client should also match up with the identified target audience. Whichever company or individual is selected should be a reflection of other potential customers who can see themselves in similar circumstances, having the same problems and possible solutions.

Some of the most compelling case studies feature customers who:

• Switch from one product or service to another while naming competitors that missed the mark.
• Experience measurable results that are relatable to others in a specific industry.
• Represent well-known brands and recognizable names that are likely to compel action.
• Advocate for a product or service as a champion and are well-versed in its advantages.

Whoever or whatever customer is selected, marketers must ensure they have the permission of the company involved before getting started. Some brands have strict review and approval procedures for any official marketing or promotional materials that include their name. Acquiring those approvals in advance will prevent any miscommunication or wasted effort if there is an issue with their legal or compliance teams.

3. Conduct research and compile data

Substantiating the claims made in a case study — either by the marketing team or customers themselves — adds validity to the story. To do this, include data and feedback from the client that defines what success looks like. This can be anything from demonstrating return on investment (ROI) to a specific metric the customer was striving to improve. Case studies should prove how an outcome was achieved and show tangible results that indicate to the customer that your solution is the right one.

This step could also include customer interviews. Make sure that the people being interviewed are key stakeholders in the purchase decision or deployment and use of the product or service that is being highlighted. Content writers should work off a set list of questions prepared in advance. It can be helpful to share these with the interviewees beforehand so they have time to consider and craft their responses. One of the best interview tactics to keep in mind is to ask questions where yes and no are not natural answers. This way, your subject will provide more open-ended responses that produce more meaningful content.

4. Choose the right format

There are a number of different ways to format a case study. Depending on what you hope to achieve, one style will be better than another. However, there are some common elements to include, such as:

• An engaging headline
• A subject and customer introduction
• The unique challenge or challenges the customer faced
• The solution the customer used to solve the problem
• The results achieved
• Data and statistics to back up claims of success
• A strong call to action (CTA) to engage with the vendor

It’s also important to note that while case studies are traditionally written as stories, they don’t have to be in a written format. Some companies choose to get more creative with their case studies and produce multimedia content, depending on their audience and objectives. Case study formats can include traditional print stories, interactive web or social content, data-heavy infographics, professionally shot videos, podcasts, and more.

5. Write your case study

We’ll go into more detail later about how exactly to write a case study, including templates and examples. Generally speaking, though, there are a few things to keep in mind when writing your case study.

• Be clear and concise. Readers want to get to the point of the story quickly and easily, and they’ll be looking to see themselves reflected in the story right from the start.
• Provide a big picture. Always make sure to explain who the client is, their goals, and how they achieved success in a short introduction to engage the reader.
• Construct a clear narrative. Stick to the story from the perspective of the customer and what they needed to solve instead of just listing product features or benefits.
• Leverage graphics. Incorporating infographics, charts, and sidebars can be a more engaging and eye-catching way to share key statistics and data in readable ways.
• Offer the right amount of detail. Most case studies are one or two pages with clear sections that a reader can skim to find the information most important to them.
• Include data to support claims. Show real results — both facts and figures and customer quotes — to demonstrate credibility and prove the solution works.

6. Promote your story

Marketers have a number of options for distribution of a freshly minted case study. Many brands choose to publish case studies on their website and post them on social media. This can help support SEO and organic content strategies while also boosting company credibility and trust as visitors see that other businesses have used the product or service.

Marketers are always looking for quality content they can use for lead generation. Consider offering a case study as gated content behind a form on a landing page or as an offer in an email message. One great way to do this is to summarize the content and tease the full story available for download after the user takes an action.

Sales teams can also leverage case studies, so be sure they are aware that the assets exist once they’re published. Especially when it comes to larger B2B sales, companies often ask for examples of similar customer challenges that have been solved.

Now that you’ve learned a bit about case studies and what they should include, you may be wondering how to start creating great customer story content. Here are a couple of templates you can use to structure your case study.

Template 1 — Challenge-solution-result format

• Start with an engaging title. This should be fewer than 70 characters long for SEO best practices. One of the best ways to approach the title is to include the customer’s name and a hint at the challenge they overcame in the end.
• Create an introduction. Lead with an explanation as to who the customer is, the need they had, and the opportunity they found with a specific product or solution. Writers can also suggest the success the customer experienced with the solution they chose.
• Present the challenge. This should be several paragraphs long and explain the problem the customer faced and the issues they were trying to solve. Details should tie into the company’s products and services naturally. This section needs to be the most relatable to the reader so they can picture themselves in a similar situation.
• Share the solution. Explain which product or service offered was the ideal fit for the customer and why. Feel free to delve into their experience setting up, purchasing, and onboarding the solution.
• Explain the results. Demonstrate the impact of the solution they chose by backing up their positive experience with data. Fill in with customer quotes and tangible, measurable results that show the effect of their choice.
• Ask for action. Include a CTA at the end of the case study that invites readers to reach out for more information, try a demo, or learn more — to nurture them further in the marketing pipeline. What you ask of the reader should tie directly into the goals that were established for the case study in the first place.

Template 2 — Data-driven format

• Start with an engaging title. Be sure to include a statistic or data point in the first 70 characters. Again, it’s best to include the customer’s name as part of the title.
• Create an overview. Share the customer’s background and a short version of the challenge they faced. Present the reason a particular product or service was chosen, and feel free to include quotes from the customer about their selection process.
• Present data point 1. Isolate the first metric that the customer used to define success and explain how the product or solution helped to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 2. Isolate the second metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 3. Isolate the final metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Summarize the results. Reiterate the fact that the customer was able to achieve success thanks to a specific product or service. Include quotes and statements that reflect customer satisfaction and suggest they plan to continue using the solution.
• Ask for action. Include a CTA at the end of the case study that asks readers to reach out for more information, try a demo, or learn more — to further nurture them in the marketing pipeline. Again, remember that this is where marketers can look to convert their content into action with the customer.

While templates are helpful, seeing a case study in action can also be a great way to learn. Here are some examples of how Adobe customers have experienced success.

Juniper Networks

One example is the Adobe and Juniper Networks case study , which puts the reader in the customer’s shoes. The beginning of the story quickly orients the reader so that they know exactly who the article is about and what they were trying to achieve. Solutions are outlined in a way that shows Adobe Experience Manager is the best choice and a natural fit for the customer. Along the way, quotes from the client are incorporated to help add validity to the statements. The results in the case study are conveyed with clear evidence of scale and volume using tangible data.

The story of Lenovo’s journey with Adobe is one that spans years of planning, implementation, and rollout. The Lenovo case study does a great job of consolidating all of this into a relatable journey that other enterprise organizations can see themselves taking, despite the project size. This case study also features descriptive headers and compelling visual elements that engage the reader and strengthen the content.

Tata Consulting

When it comes to using data to show customer results, this case study does an excellent job of conveying details and numbers in an easy-to-digest manner. Bullet points at the start break up the content while also helping the reader understand exactly what the case study will be about. Tata Consulting used Adobe to deliver elevated, engaging content experiences for a large telecommunications client of its own — an objective that’s relatable for a lot of companies.

Case studies are a vital tool for any marketing team as they enable you to demonstrate the value of your company’s products and services to others. They help marketers do their job and add credibility to a brand trying to promote its solutions by using the experiences and stories of real customers.

When you’re ready to get started with a case study:

• Think about a few goals you’d like to accomplish with your content.
• Make a list of successful clients that would be strong candidates for a case study.
• Reach out to the client to get their approval and conduct an interview.
• Gather the data to present an engaging and effective customer story.

Adobe can help

There are several Adobe products that can help you craft compelling case studies. Adobe Experience Platform helps you collect data and deliver great customer experiences across every channel. Once you’ve created your case studies, Experience Platform will help you deliver the right information to the right customer at the right time for maximum impact.

To learn more, watch the Adobe Experience Platform story .

Keep in mind that the best case studies are backed by data. That’s where Adobe Real-Time Customer Data Platform and Adobe Analytics come into play. With Real-Time CDP, you can gather the data you need to build a great case study and target specific customers to deliver the content to the right audience at the perfect moment.

Watch the Real-Time CDP overview video to learn more.

Finally, Adobe Analytics turns real-time data into real-time insights. It helps your business collect and synthesize data from multiple platforms to make more informed decisions and create the best case study possible.

Request a demo to learn more about Adobe Analytics.

https://business.adobe.com/blog/perspectives/b2b-ecommerce-10-case-studies-inspire-you

https://business.adobe.com/blog/basics/business-case

https://business.adobe.com/blog/basics/what-is-real-time-analytics

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Blog Business How to Present a Case Study like a Pro (With Examples)

How to Present a Case Study like a Pro (With Examples)

Written by: Danesh Ramuthi Sep 07, 2023

Okay, let’s get real: case studies can be kinda snooze-worthy. But guess what? They don’t have to be!

In this article, I will cover every element that transforms a mere report into a compelling case study, from selecting the right metrics to using persuasive narrative techniques.

And if you’re feeling a little lost, don’t worry! There are cool tools like Venngage’s Case Study Creator to help you whip up something awesome, even if you’re short on time. Plus, the pre-designed case study templates are like instant polish because let’s be honest, everyone loves a shortcut.

Click to jump ahead: 

What is a case study presentation?

What is the purpose of presenting a case study, how to structure a case study presentation, how long should a case study presentation be, 5 case study presentation examples with templates, 6 tips for delivering an effective case study presentation, 5 common mistakes to avoid in a case study presentation, how to present a case study faqs.

A case study presentation involves a comprehensive examination of a specific subject, which could range from an individual, group, location, event, organization or phenomenon.

They’re like puzzles you get to solve with the audience, all while making you think outside the box.

Unlike a basic report or whitepaper, the purpose of a case study presentation is to stimulate critical thinking among the viewers. 

The primary objective of a case study is to provide an extensive and profound comprehension of the chosen topic. You don’t just throw numbers at your audience. You use examples and real-life cases to make you think and see things from different angles.

The primary purpose of presenting a case study is to offer a comprehensive, evidence-based argument that informs, persuades and engages your audience.

Here’s the juicy part: presenting that case study can be your secret weapon. Whether you’re pitching a groundbreaking idea to a room full of suits or trying to impress your professor with your A-game, a well-crafted case study can be the magic dust that sprinkles brilliance over your words.

Think of it like digging into a puzzle you can’t quite crack . A case study lets you explore every piece, turn it over and see how it fits together. This close-up look helps you understand the whole picture, not just a blurry snapshot.

It’s also your chance to showcase how you analyze things, step by step, until you reach a conclusion. It’s all about being open and honest about how you got there.

Besides, presenting a case study gives you an opportunity to connect data and real-world scenarios in a compelling narrative. It helps to make your argument more relatable and accessible, increasing its impact on your audience.

One of the contexts where case studies can be very helpful is during the job interview. In some job interviews, you as candidates may be asked to present a case study as part of the selection process.

Having a case study presentation prepared allows the candidate to demonstrate their ability to understand complex issues, formulate strategies and communicate their ideas effectively.

The way you present a case study can make all the difference in how it’s received. A well-structured presentation not only holds the attention of your audience but also ensures that your key points are communicated clearly and effectively.

In this section, let’s go through the key steps that’ll help you structure your case study presentation for maximum impact.

Let’s get into it. 

Open with an introductory overview 

Start by introducing the subject of your case study and its relevance. Explain why this case study is important and who would benefit from the insights gained. This is your opportunity to grab your audience’s attention.

Explain the problem in question

Dive into the problem or challenge that the case study focuses on. Provide enough background information for the audience to understand the issue. If possible, quantify the problem using data or metrics to show the magnitude or severity.

Detail the solutions to solve the problem

After outlining the problem, describe the steps taken to find a solution. This could include the methodology, any experiments or tests performed and the options that were considered. Make sure to elaborate on why the final solution was chosen over the others.

Key stakeholders Involved

Talk about the individuals, groups or organizations that were directly impacted by or involved in the problem and its solution. 

Stakeholders may experience a range of outcomes—some may benefit, while others could face setbacks.

For example, in a business transformation case study, employees could face job relocations or changes in work culture, while shareholders might be looking at potential gains or losses.

Discuss the key results & outcomes

Discuss the results of implementing the solution. Use data and metrics to back up your statements. Did the solution meet its objectives? What impact did it have on the stakeholders? Be honest about any setbacks or areas for improvement as well.

Include visuals to support your analysis

Visual aids can be incredibly effective in helping your audience grasp complex issues. Utilize charts, graphs, images or video clips to supplement your points. Make sure to explain each visual and how it contributes to your overall argument.

Pie charts illustrate the proportion of different components within a whole, useful for visualizing market share, budget allocation or user demographics.

This is particularly useful especially if you’re displaying survey results in your case study presentation.

Stacked charts on the other hand are perfect for visualizing composition and trends. This is great for analyzing things like customer demographics, product breakdowns or budget allocation in your case study.

Consider this example of a stacked bar chart template. It provides a straightforward summary of the top-selling cake flavors across various locations, offering a quick and comprehensive view of the data.

Not the chart you’re looking for? Browse Venngage’s gallery of chart templates to find the perfect one that’ll captivate your audience and level up your data storytelling.

Recommendations and next steps

Wrap up by providing recommendations based on the case study findings. Outline the next steps that stakeholders should take to either expand on the success of the project or address any remaining challenges.

Acknowledgments and references

Thank the people who contributed to the case study and helped in the problem-solving process. Cite any external resources, reports or data sets that contributed to your analysis.

Feedback & Q&A session

Open the floor for questions and feedback from your audience. This allows for further discussion and can provide additional insights that may not have been considered previously.

Closing remarks

Conclude the presentation by summarizing the key points and emphasizing the takeaways. Thank your audience for their time and participation and express your willingness to engage in further discussions or collaborations on the subject.

Well, the length of a case study presentation can vary depending on the complexity of the topic and the needs of your audience. However, a typical business or academic presentation often lasts between 15 to 30 minutes. 

This time frame usually allows for a thorough explanation of the case while maintaining audience engagement. However, always consider leaving a few minutes at the end for a Q&A session to address any questions or clarify points made during the presentation.

When it comes to presenting a compelling case study, having a well-structured template can be a game-changer. 

It helps you organize your thoughts, data and findings in a coherent and visually pleasing manner. 

Not all case studies are created equal and different scenarios require distinct approaches for maximum impact. 

To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences. 

Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly.

1 . Lab report case study template

Ever feel like your research gets lost in a world of endless numbers and jargon? Lab case studies are your way out!

Think of it as building a bridge between your cool experiment and everyone else. It’s more than just reporting results – it’s explaining the “why” and “how” in a way that grabs attention and makes sense.

This lap report template acts as a blueprint for your report, guiding you through each essential section (introduction, methods, results, etc.) in a logical order.

Want to present your research like a pro? Browse our research presentation template gallery for creative inspiration!

2. Product case study template

It’s time you ditch those boring slideshows and bullet points because I’ve got a better way to win over clients: product case study templates.

Instead of just listing features and benefits, you get to create a clear and concise story that shows potential clients exactly what your product can do for them. It’s like painting a picture they can easily visualize, helping them understand the value your product brings to the table.

Grab the template below, fill in the details, and watch as your product’s impact comes to life!

3. Content marketing case study template

In digital marketing, showcasing your accomplishments is as vital as achieving them. 

A well-crafted case study not only acts as a testament to your successes but can also serve as an instructional tool for others. 

With this coral content marketing case study template—a perfect blend of vibrant design and structured documentation, you can narrate your marketing triumphs effectively.

4. Case study psychology template

Understanding how people tick is one of psychology’s biggest quests and case studies are like magnifying glasses for the mind. They offer in-depth looks at real-life behaviors, emotions and thought processes, revealing fascinating insights into what makes us human.

Writing a top-notch case study, though, can be a challenge. It requires careful organization, clear presentation and meticulous attention to detail. That’s where a good case study psychology template comes in handy.

Think of it as a helpful guide, taking care of formatting and structure while you focus on the juicy content. No more wrestling with layouts or margins – just pour your research magic into crafting a compelling narrative.

5. Lead generation case study template

Lead generation can be a real head-scratcher. But here’s a little help: a lead generation case study.

Think of it like a friendly handshake and a confident resume all rolled into one. It’s your chance to showcase your expertise, share real-world successes and offer valuable insights. Potential clients get to see your track record, understand your approach and decide if you’re the right fit.

No need to start from scratch, though. This lead generation case study template guides you step-by-step through crafting a clear, compelling narrative that highlights your wins and offers actionable tips for others. Fill in the gaps with your specific data and strategies, and voilà! You’ve got a powerful tool to attract new customers.

Related: 15+ Professional Case Study Examples [Design Tips + Templates]

So, you’ve spent hours crafting the perfect case study and are now tasked with presenting it. Crafting the case study is only half the battle; delivering it effectively is equally important. 

Whether you’re facing a room of executives, academics or potential clients, how you present your findings can make a significant difference in how your work is received. 

Forget boring reports and snooze-inducing presentations! Let’s make your case study sing. Here are some key pointers to turn information into an engaging and persuasive performance:

• Know your audience : Tailor your presentation to the knowledge level and interests of your audience. Remember to use language and examples that resonate with them.
• Rehearse : Rehearsing your case study presentation is the key to a smooth delivery and for ensuring that you stay within the allotted time. Practice helps you fine-tune your pacing, hone your speaking skills with good word pronunciations and become comfortable with the material, leading to a more confident, conversational and effective presentation.
• Start strong : Open with a compelling introduction that grabs your audience’s attention. You might want to use an interesting statistic, a provocative question or a brief story that sets the stage for your case study.
• Be clear and concise : Avoid jargon and overly complex sentences. Get to the point quickly and stay focused on your objectives.
• Use visual aids : Incorporate slides with graphics, charts or videos to supplement your verbal presentation. Make sure they are easy to read and understand.
• Tell a story : Use storytelling techniques to make the case study more engaging. A well-told narrative can help you make complex data more relatable and easier to digest.

Ditching the dry reports and slide decks? Venngage’s case study templates let you wow customers with your solutions and gain insights to improve your business plan. Pre-built templates, visual magic and customer captivation – all just a click away. Go tell your story and watch them say “wow!”

Nailed your case study, but want to make your presentation even stronger? Avoid these common mistakes to ensure your audience gets the most out of it:

Overloading with information

A case study is not an encyclopedia. Overloading your presentation with excessive data, text or jargon can make it cumbersome and difficult for the audience to digest the key points. Stick to what’s essential and impactful. Need help making your data clear and impactful? Our data presentation templates can help! Find clear and engaging visuals to showcase your findings.

Lack of structure

Jumping haphazardly between points or topics can confuse your audience. A well-structured presentation, with a logical flow from introduction to conclusion, is crucial for effective communication.

Ignoring the audience

Different audiences have different needs and levels of understanding. Failing to adapt your presentation to your audience can result in a disconnect and a less impactful presentation.

Poor visual elements

While content is king, poor design or lack of visual elements can make your case study dull or hard to follow. Make sure you use high-quality images, graphs and other visual aids to support your narrative.

Not focusing on results

A case study aims to showcase a problem and its solution, but what most people care about are the results. Failing to highlight or adequately explain the outcomes can make your presentation fall flat.

How to start a case study presentation?

Starting a case study presentation effectively involves a few key steps:

• Grab attention : Open with a hook—an intriguing statistic, a provocative question or a compelling visual—to engage your audience from the get-go.
• Set the stage : Briefly introduce the subject, context and relevance of the case study to give your audience an idea of what to expect.
• Outline objectives : Clearly state what the case study aims to achieve. Are you solving a problem, proving a point or showcasing a success?
• Agenda : Give a quick outline of the key sections or topics you’ll cover to help the audience follow along.
• Set expectations : Let your audience know what you want them to take away from the presentation, whether it’s knowledge, inspiration or a call to action.

How to present a case study on PowerPoint and on Google Slides?

Presenting a case study on PowerPoint and Google Slides involves a structured approach for clarity and impact using presentation slides :

• Title slide : Start with a title slide that includes the name of the case study, your name and any relevant institutional affiliations.
• Introduction : Follow with a slide that outlines the problem or situation your case study addresses. Include a hook to engage the audience.
• Objectives : Clearly state the goals of the case study in a dedicated slide.
• Findings : Use charts, graphs and bullet points to present your findings succinctly.
• Analysis : Discuss what the findings mean, drawing on supporting data or secondary research as necessary.
• Conclusion : Summarize key takeaways and results.
• Q&A : End with a slide inviting questions from the audience.

What’s the role of analysis in a case study presentation?

The role of analysis in a case study presentation is to interpret the data and findings, providing context and meaning to them. 

It helps your audience understand the implications of the case study, connects the dots between the problem and the solution and may offer recommendations for future action.

Is it important to include real data and results in the presentation?

Yes, including real data and results in a case study presentation is crucial to show experience,  credibility and impact. Authentic data lends weight to your findings and conclusions, enabling the audience to trust your analysis and take your recommendations more seriously

How do I conclude a case study presentation effectively?

To conclude a case study presentation effectively, summarize the key findings, insights and recommendations in a clear and concise manner. 

End with a strong call-to-action or a thought-provoking question to leave a lasting impression on your audience.

What’s the best way to showcase data in a case study presentation ?

The best way to showcase data in a case study presentation is through visual aids like charts, graphs and infographics which make complex information easily digestible, engaging and creative. 

Don’t just report results, visualize them! This template for example lets you transform your social media case study into a captivating infographic that sparks conversation.

Choose the type of visual that best represents the data you’re showing; for example, use bar charts for comparisons or pie charts for parts of a whole. 

Ensure that the visuals are high-quality and clearly labeled, so the audience can quickly grasp the key points. 

Keep the design consistent and simple, avoiding clutter or overly complex visuals that could distract from the message.

Choose a template that perfectly suits your case study where you can utilize different visual aids for maximum impact. 

Need more inspiration on how to turn numbers into impact with the help of infographics? Our ready-to-use infographic templates take the guesswork out of creating visual impact for your case studies with just a few clicks.

Related: 10+ Case Study Infographic Templates That Convert

Congrats on mastering the art of compelling case study presentations! This guide has equipped you with all the essentials, from structure and nuances to avoiding common pitfalls. You’re ready to impress any audience, whether in the boardroom, the classroom or beyond.

And remember, you’re not alone in this journey. Venngage’s Case Study Creator is your trusty companion, ready to elevate your presentations from ordinary to extraordinary. So, let your confidence shine, leverage your newly acquired skills and prepare to deliver presentations that truly resonate.

Go forth and make a lasting impact!

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Ten Types of Innovation: 30 new case studies for 2019

If you’ve followed my work for a while, you’ll know that I’m a big fan of the Ten Types of Innovation, a framework developed by Doblin (now a part of Deloitte).

I previously listed it as the #2 innovation framework you should be using.

And with good reason. I have used it frequently with clients to get them to think beyond innovating their product , which becomes harder, more expensive and less differentiating over time.

However, what I have found in recent workshops is that since it was originally published in 2013, some of the case studies and examples in the book already come across as out of date. That’s how rapidly the world is changing.

So here, I present three new more recent case studies for each of the Ten Types of Innovation, along with an outline on what each of them represents. Try and see which of these examples you would also suggest touch on more than one of the Ten Types, and let me know in the comments below:

1) Profit Model: How you make money

Innovative profit models find a fresh way to convert a firm’s offerings and other sources of value into cash. Great ones reflect a deep understanding of what customers and users actually cherish and where new revenue or pricing opportunities might lie.

Innovative profit models often challenge an industry’s tired old assumptions about what to offer, what to charge, or how to collect revenues. This is a big part of their power: in most industries, the dominant profit model often goes unquestioned for decades.

Recent examples:

• Fortnite – Pay to customise: This Free-to-Play video game by Epic Game Studios is currently one of the most popular and profitable games in the world. Unlike other “freemium” games which incentivise people to spend money to speed up progression, Fortnite is completely free to progress and people only need pay if they want to unlock cosmetic items which don’t affect gameplay but act to personalise their characters.
• Deloitte – Value sharing: Professional Services firm Deloitte is the world’s largest Management Consulting firm and still growing. They noticed a desire from their clients for assurance that the advice they were being given and transformation projects which Deloitte was running would actually succeed. As a result, Deloitte has begun trialling projects where instead of their fee being based just on Time and Materials, they will also share in value delivery, where additional bonus payments are only activated if previously-agreed performance metrics are successfully met.
• Supreme – Limiting supply: While most companies want to get their products in to the hands of as many people as possible, Supreme has built a cult following through deliberately forcing scarcity of its products. The streetwear clothing retailer announces limited items which will only be available from a specific day when they “drop”, and once they are sold out, that’s it, unless you want to pay huge markups for a second-hand item on eBay. Their red box logo is now so collectible and desirable that the company is able to sell almost anything by putting the logo on it for a limited time only. Case in point: you can find official Supreme Bricks (yes, like the ones used to build houses) which are still selling on eBay for $500.

Supreme’s limited quantity releases often lead to people queuing overnight

2) Network: How you connect with others to create value

In today’s hyper-connected world, no company can or should do everything alone. Network innovations provide a way for firms to take advantage of other companies’ processes, technologies, offerings, channels, and brands—pretty much any and every component of a business.

These innovations mean a firm can capitalize on its own strengths while harnessing the capabilities and assets of others. Network innovations also help executives to share risk in developing new offers and ventures. These collaborations can be brief or enduring, and they can be formed between close allies or even staunch competitors.

Recent Examples:

• Ford & Volkswagen – Developing Self-driving cars: As two of the world’s largest car-makers, Ford and Volkswagen are competitors on the road. However, in 2019 they announced a partnership to work together to develop technology for self-driving cars and electric vehicles which would be used in both company’s fleets of the future. While Ford brings more advanced automated driving technology, Volkswagen was leading in electric vehicles. Through the combined venture called ARGO, both firms can spread their R&D spending across more cars, while both developing competing products.
• Microsoft – launching on competitors platforms: Since new Microsoft CEO Satya Nadella has taken over, he has changed the innovation ethos of the company. Whereas previously Microsoft was a product-first company who tried to eliminate competing products and customers should stay within the company’s ecosystem, Nadella has shifted the mindset to a service company where their products should be accessible to customers should be able to access the products in whichever way they prefer. As a result, products such as Office 365 are now available in any web browser, as well as on the mobile marketplaces of Google’s Android and Apple’s IOS, previously seen as competitors.
• Huawei – Leveraging celebrity endorsement: Until recently, “high-quality smartphone” made people think of companies like Apple (USA), Samsung and LG (South Korea). Brands from China were often seen as competing on price but suffering from lower build quality and a lack of innovation. So in order to raise their profile in Western markets, Huawei has invested heavily in celebrities to endorse their flagship phones, such as Scarlett Johanssen, Lionel Messi, Henry Cavill and Gal Gadot. This initial investment raised brand name recognition, to the stage where it is now focusing marketing more towards features and functionality.

Huawei has paid Lionel Messi millions to endorse their brand

3) Structure: How you organize and align your talent and assets

Structure innovations are focused on organizing company assets—hard, human, or intangible—in unique ways that create value. They can include everything from superior talent management systems to ingenious configurations of heavy capital equipment.

An enterprise’s fixed costs and corporate functions can also be improved through Structure innovations, including departments such as Human Resources, R&D, and IT. Ideally, such innovations also help attract talent to the organization by creating supremely productive working environments or fostering a level of performance that competitors can’t match.

• Perpetual Guardian – Four-day working week: This small financial advisory firm in New Zealand trialed moving to a four-day working week, giving their staff an additional free day each week as long as they got their outputs done. As a result, they found people adjusted their working rhythm to achieve the same outcomes in 20% less time , while also resulting in more satisfied employees.
• Netflix – Unlimited Vacations: In order to drive their breakneck growth, Netflix reviewed their formal HR policies to see what processes were getting in the way of people doing their best work. They discovered that most bureaucratic processes which slowed down high performing individuals were in place to only handle situations where a low-performance individual would do something wrong. As a result, they scrapped most formal HR policies to free people to work in their own ways to benefit the company, summarised in their “Freedom and Responsibility” culture document, including allowing staff to take as many vacation days as they felt they needed to produce their best work.
• WeWork – Leveraging other companies’ hard assets: WeWork’s business model revolves around providing affordable office rentals for entrepreneurs and companies, fitting a lot of tenants into the same space by offering co-working areas. In order to rapidly deploy new working spaces and attract customers, WeWork started using a system called rental arbitrage, where they would rent commercial space, create a ready-to-use coworking setup, and then rent this space to customers. By not having to spend CAPEX on purchasing the buildings themselves, they were able to rapidly expand with lower overhead.

Netflix allows staff to take unlimited vacation days

4) Process: How you use signature or superior methods to do your work

Process innovations involve the activities and operations that produce an enterprise’s primary offerings. Innovating here requires a dramatic change from “business as usual” that enables the company to use unique capabilities, function efficiently, adapt quickly, and build market–leading margins.

Process innovations often form the core competency of an enterprise, and may include patented or proprietary approaches that yield advantage for years or even decades. Ideally, they are the “special sauce” you use that competitors simply can’t replicate.

• Tesla – Vertically integrated supply chain: Tesla’s electric cars require huge packs of EV batteries, made of thousands of lithium-ion cells. Until recently, the lack of demand for electric vehicles meant that companies had not invested in battery technology development, resulting in prices remaining high and making the cost of cars prohibitively more expensive than their gasoline counterparts. Tesla invested in a massive gigafactory to produce the newest battery packs themselves, and the economies of scale, as well as not paying markups to manufacturers, are estimated to save them 30% of the cost of the batteries.
• Amazon Web Services – opening internal technology to third parties: When Amazon Web Services initially launched in 2006 , it effectively launched the cloud computing market, allowing external companies to not just host webpages but run code and calculations at a fraction of the cost of building their own server network. Since then, Amazon has continued to develop new technology it would use for its own services, such as artificial intelligence, image recognition, machine learning, and natural-language processing, and later make this technology available to their customers.
• AliExpress – Making everyone a Shop Owner: AliExpress is one of the world’s largest eCommerce sites, and serves as a commercial storefront for thousands of Chinese companies, allowing you to purchase everything to phone cases to forklifts. However, AliExpress also allows the platform to handle purchases as listed on external storefronts using a system called drop-shipping, where anyone can set up their own store, sell someone else’s products (but to customers it looks like they are coming from the seller) and then have those manufacturers send the product directly to the customer.

Tesla’s Gigafactory is the world’s largest building

5) Product Performance: How you develop distinguishing features and functionality

Product Performance innovations address the value, features, and quality of a company’s offering. This type of innovation involves both entirely new products as well as updates and line extensions that add substantial value. Too often, people mistake Product Performance for the sum of innovation. It’s certainly important, but it’s always worth remembering that it is only one of the Ten Types of Innovation, and it’s often the easiest for competitors to copy.

Think about any product or feature war you’ve witnessed—whether torque and toughness in trucks, toothbrushes that are easier to hold and use, even with baby strollers. Too quickly, it all devolves into an expensive mad dash to parity. Product Performance innovations that deliver long-term competitive advantage are the exception rather than the rule.

• Gorilla Glass – Changing chemistry to improve smartphone durability: Gorilla Glass by Corning was listed as one of the original Ten Types by becoming scratch resistant. I have included it again for how it has changed the properties of its glass based on customer feedback each year. In 2016, version 5 of the glass was designed to resist shattering when dropped from 5+ feet, dubbed “selfie height” drops. However, after discussing what properties their customers wanted, by 2018 version 6 was no longer trying to resist shattering when dropped from a height once, instead the chemistry and manufacturing process had been changed to make it resistant to cracking after 15 drops from a lower height (1 meter, or a “fumble drop from your pocket”). I love this example of innovation as the product performance doesn’t just try to become “ better ” by resisting one drop from a higher height than last year, instead figuring out what really matters to customers and delivering that.
• Raspberry Pi – full PC for $35: The original Rasperbby Pi was developed by a UK charity to make a simple yet expandable computer which was affordable enough for everyone. Their credit-card sized PC may look bare-bones (it comes without a case and is effectively an exposed circuit board), yet it contains everything which someone needs to run a Linux operating system, learn to program and even connect it with external sensors and peripherals to make all manner of machines. The latest version 4 is now powerful enough to serve as a dedicated PC, all for a price so low you can give it to a child to tinker with without fear of it being broken.
• Lush Cosmetics – Removing what people don’t want anymore: As people become more aware of their impact on the environment, customers are demanding that customers do more to reduce the amount of plastic packaging their products use which could end up in landfill or the ocean. Lush Cosmetics was an early pioneer in bringing packaging-free cosmetics to scale, offering some of their packaging-free products like shampoo bars and soaps in dedicated packaging-free stores .

Giving children a cheap PC like the Raspberry Pi to learn and experiment on

6) Product System: How you create complementary products and services

Product System innovations are rooted in how individual products and services connect or bundle together to create a robust and scalable system. This is fostered through interoperability, modularity, integration, and other ways of creating valuable connections between otherwise distinct and disparate offerings. Product System innovations help you build ecosystems that captivate and delight customers and defend against competitors.

• Ryobi – One battery to rule them all: While handheld tools have had rechargeable batteries for decades now, Ryobi’s innovation was designing the modular One+ battery which could be used with over 80 different tools. Not only was this convenient for customers who needed fewer batteries overall for multiple uses, it also encouraged someone to buy into the Ryobi tool ecosystem once they had previously purchased one tool and battery set.
• Zapier – making APIs easy: Many web-based applications nowadays have an Application Programming Interface (API) which allows them to share data with other services. However, this often requires complex coding from the developers, and repeated effort to integrate with multiple different APIs. Zapier acts as a middleman for data, providing ready-made actions and API integrations between popular web services, allowing customers to automate certain activities every time a specific event happens.
• Airbnb – Expanding into experiences: Airbnb built their business on allowing everyday people to sell accommodation in their homes to strangers. Now the company has begun offering complementary services to people visiting new places through Experiences . These experiences are also sold by local guides, and allow guests to try things they would otherwise not have known about in addition to staying somewhere new.

Ryobi One+ battery powers multiple different tools

7) Service: How you support and amplify the value of your offerings

Service innovations ensure and enhance the utility, performance, and apparent value of an offering. They make a product easier to try, use, and enjoy; they reveal features and functionality customers might otherwise overlook, and they fix problems and smooth rough patches in the customer journey. Done well, they elevate even bland and average products into compelling experiences that customers come back for again and again.

• Kroger – Smartphone grocery scanning: US retail giant Kroger has been trialing a new smartphone app which allows shoppers to scan items as they shop, and then skip checking out altogether. Using the Scan, Bag, Go app, a customer will scan each item as they pick them up and place them into whatever bag they want, and once they are done, they can simply pay using the app and leave. This prevents shoppers having to wait in checkout lines and gives them an overview of their running total as they go, and also allows the supermarket to entice shoppers by sending coupons and offers directly to them.
• PurpleBricks – bringing real estate online: Estate Agents have a poor reputation for treating both sellers and buyers, especially for the amount they charge relative to the service they provide. PurpleBricks was one of the first online-only estate agents , where they could charge a significantly lower fee if the seller chose to complete some of the service processes themselves, such as showing the home to potential buyers. The firm can provide additional services for additional charges.
• Meituan Dianping – providing one app for all the services you want: As Fast Company’s 2019 Most Innovative company , Meituan Dianping provides a platform for Chinese consumers to purchase a variety of services. Known as a transactional super-app, you can use the app to book and pay for food delivery, travel, movie tickets and more from over 5 million Chinese small and large merchants.

Scan your own groceries with the Scan-Bag-Go app

8) Channel: How you deliver your offerings to customers and users

Channel innovations encompass all the ways that you connect your company’s offerings with your customers and users. While e-commerce has emerged as a dominant force in recent years, traditional channels such as physical stores are still important — particularly when it comes to creating immersive experiences.

Skilled innovators in this type often find multiple but complementary ways to bring their products and services to customers. Their goal is to ensure that users can buy what they want, when and how they want it, with minimal friction and cost and maximum delight.

• Dollar Shave Club – Direct to your door: Razor Blades have always been high-margin products, and Gillette was one of the original innovators by giving away the razor handle to make money on the subsequent razor blade sales. Dollar Shave Club has taken a different approach, by reducing the cost of each set of blades, but having people join a subscription service where blades are delivered to them automatically. While the margin on each set of blades is lower than retail, the subscription model has provided steady, predictable revenue for the company, to the extend that subscription boxes can now be found for almost any consumable product.
• Zipline – Blood Delivery for remote areas: In hospital settings, getting fresh blood can a matter of life and death. Unfortunately, many Sub-Sharan African countries don’t have road infrastructure suitable for quickly delivering blood between hospitals or storage locations. This is why Zipline has developed a simple, reliable drone network where hospitals in Rwanda and Ghana can order fresh blood from a central processing area and receive it within an average of 15 minutes, rather than the hours or days it would take using conventional transportation.
• 3D Printers – produce whatever you need at home: Instead of a single company, the industry of 3D printers is slowly beginning to change the way in which consumers get simple tools and parts. By downloading schematics from the internet (or designing their own), people owning a 3D printer now no longer to go to a retail location or order the parts they need. In commercial settings, this is also speeding up how quickly companies are able to prototype new ideas and designs, waiting hours rather than days or weeks.

zipline blood drone innovation

9) Brand: How you represent your offerings and business

Brand innovations help to ensure that customers and users recognize, remember, and prefer your offerings to those of competitors or substitutes. Great ones distill a “promise” that attracts buyers and conveys a distinct identity.

They are typically the result of carefully crafted strategies that are implemented across many touchpoints between your company and your customers, including communications, advertising, service interactions, channel environments, and employee and business partner conduct. Brand innovations can transform commodities into prized products, and confer meaning, intent, and value to your offerings and your enterprise.

• Gillette / Nike – being willing to lose customers who don’t align with purpose: I have combined both Gillette and Nike into this example of brand innovation since they have both recently aligned their brands to a purpose (social and political), which has been positively welcomed by some people but has resulted in hatred from other groups. Nike began by making former NFL Quarterback Colin Kaepernick the face and voice of one of their advertising campaigns. Kaepernick rose in prominence when he refused to stand during the national anthem before his games, his way of protesting the police brutality and inequality towards his African American community. This led to some people claiming he was disrespecting the American Flag, and therefore what the flag stands for. When his advert launched, a vocal minority took to social media to upload videos of themselves saying that Nike no longer aligned with their values, and they burned their shoes, vowing to never buy Nike again. Similarily, Gillette came out with a commercial urging all men to be “The best a man can be”, by pushing aside previously ‘masculine’ traits like bullying, chauvinism or fighting, and showing children how a modern man should behave. As soon as the ad was released online, many media outlets praised its message, but it brought the wrath of angry men who claimed that the razor manufacturer shouldn’t tell them what to think or how to behave, how they would never buy the products again, and how the world was becoming too politically correct, with women and minorities getting preferential treatment over white men. The advert quickly became one of the most disliked videos on Youtube, and even my commentary about the innovative message (seen in the video below) had the comments section covered by hate-filled messages. What both Nike and Gillette realised was that if they wanted to align with positive, progressive messages and values (which align with their target demographic of the future), then they would risk upsetting and alienating the proportion of their current customer base who didn’t share those views. In both cases, these were decisions that would have been signed off by all levels in the company, through marketing, sales, legal and the board, and the brands will be stronger in the future because of it.
• Burberry – modernising a classic brand: Burberry had built its luxury fashion reputation by aligning itself with the British Aristocracy, and its famous chequer patterned fabric was iconic. However, when trying to modernise and make the brand “sexy” in the early 2000s, a misstep happened when the luxury house began to license the chequered fabric, resulting in it becoming a status symbol and desired motif for a different social group: the British “Chavs” (rough, lower class and sometimes aggressive). This poisoned the once iconic brand in the eyes of their intended luxury clientele. In order to survive, the company and brand embraced innovation , by becoming one of the first fashion houses to redesign their website to be mobile-optimised, aligning their store layout to mirror the website, highlighting young British talent and livestreaming content and fashion shows. Most importantly, they moved away from the iconic chequer pattern in their fashion designs, where it is now limited to less than 10% of products.

10) Customer Engagement: How you foster compelling interactions

Customer Engagement innovations are all about understanding the deep-seated aspirations of customers and users, and using those insights to develop meaningful connections between them and your company.

Great Customer Engagement innovations provide broad avenues for exploration and help people find ways to make parts of their lives more memorable, fulfilling, delightful — even magical.

• REI – closing their stores on the busiest shopping day: Outdoor equipment retailer REI had begun closing its doors on Black Friday , traditionally one of the busiest shopping days of the year. They claim they are doing this to Eddie their customers to actually get outdoors and use their equipment, rather than queuing for discounted material goods.
• Peloton – bringing the gym into the home: Many people benefit from going to joint gym classes because the sense of a group working toward is goals together with a coach is more powerful than trying to exercise by yourself. Peloton makes exercise equipment with built-in screens, powered by a subscription to live and on-demand classes. It’s like being part of a workout group with the benefits of being at home.
• NBA – bringing the fans into the action: The NBA had invested heavily in innovation to make their sport more immersive. From live analytics and player statistics, new ways to watch like VR video, and official video game players for each team, they are finding new ways to bring basketball to the next generation, while making it even more exciting for existing fans.

Peloton brings exercise classes into the home

There we go, a new set of 30 examples of the Ten Types of Innovation.

If you found some of these examples interesting, please share the article.

Can you think of any more good examples? Let me know in the comments below.

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great examples! I now feel inspired to innovate in my entrepreneurial project. Thank you ?

Greetings from Mexico

Excellent work!

They’s very interesting. Do you have the solutions of some of recent examples?

My university has taken pretty much everything from here, poorly rephrased a few things and have delivered it to us, the student, as an entire weeks worth of content. Maybe i should be paying my fees here…

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Very interesting. Which course was it being used for?

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10 Successful Design Thinking Case Study

Dive into the realm of Successful Design Thinking Case Studies to explore the power of this innovative problem-solving approach. Begin by understanding What is Design Thinking? and then embark on a journey through real-world success stories. Discover valuable lessons learned from these case studies and gain insights into how Design Thinking can transform your approach.

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Design Thinking has emerged as a powerful problem-solving approach that places empathy, creativity, and innovation at the forefront. However, if you are not aware of the power that this approach holds, a Design Thinking Case Study is often used to help people address the complex challenges of this approach with a human-centred perspective. It allows organisations to unlock new opportunities and drive meaningful change. Read this blog on Design Thinking Case Study to learn how it enhances organisation’s growth and gain valuable insights on creative problem-solving.

Table of Contents   

1) What is Design Thinking?

2) Design Thinking process   

3) Successful Design Thinking Case Studies

      a) Airbnb

      b) Apple

      c) Netflix

      d) UberEats

      e) IBM

       f) OralB’s electric toothbrush

      g) IDEO

      h) Tesla

       i) GE Healthcare

       j) Nike

3) Lessons learned from Design Thinking Case Studies

4) Conclusion    

What is Design Thinking ?

Before jumping on Design Thinking Case Study, let’s first understand what it is. Design Thinking is a methodology for problem-solving that prioritises the understanding and addressing of individuals' unique needs.

This human-centric approach is creative and iterative, aiming to find innovative solutions to complex challenges. At its core, Design Thinking fosters empathy, encourages collaboration, and embraces experimentation.

This process revolves around comprehending the world from the user's perspective, identifying problems through this lens, and then generating and refining solutions that cater to these specific needs. Design Thinking places great importance on creativity and out-of-the-box thinking, seeking to break away from conventional problem-solving methods.

It is not confined to the realm of design but can be applied to various domains, from business and technology to healthcare and education. By putting the user or customer at the centre of the problem-solving journey, Design Thinking helps create products, services, and experiences that are more effective, user-friendly, and aligned with the genuine needs of the people they serve.  

Design Thinking process

Design Thinking is a problem-solving and innovation framework that helps individuals and teams create user-centred solutions. This process consists of five key phases that are as follows:  

To initiate the Design Thinking process, the first step is to practice empathy. In order to create products and services that are appealing, it is essential to comprehend the users and their requirements. What are their anticipations regarding the product you are designing? What issues and difficulties are they encountering within this particular context?

During the empathise phase, you spend time observing and engaging with real users. This might involve conducting interviews and seeing how they interact with an existing product. You should pay attention to facial expressions and body language. During the empathise phase in the Design Thinking Process , it's crucial to set aside assumptions and gain first-hand insights to design with real users in mind. That's the essence of Design Thinking.

During the second stage of the Design Thinking process, the goal is to identify the user’s problem. To accomplish this, collect all your observations from the empathise phase and begin to connect the dots.

Ask yourself: What consistent patterns or themes did you notice? What recurring user needs or challenges were identified? After synthesising your findings, you must create a problem statement, also known as a Point Of View (POV) statement, which outlines the issue or challenge you aim to address. By the end of the define stage, you will be able to craft a clear problem statement that will guide you throughout the design process, forming the basis of your ideas and potential solutions.

After completing the first two stages of the Design Thinking process, which involve defining the target users and identifying the problem statement, it is now time to move on to the third stage - ideation. This stage is all about brainstorming and coming up with various ideas and solutions to solve the problem statement. Through ideation, the team can explore different perspectives and possibilities and select the best ideas to move forward with.

During the ideation phase, it is important to create an environment where everyone feels comfortable sharing their ideas without fear of judgment. This phase is all about generating a large quantity of ideas, regardless of feasibility. This is done by encouraging the team to think outside the box and explore new angles. To maximise creativity, ideation sessions are often held in unconventional locations.

It’s time to transform the ideas from stage three into physical or digital prototypes. A prototype is a miniature model of a product or feature, which can be as simple as a paper model or as complex as an interactive digital representation.

During the Prototyping Stage , the primary objective is to transform your ideas into a tangible product that can be tested by actual users. This is crucial in maintaining a user-centric approach, as it enables you to obtain feedback before proceeding to develop the entire product. By doing so, you can ensure that the final design adequately addresses the user's problem and delivers an enjoyable user experience.

During the Design Thinking process, the fifth step involves testing your prototypes by exposing them to real users and evaluating their performance. Throughout this testing phase, you can observe how your target or prospective users engage with your prototype. Additionally, you can gather valuable feedback from your users about their experiences throughout the process.

Based on the feedback received during user testing, you can go back and make improvements to the design. It is important to remember that the Design Thinking process is iterative and non-linear. After the testing phase, it may be necessary to revisit the empathise stage or conduct additional ideation sessions before creating a successful prototype.

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Successful Design Thinking Case Studies  

Now that you have a foundational understanding of Design Thinking, let's explore how some of the world's most successful companies have leveraged this methodology to drive innovation and success:

Case Study 1: Airbnb  

Airbnb’s one of the popular Design Thinking Case Studies that you can aspire from. Airbnb disrupted the traditional hotel industry by applying Design Thinking principles to create a platform that connects travellers with unique accommodations worldwide. The founders of Airbnb, Brian Chesky, Joe Gebbia, and Nathan Blecharczyk, started by identifying a problem: the cost and lack of personalisation in traditional lodging.

They conducted in-depth user research by staying in their own listings and collecting feedback from both hosts and guests. This empathetic approach allowed them to design a platform that not only met the needs of travellers but also empowered hosts to provide personalised experiences. 

Airbnb's intuitive website and mobile app interface, along with its robust review and rating system, instil trust and transparency, making users feel comfortable choosing from a vast array of properties. Furthermore, the "Experiences" feature reflects Airbnb's commitment to immersive travel, allowing users to book unique activities hosted by locals. 

Case Study 2.  Apple    

Apple Inc. has consistently been a pioneer in  Design Thinking, which is evident in its products, such as the iPhone. One of the best Design Thinking Examples from Apple is the development of the iPhone's User Interface (UI). The team at Apple identified the need for a more intuitive and user-friendly smartphone experience. They conducted extensive research and usability testing to understand user behaviours, pain points, and desires.   

The result? A revolutionary touch interface that forever changed the smartphone industry. Apple's relentless focus on the user experience, combined with iterative prototyping and user feedback, exemplifies the power of  Design Thinking in creating groundbreaking products.    

Apple invests heavily in user research to  anticipate what customers want before they even realise it themselves. This empathetic approach to design has led to groundbreaking innovations like the iPhone, iPad, and MacBook, which have redefined the entire industry.  

Case Study 3. Netflix  

Netflix, the global streaming giant, has revolutionised the way people consume entertainment content. A major part of their success can be attributed to their effective use of Design Thinking principles.

What sets Netflix apart is its commitment to understanding its audience on a profound level. Netflix recognised that its success hinged on offering a personalised, enjoyable viewing experience. Through meticulous user research, data analysis, and a culture of innovation, Netflix constantly evolves its platform. Moreover, by gathering insights on viewing habits, content preferences, and even UI, the company tailors its recommendations, search algorithms, and original content to captivate viewers worldwide.

Furthermore, Netflix's iterative approach to Design Thinking allows it to adapt quickly to shifting market dynamics. This agility proved crucial when transitioning from a DVD rental service to a streaming platform. Netflix didn't just lead this revolution; it shaped it by keeping users' desires and behaviours front and centre. Netflix's commitment to Design Thinking has resulted in a highly user-centric platform that keeps subscribers engaged and satisfied, ultimately contributing to its global success.  

Case Study 4. Uber Eats     

Uber Eats, a subsidiary of Uber, has disrupted the food delivery industry by applying Design Thinking principles to enhance user experiences and create a seamless platform for food lovers and restaurants alike.  

One of  UberEats' key innovations lies in its user-centric approach. By conducting in-depth research and understanding the pain points of both consumers and restaurant partners, they crafted a solution that addresses real-world challenges. The user-friendly app offers a wide variety of cuisines, personalised recommendations, and real-time tracking, catering to the diverse preferences of customers.  

Moreover,  UberEats leverages technology and data-driven insights to optimise delivery routes and times, ensuring that hot and fresh food reaches customers promptly. The platform also empowers restaurant owners with tools to efficiently manage orders, track performance, and expand their customer base. 

Case Study  5 . IBM    

IBM is a prime example of a large corporation successfully adopting Design Thinking to drive innovation and transform its business. Historically known for its hardware and software innovations, IBM recognised the need to evolve its approach to remain competitive in the fast-paced technology landscape.   

IBM's Design Thinking journey began with a mission to reinvent its enterprise software solutions. The company transitioned from a product-centric focus to a user-centric one. Instead of solely relying on technical specifications, IBM started by empathising with its customers. They started to understand customer’s pain points, and envisioning solutions that genuinely addressed their needs. 

One of the key elements of IBM's Design Thinking success is its multidisciplinary teams. The company brought together designers, engineers, marketers, and end-users to collaborate throughout the product development cycle. This cross-functional approach encouraged diverse perspectives, fostering creativity and innovation. 

IBM's commitment to Design Thinking is evident in its flagship projects such as Watson, a cognitive computing system, and IBM Design Studios, where Design Thinking principles are deeply embedded into the company's culture. 

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Case Study 6. Oral-B’s electric toothbrush

Oral-B, a prominent brand under the Procter & Gamble umbrella, stands out as a remarkable example of how Design Thinking can be executed in a seemingly everyday product—Electric toothbrushes. By applying the Design Thinking approach, Oral-B has transformed the world of oral hygiene with its electric toothbrushes.  

Oral-B's journey with Design Thinking began by placing the user firmly at the centre of their Product Development process. Through extensive research and user feedback, the company gained invaluable insights into oral care habits, preferences, and pain points. This user-centric approach guided Oral-B in designing electric toothbrushes that not only cleaned teeth more effectively but also made the entire oral care routine more engaging and enjoyable.  

Another of Oral-B's crucial innovations is the integration of innovative technology into their toothbrushes. These devices now come equipped with features like real-time feedback, brushing timers, and even Bluetooth connectivity to sync with mobile apps. By embracing technology and user-centric design, Oral-B effectively transformed the act of brushing teeth into an interactive and informative experience. This has helped users maintain better oral hygiene.  

Oral-B's success story showcases how Design Thinking, combined with a deep understanding of user needs, can lead to significant advancements, ultimately improving both the product and user satisfaction.

Case Study 7. IDEO  

IDEO, a Global Design Consultancy, has been at the forefront of Design Thinking for decades. They have worked on diverse projects, from creating innovative medical devices to redesigning public services.

One of their most notable Design Thinking examples is the development of the "DeepDive" shopping cart for a major retailer. IDEO's team spent weeks observing shoppers, talking to store employees, and prototyping various cart designs. The result was a cart that not only improved the shopping experience but also increased sales. IDEO's human-centred approach, emphasis on empathy, and rapid prototyping techniques demonstrate how Design Thinking can drive innovation and solve real-world problems.   

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Case Study  8 .  Tesla  

Tesla, led by Elon Musk, has redefined the automotive industry by applying Design Thinking to Electric Vehicles (EVs). Musk and his team identified the need for EVs to be not just eco-friendly but also desirable. They focused on designing EVs that are stylish, high-performing, and technologically advanced. Tesla's iterative approach, rapid prototyping, and constant refinement have resulted in groundbreaking EVs like the Model S, Model 3, and Model X.    

From the minimalist interior of their Model S to the autopilot self-driving system, every aspect is meticulously crafted with the end user in mind. The company actively seeks feedback from its user community, often implementing software updates based on customer suggestions. This iterative approach ensures that Tesla vehicles continually evolve to meet and exceed customer expectations .   

Moreover, Tesla's bold vision extends to sustainable energy solutions, exemplified by products like the Powerwall and solar roof tiles. These innovations  showcase Tesla's holistic approach to Design Thinking, addressing not only the automotive industry's challenges but also contributing to a greener, more sustainable future.   

Case Study 9. GE Healthcare 

GE Healthcare is a prominent player in the Healthcare industry, renowned for its relentless commitment to innovation and design excellence. Leveraging Design Thinking principles, GE Healthcare has consistently pushed the boundaries of medical technology, making a significant impact on patient care worldwide.  

One of the key areas where GE Healthcare has excelled is in the development of cutting-edge medical devices and diagnostic solutions. Their dedication to user-centred design has resulted in devices that are not only highly functional but also incredibly intuitive for healthcare professionals to operate. For example, their advanced Medical Imaging equipment, such as MRI and CT scanners, are designed with a focus on patient comfort, safety, and accurate diagnostics. This device reflects the company's dedication to improving healthcare outcomes.  

Moreover, GE Healthcare's commitment to design extends beyond the physical product. They have also ventured into software solutions that facilitate data analysis and Patient Management. Their user-friendly software interfaces and data visualisation tools have empowered healthcare providers to make more informed decisions, enhancing overall patient care and treatment planning.

Case Study 10. Nike 

Nike is a global powerhouse in the athletic apparel and Footwear industry. Nike's journey began with a simple running shoe, but its design-thinking approach transformed it into an iconic brand.

Nike's Design Thinking journey started with a deep understanding of athletes' needs and desires. They engaged in extensive user research, often collaborating with top athletes to gain insights that inform their product innovations. This customer-centric approach allowed Nike to develop ground breaking technologies, such as Nike Air and Flyknit, setting new standards in comfort, performance, and style.

Beyond product innovation, Nike's brand identity itself is a testament to Design Thinking. The iconic Swoosh logo, created by Graphic Designer Carolyn Davidson, epitomises simplicity and timelessness, reflecting the brand's ethos.  

Nike also excels in creating immersive retail experiences, using Design Thinking to craft spaces that engage and inspire customers. Their flagship stores around the world are showcases of innovative design, enhancing the overall brand perception.

Lessons learned from Design Thinking Case Studies

The Design Thinking process, as exemplified by the success stories of IBM, Netflix, Apple, and Nike, offers valuable takeaways for businesses of all sizes and industries. Here are three key lessons to learn from these Case Studies:  

1)   Consider the b ig p icture   

Design Thinking encourages organisations to zoom out and view the big picture. It's not just about solving a specific problem but understanding how that problem fits into the broader context of user needs and market dynamics. By taking a holistic approach, you can identify opportunities for innovation that extend beyond immediate challenges. IBM's example, for instance, involved a comprehensive evaluation of their clients' journeys, leading to more impactful solutions.  

2)  Think t hrough a lternative s olutions   

One of the basic principles of Design Thinking is ideation, which emphasises generating a wide range of creative solutions. Netflix's success in content recommendation, for instance, came from exploring multiple strategies to enhance user experience. When brainstorming ideas and solutions, don't limit yourself to the obvious choices. Encourage diverse perspectives and consider unconventional approaches that may lead to breakthrough innovations.  

3)  Research e ach c ompany’s c ompetitors   

Lastly, researching competitors is essential for staying competitive. Analyse what other companies in your industry are doing, both inside and outside the realm of Design Thinking. Learn from their successes and failures. GE Healthcare, for example, leveraged Design Thinking to improve medical equipment usability, giving them a competitive edge. By researching competitors, you can gain insights that inform your own Design Thinking initiatives and help you stand out in the market.  

Incorporating these takeaways into your approach to Design Thinking can enhance your problem-solving capabilities, foster innovation, and ultimately lead to more successful results.  

Conclusion    

Design Thinking is not limited to a specific industry or problem domain; it is a versatile approach that promotes innovation and problem-solving in various contexts. In this blog, we've examined successful Design Thinking Case Studies from industry giants like IBM, Netflix, Apple, Airbnb, Uber Eats, and Nike. These companies have demonstrated that Design Thinking is a powerful methodology that can drive innovation, enhance user experiences, and lead to exceptional business success.   

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Frequently Asked Questions

Design Thinking Case Studies align with current market demands and user expectations by showcasing practical applications of user-centric problem-solving. These Studies highlight the success of empathetic approaches in meeting evolving customer needs.

By analysing various real-world examples, businesses can derive vital insights into dynamic market trends, creating innovative solutions, and enhancing user experiences. Design Thinking's emphasis on iterative prototyping and collaboration resonates with the contemporary demand for agility and adaptability.

Real-world examples of successful Design Thinking implementations can be found in various sources. For instance, you can explore several Case Study repositories on Design Thinking platforms like IDEO and Design Thinking Institute. Furthermore, you can also look for business publications, such as the Harvard Business Review as well as Fast Company, which often feature articles on successful Design Thinking applications.

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Our Leadership Training blogs covers a range of topics related to Design Thinking, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Design Thinking skills, The Knowledge Academy's diverse courses and informative blogs have you covered.

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How to Write a Business Case for Your Innovation

Posted in Blog , Design Thinking , Entrepreneurship , Influencing people , Innovation , Intrapreneurship , Launch Your Business by Jo North

Do you need to write an innovation business case? 

In this article, I show you how to get started with creating a business case for your innovation, and how to overcome some of the challenges you’re likely to experience, such as dealing with risk and uncertainty.

What is an innovation business case?

An innovation business case captures WHY you want to action your innovation. It’s usually a short, written document that includes the tangible and intangible risks and benefits of the innovation, and the rationale of why the innovation should be actioned and supported.

An innovation business should contain all the key financial and non-financial data needed so that the reader can make an informed decision on whether or not to proceed with the innovation. It justifies the investment decision – investment in time, money and opportunity cost- in the innovation, taking known and “known unknowns” into account.

Overall, the fundamental purpose of an innovation business case is to stack up whether or not your proposed idea worth doing. 

Trust and your innovation business case

When you present someone with an innovation business case, you’re asking them to trust in you – your idea, judgment and capability for achieving the results that you say your innovation will achieve. Your innovation business case needs to be reliable, credible, transparent and directly aligned to the strategic and tactical objectives of your organisation.

It’s essential that you invest time, care and attention in creating your innovation business case. Its quality is a reflection of you and your personal brand.

How long should an innovation business case be?

An innovation business case should be as long as it needs to be, and no longer. It’s important to make sure that you only include information in your business case that is material to the decision-making process, and leave out superfluous items. The reason is that by excluding information that is not influential in the decision-making process, you’ll make your business case much clearer to your reader. Present extra information in an appendix if you need to, but you should be able to articulate your argument clearly and succinctly.

I’ve presented business cases successfully valued in the tens of millions of dollars to just a few thousand. In my director and leadership roles, I have also been a decision-maker at the receiving end of other people’s innovation business case proposals. For many, even complex, long-term and high-value innovation proposals, the idea, rationale and supporting evidence can be communicated effectively in just a few pages.

What should you include in an innovation business case?

Each innovation business case is different, or course. That said, my starting point is always this list of heading prompts that I created. Expand on the ones that are more relevant to you, and skip over any that don’t apply.

BUT beware of not including something simply because you don’t know what to write, or don’t know the answer.

One of the great benefits of going through the process of writing your innovation business case is that you are prompted to consider factors that you haven’t thought of so far. In this case, make sure you explore it and see how you can get the answers – or at least some of them – that you’re missing.

A “known unknown’ is something that we know that we don’t know. If something is genuinely a “known unknown”, don’t skip over it. Address it head on, and show how you’re going to mitigate, or reduce the risk. Doing so actually increases the credibility of your innovation business much more than simply trying to brush the risk or gap under the carpet.

An innovation is, by definition, something that hasn’t been done before, in this way and at this time. Therefore you should expect to find that you have some questions and “known unknowns” about what might happen.

Prompts for writing your business case

• Purpose of the innovation business case
• Summary of the opportunity
• Why do customers need this right now?
• What are competitors doing?
• Where’s the gap in the market? 
• How attractive is the market?
• How does this fit with your wider business and strategic goals?
• What’s your definition of success?
• Key risks and mitigations
• Non-tangible costs and benefits
• Will you need to bring in people from other departments or teams? 
•  Proposed implementation approach
• What assumptions are you making? Why?
• Three financial scenarios, for cost savings and /or revenue growth from the innovation: best case, most likely & worst case. 
• NPV & payback period
• What are the other things that you could be doing instead of this particular innovation? Why are you recommending that this innovation takes priority right now?
• Recommendations

What are some of the challenges of writing an innovation business case? 

The most common challenges that I see people struggling with when aiming to build an innovation business case are:

• They have no clear definition of success , so find it difficult to build an argument as to why their innovation is investable. Identifying the purpose and target outcome right from the start is essential.
• They have inaccurate or incomplete information . If this applies to you, focus on what you really need to know to make a decision, and leave the rest. Do your best to find the information you need, and demonstrate best endeavours in your business case write-up. Remember, though, that we rarely have a perfect set of data to base our decisions on, so you’ll have to step back and evaluate your innovation in the round. Also bear in mind that the past definitely doesn’t always project as a straight line into the future, so allow for that too.
• Forecasting how the innovation will perform , for example sales forecasts, timings, costings. Do your research and idea testing, and be prepared to make some judgment calls. An assumption is something that you assume to be true for the purposes of developing your business case for innovation. Write down your assumptions, as you can go back, test and learn from these later. It’s also good professional practise to do so because it helps others to follow your rationale and consider those assumptions.
• Risk aversion / gung-ho thinking . Everyone’s appetite for risk is different, it’s a very personal thing. Equally, some people are much more optimistic or pessimistic than others about potential likely outcomes. Try to be as objective as you can, and let the work you’ve done in gathering the numbers, facts, customer responses and so on build the story for your innovation business case. Avoid letting your emotions or personal agenda influence you too much.

• Multiple stakeholders with different interests and views . It can be challenging to navigate a range of perspectives and agendas, but if you think positively about it and actively listen to your key stakeholders, you can use diversity to actually strengthen your innovation business case. Other people will spot things you’ve missed, and make suggestions that you might not have thought of. It can feel like herding cats, sometimes, but as long as you use your leadership skills and remain true to your purpose, leveraging multiple viewpoints is a healthy thing to do.
• Time (aka procrastination) . Sometimes we are genuinely super busy, but if the innovation is important to you then do create the time to do a great job of your innovation business case. I often see people putting off getting started with it because the innovation business case is so important to them! They want to do a great job, but perfectionism and self-imposed pressure prevent them from getting started. Use the heading prompts I’ve given you above to get going. They’ll help you as you won’t be starting with the dreaded blank sheet of paper!

How to reduce uncertainty ?

Innovation comes with inherent risk. Make sure you try to identify and discuss the unknowns clearly in your business case. Whatever you do, don’t just brush them aside. Make sure you address them head on. This will actually give your innovation business case far more credibility than if you just pretend that all these risks don’t exist.

Next, make sure to gain as much clarity as you can on the things that you can. Focus on the issues that make a material difference. You don’t have to go down every rabbit hole to find every little bit of information. 

Zoom in on finding out the things that really matter. What are the levers? What are the inputs and the outputs, and the costs and the revenues that are going to make a material difference? 

Consider using the bullet proofing technique and work on those risks that are the most probable, and that could cause the biggest problems if they were to occur. 

Think about those and then work out a strategy for dealing with those risks.

Cost checklist

To accompany your written innovation business case, create a spreadsheet that shows the timing and amounts for all the cost efficiencies (savings) and revenue. Here’s a checklist of items for you to consider.

• Each item of capital expenditure needed
• Employee costs
• Ongoing operational costs
• Legal, admin, accountancy, insurance, intellectual property protection
• Projected sales from the innovation; and / or projected cost efficiencies / savings from the innovation. Show when they will start, and how they will build.

If you don’t know where to start with projected sales, I suggest you have a think about what your sales per week or month could be. What would be a realistic sales volume for you? 

And again, remember to use the worst case, most likely case, and the best case scenarios. This is also called sensitivity analysis. When you do this, you can plan for each scenario from a financial or reputational perspective, and then plan for what you might put in place to gear up for each different scenario. 

Evaluating your innovation business case

Next, it’s really important that you take a break from your business case for a while and focus on something else.

Then, come back and ask yourself…

• Do the potential benefits truly justify the efforts, risk and investment? 
• When is this investment likely to pay back? 
• How will this investment impact our cash flow? 

You’ll find my guide Do your reports make your business ideas shine? super helpful, too.

Lastly, you should have everything in front of you then that you need to make a decision, but make sure you adapt this to your needs. 

You can find more information on this subject, as well as other innovation related topics on my website at www.bigbangpartnership.co.uk/resources . 

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Innovation Toolkit – Tips, Tools and Templates for Managing Innovation

Having the right set of tools can help you get more out of your innovation activities by providing you with concrete ways for managing different parts of innovation. The right tools allow you to consider different aspects of innovation, look at innovation from new perspectives and save time.

It’s simply just more fun to use suitable tools that support different stages of innovation!

Table of contents

• What is an innovation management toolkit and how to use it?

Key aspects of innovation management

Types of innovation, the strategy choice cascade, 1.1 the business model canvas.

• 1.2 The Play-to-Win Strategy Canvas

Why use a systematic process?

Three processes for managing ideas, 2.1 the ultimate guide to idea management processes.

• 3.1 The Complete Toolkit to Idea Challenges

3.2 Analogy Thinking Canvas - Board of Innovation

3.3 brainstorm cards - board of innovation.

• 3.4 Opposite Thinking Canvas - Board of Innovation

3.5 Idea Validation Checklist

• 3.6 Lean Service Creation Handbook - Validation Canvas
• 3.7 Validation Board - Lean Startup Machine
• 3.8 Guide to a Successful Ideation Software Pilot

3.9 Viima Board Canvas

4.1 Infographic: How to Measure Innovation?

4.2 infographic: innovation statistics.

There are, however, so many tools for different innovation purposes that it can be difficult to know which ones are worth giving a go before testing them in practice. Thus, we’ve decided to collect some of our favorite innovation tools, tips, and templates in one place. In this post, we'll introduce how to use each of them as well as where they fit in the big picture.

What is an innovation management toolkit and how to use it?

The purpose of the innovation management toolkit is to introduce a set of tools you can use to boost innovation in your organization. These tools can help you approach innovation more systematically, keep track of your progress and find new approaches to innovation.

We’ve tried to make the use of this toolkit as simple as possible by categorizing the tools based on the following themes:

• Innovation Strategy
• Innovation Process
• Idea Generation and Validation
• Idea Management Software
• Infographics

These five toolsets can be used independently, in workshops or as a part of a complete innovation process.

We’ve also included additional material to this toolkit, such as blog posts, that we believe are worth reading before getting started with each topic.

If, however, you want to jump right to the introduction of the tools, click here .

Introduction to innovation

Innovation by definition is the introduction of something new. It can be a new idea, method or a physical invention that is launched to the public.

Because innovation management is such a broad and somewhat abstract topic, we’ve tried to make sense of it by dividing it into four key aspects. In practice, success in innovation requires that all four aspects are considered and that they work well together.

Culture refers to capabilities related to the people in the organization and is considered as one of the most important drivers of corporate innovation .

An innovative company culture emphasizes the need to always think of ways to get better. It values speed, continuous learning and experimentation and considers   failure as just a normal part of the process for creating anything new.

Companies that foster an innovative culture acknowledge that innovation can come from anyone in the organization – not just from the top. These organizations provide enough  freedom and responsibility for the people working for the company and is led primarily with vision instead of a chain-of-command approach.

Recommended reading:  Transforming Corporate Culture with Innovation Practices

Capabilities

Capabilities refer to the resources an organization has for creating and managing innovation. These capabilities are also primarily revolving around people and include the abilities of both individuals and teams collectively.

Organizational capabilities include:

• Information capital
• Practical skills of the people
• Tacit knowledge
• Unique insights

Other resources, such as financial capital might also be needed to be able to create innovation as you often need to invest some money to be able to test and launch new ideas.

This, however, doesn’t mean that you have to invest billions to succeed. In fact, according to both the 2017 PwC Innovation Benchmark and the 2011 Global Innovation 1000 reports, the best innovators aren’t usually the ones with the biggest R&D budgets but the ones that are able to create the most value for their customers.

Organizational structure consists of different teams, p rocesses, communication channels and infrastructure . It’s a system that outlines how certain activities are directed in order to achieve the goals of an organization. The right types of structures allow organizations to operate and innovate more effectively as they enable the effective use of the aforementioned capabilities.

The organizational structure also determines how information flows vertically and horizontally between different levels and teams of the company. The right communication channels make the feedback process smoother. When communication isn’t restricted and the information flows in all directions, it eventually has a positive effect on the internal operations of the company.

The purpose of a strategy is to achieve competitive advantage by delivering a unique mix of value for your customers, and innovation is just one of the means to achieve your strategic goals. Strategy sets direction to your innovation performance and structures your innovation work.

What’s interesting is that 96% of executives have defined innovation as a strategic priority yet innovation/R&D strategy is the area where the board of director’s understanding is the weakest .

To be able to actually improve different areas of your business and achieve your goals, your innovation strategy should be aligned with your overall business strategy.

We’ll introduce a few tools for strategic alignment later in this post.

Recommended reading: Innovation Strategy – What is it and how to develop one?

Each company has different strategies based on their unique strengths and capabilities, which means that there’s not just a single “right” way to innovate.

There are several different types of innovations for an organization to pursue and in this post, we’ve decided to introduce the the ones that are often used for classifying innovation and are easy to understand.

In general, organizations want to have different types of innovations in their innovation portfolio. This is of course to manage risk but also because different types of innovation are needed to achieve short-term and long-term goals. 

To maximize your innovative potential, it might not be smart to put all your eggs in one basket but to allocate resources to all three horizons:

Recommended reading: Types of Innovation – The Ultimate Guide with Definitions and Examples

The Innovation Matrix

Disruptive and sustaining innovations describe the changes and impacts on the market, whereas radical and incremental innovations refer to technical improvements on products and processes, for example. Both disruptive and sustaining innovations can either be radical or incremental depending on how and where they’re happening.

• Radically sustaining An improvement on a product or a process in an old market that doesn’t change the sales argument of the product. Might require many tremendous technological innovations but doesn’t really affect whom consumers buy the product from or for what reasons, just provides them with more value.
• Radically disruptive  A form of innovation that creates or changes a market through a completely new sales argument. Has room to grow due to the public interest in the product and a lack of clear competitors.
• Incrementally sustaining Sustaining innovation that builds incrementally is probably the most common form of innovation. It is the constant progress that's constantly happening in every business and is thus a vital factor for being able to compete. Incremental changes can be small, continuous improvements in any area of the business.
• Incrementally disruptive Incremental improvements that eventually lead to a dramatic disruption or even creates a new market.  This is what's one day going to happen to the  automotive industry  with the electric car or healthcare industry with new technologies.

Recommended reading:  How to Manage Disruptive Innovation – Introducing the Innovation Matrix

1. Innovation strategy tools

As already mentioned, strategy is about finding the best way to win between a number of feasible options. When it comes to innovation strategy, it guides you towards your long-term goals. In general, you should focus on doing things you have a realistic chance to win at.

“It’s only worth doing if you can win at it”.

For your innovation strategy to work, it needs to be aligned with your business strategy  and seamlessly integrated  to the ways of working. Clear communication as well as a few supporting metrics on all levels of an organization can help you get started with innovation and make it a continuous practice.

In this section, you'll find a few useful tools that can be used to define and align your business and innovation strategies, map your strategic decisions and remove the most critical uncertainties related to your idea, business or concept.

The Strategy Choice Cascade is a model that builds on a known Playing-to-Win -theory, introduced by Robert L. Martin in a book bearing the same name. The Strategy Choice Cascade is often used to create a differentiated strategy through a set of questions.

We wanted to include the model here as these questions can help you align your innovation strategy with your overall business strategy.

The Strategy Choice Cascade allows you to approach strategy in a systematic and structured manner and helps you:

• Determine your objectives to innovation
• Define your market and value proposition
• Assess and develop your core capabilities
• Establish your innovation techniques and systems

Once you have the answers to the aforementioned strategic questions, it’s time to map your strategic decisions and key assumptions related to your business idea or concept.

The Business Model Canvas is a template by Strategyzer and can be used to describe, design, challenge and pivot your business model. It works in conjunction with other strategic management and execution tools and processes and is best for designing and validating a scalable business model within the market.

With the help of the The Business Model Canvas, you can define, and map nine key strategic areas related to external and internal factors to understand what is required to make your idea a real business.

 Recommended reading:  How to: Business Model Canvas Explained

1.2  The Play-to-Win Strategy Canvas

The Play to-Win Strategy Canvas v 3.0 (Matthew E. May) is a tool that is also created based on The Playing-to Win theory. This canvas similar to the Business Model Canvas in a sense that it’s a visual tool for formulating and mapping your strategy.

The difference between these two tools is that The Play-to-Win Strategy Canvas allows you to remove the most critical uncertainties regarding your idea before developing it further.

The purpose of this canvas is to help you identify what must be true for your strategy to be valid .

Recommended reading: What Strategy is and isn’t: Playing to Win

2. Innovation process tools

An innovation management process is a systematic approach for generating, prioritizing, evaluating and validating new ideas, as well as putting them into practice.

To be able to execute your strategy and to improve on new or existing ideas, it makes sense to build a structured process that works as a framework for development and implementation.

Often, you need a number a different processes to manage different types of innovations as it's impossible to manage incremental and radical innovations with a single process, for example.

Although ideas are important, just having them is not enough as you still need to further develop and implement them to actually benefit from them.

Execution is the key for the success of an individual idea and the ability to implement several ideas effectively is only possible with the help of efficient mechanisms. By defining a process for managing the ideas, you'll introduce clear responsibilities that will hold people accountable. A clear set of common rules make the process transparent and understandable for everyone and guides you through the innovation life cycle.

This, however, doesn't necessarily mean introducing heavy stage-gate processes. Although in some cases the stages can be very straightforward and standardized, there are cases that require a lot of freedom.

A systematic innovation process that is well suited for your purposes can help you to:

• make better decisions
• remove the bottlenecks
• enhance your efficiency
• reduce risks
• move faster by simplifying the otherwise complex process

A general misconception is that all ideas can be managed through one innovation funnel. As already mentioned, there are different types of ideas that originate from different parts of the organization, which is why you often need multiple processes for managing new ideas.

The Centralized Model

The centralized model can be defined as a hierarchy decision-making process where all decisions are handled strictly at the top level. It is often used by companies with less than 200 employees that have, to at least some extent, hierarchical organizations.

The Decentralized Model

On the opposite end of the spectrum is a decentralized model which relies on delegation of decision-making powers and flexibility. In this model, there's no central decision-makers deciding about the ideas but the responsibility is distributed.

The decentralized model is often used by companies with more than 200 but less than 500 employees with teams or business units that are used to making decisions independently.

The Hybrid Model

The hybrid model is a combination of the centralized and the decentralized models. It uses different tracks for managing ideas which all have a dedicated decision maker or steering group to oversee them. These tracks can be either centralized or decentralized.

In order to be able to scale innovation in your organization, you need more than one person to make decisions on different levels of an organization. The dream is to have every employee understand the business as a whole and proactively develop every facet of the way they work.

Recommended reading: The Ultimate Guide to Idea Management Processes

The Ultimate Guide to Idea Management Processes will look at the different idea management processes we've encountered with our prospects and customers. We'll introduce the models and talk a little bit about their characteristics and suitability for different kinds of companies.

This guide can be used for identifying the non-ideal processes and understanding the reasons why some of the idea management processes  may be more effective compared to others.

The guide contains:

• A 33 page   eBook  that introduces the most common  idea management  processes and discusses their suitability for different kinds of companies
• A PowerPoint template  with editable slides of all the recommended processes

3. Innovation management tools

In this section, you’ll find some of our favorite tools for idea generation and idea validation . We’ll also explain how a transparent innovation management software can help make more innovation happen in your organization.

Idea Generation

Idea generation is described as the process of creating, developing and communicating ideas. It’s the front-end part of the idea management funnel and it focuses on coming up with possible solutions to perceived problems as well as identifying new interesting opportunities.

There are obviously different ways you can start generating new ideas and the most suitable method for you depends on what you want to achieve. New ideas can help you move forward if you feel stuck with a task or are unable to solve a certain problem and the right tools can help you come up with even better ideas.

Recommended reading: What is Idea Generation?  – Definition, Techniques and Success Factors

3.1   The Complete Toolkit to Idea Challenges

If you’re looking to get more ideas from your employees, for example, we usually recommend starting with an idea challenge.

Idea challenge is a focused form of innovation where you raise a desire, concern, or area of improvement with the hopes of finding creative solutions. It typically starts off in the form of a question and is guided towards a specific audience.

Recommended reading: The Complete Guide to Idea Challenges

The Complete Toolkit to Idea Challenges helps you get started with your first idea challenge and guides you though the entire process from picking your theme and participants to planning and executing the challenge.

This PowerPoint Toolkit Contains:

• 15 slide templates  for the idea challenge process
• 5 slides  of email templates to help in communication throughout the challenge
• An editable copy of the  Idea Challenge Canvas  for designing and keeping track of your challenge

If it’s not time for you to organize an idea challenge just yet, there are other ideation techniques you can use to come up with fresh ideas, such as The Analogy Thinking Canvas , a simple tool created by Board of Innovation that can be used for  identifying and applying the best features from other solutions.

Analogy thinking is a technique for using information from one source to solve a problem in another context. Often, existing solution to a problem or opportunity can be used to solve another problem.

Analogy thinking can, for example, be used for analyzing a successful business, identifying what makes it great, and then applying those same principles for your business. This is an effortless method for coming up with  new ideas that are, to some extent, pre-validated .

You should, however, be careful here as each business is unique and not everything works for everyone. Also,”Uber for dog walking [/insert industry here]” doesn't necessarily lead to very unique ideas.

Brainstorm cards are another useful tool for coming up with dozens of new ideas related to whatever challenge or problem you are currently working with.

Brainstorm cards can help you consider external factors such as: societal trends, new technologies, and regulations in the context of your business. It’s a fun tool that allows you to approach problems from multiple different perspectives that you might otherwise not have thought of.

Although traditional brainstorming isn’t necessarily the most effective way to generate new ideas, these cards can be used to boost inspiration in a group or when ideating independently.

3.4 Opposite Thinking Canvas – Board of Innovation

Opposite/reverse thinking  is a technique that can help you question long-held assumptions related to your business. It’s a useful tool to consider if you feel your team is stuck with the conventional mindset and coming up with those “out-of-the-box ideas” seems difficult.

Often, the best solutions aren’t found through a linear thought process. Although our brains are wired that way, opposite thinking can help us question the norm. With this type of thinking, you consider the exact opposite of what first comes to mind.

The key to success with all of these idea generation tools is to define your problem or opportunity and to involve the right people in your ideation process. You can find more success factors for idea generation in the blog.

Recommended reading: Idea Generation: Definition, Techniques and Success Factors

Idea Validation

Idea validation  is the process of gathering evidence around ideas through experimentation to make fast, informed and de-risked decisions.

 New ideas have unpredictable elements and if some of them go wrong, it can destroy your plans at once. An idea should be validated before investing a significant amount of time and resources in developing it to avoid building and launching a product or concept no one wants or isn’t willing to pay for.

The purpose of idea validation is to expose the idea to the practicality of the real world before you build and release the final product or offering to the market to make sure your idea has real demand. Otherwise there’s a risk of it becoming “just another cool idea”.

Idea validation:

• reduces the risk of producing something that isn’t of value
• speeds up the delivery of a value-creating service in the market and  minimizes the costs

The idea must either be able to solve a real problem, fulfill its intended purpose or appeal to other incentives.

There are multiple ways you can validate an idea but the main ideology behind the validation process is actually quite simple:

During this process, you want to focus on making sure that the most critical assumptions related to your idea are valid.

Recommended reading: Idea Validation: Steps and Tools for Testing Your Idea

This simple, 4-step checklist can be used to kick off and keep track of your idea validation process. With the help of this idea validation checklist, you can:

• Monitor the progress of your validation process
• Develop a hypothesis
• Choose the best method for experimentation

3.6 Lean Service Creation Handbook – Validation Canvas

Validation Canvas   is a tool by Lean Service Creation that can also be used to test your assumptions. Instead of looking for supportive arguments to prove that your idea is good, the point of Validation Canvas is to prove that it’s not.

We’re naturally accustomed to searching for evidence that supports our point of view but aren’t often spending enough time on researching conflicting evidence. This tool allows you to really test whether your idea is good or bad and whether of not to proceed with it and is useful especially in the early phase of an idea.

In addition to the Validation Canvas, The Lean Service Creation Handbook includes tons of other useful canvases that you can use for making different kinds of experiments .

3.7 Validation Board - The Lean Startup Machine

The Validation Board  is a tool that can be used to validate and pivot your assumptions and to track those pivots.

With the help of the Validation Board, you can define customer, problem and solution hypotheses, and identify the core assumptions related to these aspects.

If you’re looking for an actionable tool for setting goals and tracking multiple hypotheses at once, you’re likely to find this tool useful.

Innovation Management Software

A dedicated innovation management software can be tremendously helpful for managing activities, practices, processes and decisions that an organization uses to drive raw ideas all the way to concrete value generating innovations. For many organizations, innovation can be a highly complex and multi-dimensional set of processes across multiple teams, business units, and divisions, which is why you should look for a software that is flexible, scalable and suitable for different use cases .

We’ve gathered a comprehensive list of different innovation management software here: 20 Best Innovation Management Tools – Choosing the Best One

If you’re looking for an innovation management software right now, you can get started with Viima, which is free for up to 50 users .

3.8 Guide to a Successful Ideation Software Pilot

We almost always recommend starting with a pilot when picking a tool for managing innovation. This Software Pilot Guide Contains:

• A 5-page eBook that helps you form your ideation process and pinpoint areas to improve upon based on the pilot
• A Simple Checklist to use as a reference when planning a successful ideation software pilot 
• Viima Board Canvas  to help you set goals, design your pilot, and to make sure you're on the right track

To succeed in ideation, it’s essential to approach your work holistically. Viima Board Canvas helps make sure none of the aspects of innovation is ignored and can be used for identifying elements and setting goals for different kinds of innovation and idea management processes/pilots.

4. Infographics

Infographics are a powerful way to summarize and communicate interesting facts. The final section of this toolkit introduces our most popular infographics that are created based on comprehensive blog posts about trending topics.

Communication can sometimes be a challenge and even though infographics aren’t as actionable compared to other tools, they can help make communication easier.

Finding the right metrics to measure innovation can be difficult. There are tons of different types of metrics you can measure but not all of those are relevant for everyone, at least not on a daily basis. Thus, we wanted to help you understand how to make sense of different innovation KPIs.

This infographic includes:

• Interesting data about the most commonly used innovation KPIs to measure the value of innovation
• Key categories to consider when choosing innovation metrics 
• Concrete examples of innovation metrics in each of the key categories
• Guidance on how to get the most out of your innovation KPIs

Recommended reading: Measuring Innovation – The Definitive Guide to Innovation Management KPIs

There certainly is a lot of interesting data about innovation! Thus, we wanted to go into detail on the more qualitative aspects of innovation and to introduce some numbers and statistics regarding the industry in general.

Because there’s quite a bit of data, we’ve combined the most interesting findings from 20+ quantitative studies on innovation in this infographic.

The Innovation Statistics infographic includes:

• The strategic implications of innovation
• Statistics on innovation performance
• The most common challenges and obstacles for innovation
• Data on the most common innovation metrics and their usage
• 7 proven best practices for improving your innovation performance

Recommended reading: 50+ statistics on innovation – What do the numbers tell us?

We hope this post provided some context for how to get the most out of these tools. 

Now that we’ve introduced the key tools for innovation management, it’s time to test them in practice. We know that there’s quite a lot of them and obviously not all tools work for everyone. As already mentioned, the point of this toolkit isn’t to use all of them at once but to pick suitable ones for the cases you’re currently working on.

You’re more than welcome to share this toolkit with your co-workers and other partners involved in your innovation process to get more out of it!

However, before introducing the tools for everyone in the company, you might first want to test them in smaller groups to see how they really work in practice. Once you learn which tools work for you, you can start introducing them to other business units.

Related articles

Innovation Q&A – 30+ Common Questions About Innovation

Innovation Strategy – What is it and how to develop one?

Innovation Management Processes – Figuring Out the Right One

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Top 10 Innovation Project Proposal Templates with Samples and Examples

Sapna Singh

It’s not hidden at all: The ability to innovate is the “secret sauce” of business success. Innovation is integral to survival in any industry. It provides insights into envisioning and producing tomorrow's products, services, and businesses.

This also explains why we are in awe of entrepreneurs like Steve Jobs, Jeff Bezos, Mark Zuckerberg, and AG Lafley.

Thanks to the iPhone, modern technology has undergone a revolution. The frequent mention of Apple products in discussions of innovation shouldn't come as a surprise. Steve Jobs understood that despite the rapid development of computers and smartphones, these devices alone could not satisfy the latent needs of consumers for portability and speed. The outcome of this was the iPhone.

Innovation is crucial because it demonstrates to investors and customers that a company is making a concerted effort to stay relevant in the global market and satisfy customer needs.

An innovation project proposal can be an effective tool for discovering new ideas that can be turned into viable products or systems. Take advantage of our blog’s innovation proposals to bring a fresh approach to business. Check out our library of PPT presentations to advance your corporate strategy.

Leave no stone unturned in using innovation in processes and management of your business. Grab the finest, well-researched collection of innovation proposal templates to carve a niche.

Remember, INNOVATION is about new ways of doing things.

It's now possible to create awesome presentations that will transform your business by using the right template. Click here to get one.

Eager to learn more about how innovation proposals can help you? Try our complete deck, to learn more.

Template 1: Innovation Project Proposal Deck

Use our topic-specific deck to showcase your innovative services to the clients. You can also offer critical information to your clients at speed, and at a lower cost. This project proposal PPT Template consists of a table of contents that showcase the project context & objectives, services offered, case study, client testimonials, terms & conditions, etc. Use this template to highlight your sample projects and some completed projects that you have designed for other clients. Market your creative ideas and opinions to potential clients by downloading our fully editable and well-researched slide.

Download this template

Template 2: Cover Letter for Innovation Project Proposal PPT Deck

Use this PPT Template to forge a partnership. Craft a cover letter that catches the attention of your clients and helps you stand out. With this professional presentation template, create a consistent format to make your information well-organized and accessible to clients. You can download this PPT right away and advertise your skills.

Grab this slide

Template 3:  Our Process of Innovation Project Proposal Model

Employ this Innovation Project Proposal Process PPT Model to demonstrate the functionality of your business concept. This allows you to assess project or feature success before jumping into development. Also elaborate the five-stage process: recognition opportunity, invention opportunity, development, implement pilot, and diffuse scale. This is a 100% editable presentation. Grab it now to provide a closer examination and evaluation of the end product.

Template 4: Timeline for Innovation Project Portfolio Layout Ideas

Our Timeline for Innovation Proposal Portfolio will get the party started. Use this set of PPT slides to get your thoughts going. This five-stage timeline is the easiest and most efficient way to track and manage your project’s planned activities and will give the team a clear picture of the project’s course at a single glance. By breaking down the project life span into smaller parts, you and your team will understand where everyone stands. Download this PPT right away and edit it to your heart’s content. Follow each stage of the project and identify any weak points to prevent missed deadlines and unmet milestones that affect work productivity.

Template 5: Roadmap for Innovation Project PPT

Get your hands on this roadmap proposal PPT to connect strategy to execution. The advantage of this innovation roadmap is that you can use it to steer both the initial innovation management and o-ground implementation. This ready-to-use professional template is available for immediate download. Download now and report on progress.

Template 6: 30-60-90 Days Plan for Innovation Project Model Graphics

Create a lasting impression with our 30-60-90 days plan for Innovation Project PPT Model Graphics. This template serves as an overview of the steps that institutions need to take in implementing certain changes, products, concepts, services, and business models that can add value to either the organization or its customers. Click here to download.

Template 7: Case study for Innovation Project Proposal PPT

Make use of this innovation project proposal PPT to emphasize the depth of expertise and successful track record your team has in helping clients finish their projects. Use the template to display some of your finished projects for other clients as well as some of your sample projects. Visualizing the stages of the process—challenge, solution, and results—helps foster an innovative culture.

Check out our amazing collection on brainstorming ideas. Download this template to pitch potential clients on your original thoughts and points of view.

Template 8: Your Investment for Innovation Project PPT Template

Use this innovative template to create a transparent budget structure. This investment PPT Theme displays the costs and phases of your proposed innovation project. This helps in laying down a strong foundation for decision-making in the future. Get this right away so you can choose wisely.

Grab this template

Template 9: Terms and Conditions for Innovation Project PPT Model

Employ this sample template to spell out what ought to happen in any given circumstance in the course of the project. This PPT Template outlines the main business terms you provide to your clients and clarifies the obligations and rights of each party to the contract. Impress your audience by downloading it now.

Template 10: Sign-off for Innovation Project PPT Deck

Use our sign-off PowerPoint Deck to conclude a project or recognize the receipt of a significant deliverable. Numerous modifications can be made depending on the legal requirements and contractual obligations. You have the ability to communicate your thoughts using this template. To download, click on the link below, right away.

KEY TAKEAWAYS

In most organizations, innovation isn’t hampered by a lack of ideas, but rather a lack of noticing the good ideas already there. Remember that to innovate, you have to implement. Don’t waste time and potentially freeze yourself with a slew of unspoken ideas — focus on the ones that are truly worth trying.

Take a tour of some stunning start-up templates for new ideas. Explore these templates now to create innovative products and services.

PS: If you are searching for templates to help you develop an innovation strategy, then you are in the right place. Go through our curated list of templates to create a unique and competent innovation strategy.

FAQs on Innovation Project Proposal

What is innovation project proposal.

Innovation project proposal is a document to showcase the process of creating better solutions. It exhibits your innovative services to the clients and involves systematic application of recognized techniques to identify the function of a product or service and establish a worth for that function. The proposal also generates alternatives through the use of creative thinking. The proposal includes the project context and objectives, services offered, case study, client testimonials, terms and conditions, etc. For examples, you may study the books of Edward De Bono, a thought leader from the previous generation, who has given several frameworks and proposals around the process of thinking itself.

Ideally, your proposal should address the following five key points:

• An opportunity or problem that you have observed
• How you will address the opportunity or solve the problem?
• What you are proposing to do (Pilot project… over what time frame)?
• The benefits of this solution
• What are you asking for (Price)?

Why are Innovation Project Proposal important?

These proposals are able to produce great results and provide a competitive edge in the market. The framework provides a way for any organization to stay relevant and productive. It also ensures you the organization to stay on top of its competition and work on pragmatic solutions for the betterment of business.

What should be included in an Innovation Project Proposal?

A project proposal is a written document that includes the timeline, budget, objectives, and goals of a project and informs all relevant parties about it. To convince stakeholders to support the initiative, your project proposal should condense the specifics of your project. These sequential instructions apply to most project proposals, regardless of type. You’ll need to customize your proposal for the intended audience, but please use the following framework as a reference to ensure you’re including the key components in your document:

• Project Context and Objective
• Team details
• Client testimonials
• Terms and Conditions

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The Innovator’s Canvas: A Step-by-Step Guide to Business Model Innovation

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The Dreaded 100 Page Business Plan

Back in the 90’s and early 2000’s, creating huge business plans was all the rage. Endless presentation files and books of up to 100 or more pages used to be commonplace in documenting and describing a new business idea. All this effort was done to please investors who wanted to know what “the plan” was before they made a big investment in a startup.

Trouble is most of it was hogwash. Precious time and paper was wasted on trying to define every detail of a business idea that would inevitably require monthly, if not weekly, changes and course corrections as assumptions behind the business plan were destroyed by the wrath of the open market. But because so much time and thought had gone into a 100+ page business plan, entrepreneurs would become fixated on the idea that “if I just execute the plan it will all work out.” After all they did spend a lot of time on their plan, it must be right! Right?

Unfortunately no; in fact the opposite became true: the more time you spent thinking and documenting details of your plan, the less right that plan became.

But you still needed a plan. No investor worth his salt would ever invest in a startup that had no plan.  And no entrepreneur would succeed without at least a basic plan in place.

Fortunately there was a better way.

From 100 Pages To One Page

In 2008 Alexander Osterwalder, a Swiss business theorist and PhD in management information systems, published a breakthrough single page update to the process of creating a business plan and called it the “ Business Model Canvas .” This document helped dramatically simplify and focus the process of creating a business plan to documenting the essential elements on to one single page. These elements were: value proposition, customers, channels, relationships, partnerships, activities, resources, costs and revenues. He proposed that creating a business plan essentially become filling out nine boxes of assumptions on a single piece of paper.

The Business Model Canvas became the answer to the 100+ page business plan.

Business Model Canvas: nine business model building blocks, Osterwalder, Pigneur & al.

Thanks to the dramatically simpler format and the categorization of the essential elements of a business plan, the Business Model Canvas was well received and has become a staple in the startup and new business development world.

Osterwalder (et al) didn’t stop there, in 2014 they released an update to the business model canvas by providing more detail about the customer and value proposition sections by creating the Value Proposition Canvas. This new canvas provided a simplified way to think through the heart of the business model.

Combined these two canvases provided a strong foundational framework for thinking through your new business opportunity.

But as great as it was, it was only helpful from a thought process/documentation perspective. In other words, by itself it was not able to answer the fundamental question of every new business: are the assumptions you have right or not?

Steve Blank and the Lean Startup Movement

To answer those hard questions, Steve Blank, a famous investor and professor at UC Berkeley had been working on a process called the Lean Startup that startups could utilize to validate or invalidate their business model assumptions. In 2004 he invested in a startup led by Eric Ries who enrolled in his course at UC Berkeley. For Ries this provided a mentoring experience that ultimately led to him writing the international best-seller “ The Lean Startup .” Shortly after the book was released Steve Blank wrote an article in the Harvard Business Review titled “ Why The Lean Startup Changes Everything ” where he explained the concept. I highly recommend reading it if you haven’t already.

In the Lean Startup methodology a few principles are essential:

• Discover who your customer is using interviews and MVP tests before building out and executing the entire business plan (I wrote a blog post on it )
• Increase the rate of experimentation by minimizing the total time through the learning loop

These Lean Startup principles formed the foundation of a revolutionary change in the way startups create and validate new ventures. But despite the usefulness of the principles, entrepreneurs and investors still needed a way to track their progress towards building a repeatable and sustainable business model.

That’s when Steve Blank came up with what basically amounts to a business model scoreboard.

Investment Readiness Levels

Taking a page from NASA’s approach to technology readiness levels, Blank created what he calls “Investment Readiness Levels.” He wrote a blog post about it here . Below are his levels on the left and my interpretation of them on the right.

With this tool both investors and entrepreneurs could easily see what the major milestones are in the creation of a new business and where they are along that spectrum.

The combination of these tools has proven highly valuable among startups and big businesses looking to build new product lines or business models. But as I used them in my innovation efforts I found them to be lacking a couple essential elements and characteristics. I felt as if both the investment readiness levels, the business model canvas and value proposition canvas were 80% complete, almost like an MVP, and nobody had bothered to put them all together into a finished product. That’s when I decided to create The Innovators Canvas.

The Innovators Canvas

“If I have seen further, it is by standing on the shoulders of giants.” – Sir Isaac Newton

The goal of the Innovator’s Canvas is not just to provide a canvas template but to provide a systematic process by which business models can be documented, tested and iteratively created until you have achieved either fast/cheap failure or certain success. Ultimately those are the two best outcomes any entrepreneur (or intrapreneur) can expect.

The question you might have is “why did you feel the need to change the existing canvas?” Here’s my answer:

• The first thing I didn’t like in using Osterwalder’s two canvases, the business model canvas and the value proposition canvas, is that there were two of them to begin with. From a practical standpoint I found that combining those two canvases into one was a logical first step.
• The key activities box was unnecessary – especially when these two were combined.
• In 2014 I was exposed to the Lean Canvas by Ash Maurya in which he made two additions that seemed helpful: 1) Unfair Advantage and 2) Key Metrics. He made other changes that I didn’t find as useful but these two additions were very helpful.
• Even with these changes, I still found the resulting canvas to be lacking something essential. It felt like the “what” and “how” of each business idea was captured but not the “why”. In a blog post on the Apple Watch I discussed the importance of why and linked to a TED talk by Simon Sinek. If you haven’t seen that post you can check it out here . Having identified this as the missing piece of the puzzle I decided to add it as the top center item just above value proposition. No business idea should ever be seriously considered unless you have a compelling why behind it.

With these four points in mind I’d like to introduce to you what I call the Innovator’s Canvas:

With this as the template I used in developing new lines of business I quickly found that the typical format of saving this as a pdf and using sticky notes to document each cell was not going to work. Sticky notes are a great tool to use initially but I didn’t want to worry about sticky notes falling off or not being able to read the sloppy handwriting on them so I created this template from scratch in PowerPoint.

Having it in PowerPoint gave it several advantages that I later discovered were essential:

• It could be clearly and easily used in presentations – something the printed pdf’s didn’t do very well
• Since it is built as a table in PowerPoint, each individual cell could be colored or shaded according to the relative risk of each assumption
• Others could easily use and modify it as they saw fit

After creating the initial blank template the next thing to do was create a thorough explanation of each cell on the canvas. The image below provides these explanations.

With the Innovator’s canvas we now have a thorough template for documenting complete business model ideas. If anyone has a business idea that they want to get serious about, the first step is documenting the idea in the form of the Innovator’s Canvas. This forces the individual or team to think through each of the essential elements of the idea and begin to “put meat on the bone” so to speak. But just having documentation of the idea is merely the first step toward true business model validation.

The Process of Business Model Validation

In my experience ideas tend to be a dime a dozen. Many people at some point have had an idea that they loved and yearned to pursue. Some even have a number of ideas jumbling around in their mind that they have always thought would make a great business. Having a lot of ideas is great but to make any progress one needs to know where to start. That’s why every new business model idea needs to be ranked and validated or invalidated as quickly and cheaply as possible.

Ranking Business Models

• How big of an opportunity from a market size and revenue standpoint is this business model?
• How well does it fit within the core values and capabilities of the founding team or sponsor organization?
• How difficult will it be to build, grow and sustain this business model idea?

The answers don’t need to be exact and there are no firm thresholds to meet when doing this (unless you want to establish firm thresholds) but the idea is to create a quick relative ranking of each business model idea so you know where to focus your efforts. Once you’ve thought through those questions and arrived at a ranking of business model ideas the next step is validation of those ideas.

Business Model Validation

To help facilitate this I’ve broken up the canvas into four essential elements:

• Problem Identification : We have verified a customer segment with a burning problem/need that they are willing to pay to fix
• Problem/Solution Fit : We have verified a solution to their problem that they would buy right now if it were available
• Product/Market Fit : We have verified a channel to reach customers for sale and delivery of solution
• Scalability : We have verified that the business model can be scaled profitably and sustainably

Below is the canvas as separated by these four areas:

One other way to help facilitate validation, especially in situations when business model ideas are competing with each other, I’ve modified Steve Blanks Investment Readiness Levels by turning them on the side and adding the critical step of defining a “why.” The result is essentially a business model scoreboard.

Notice how this scoreboard also has three general phases that line up with the three general regions of the business model canvas.

Note that the steps 1-10 represent essential stages in the business model validation process. Below is a quick explanation of how to use the scoreboard:

• Write out each business model idea your organization is considering
• Shade the cell green if you have completed the requirements for that stage (requirements for each stage are listed below)
• Shade yellow if the stage is actively being worked on or there is risk to achieving the requirements of that stage
• Shade red if the stage has been attempted in a serious and deliberate manner but for various reasons the criteria is not being met. This is a signal that you may need to pivot from that business model into another.
• Track each business model’s progress and focus on what is working rather than trying to always “fit square pegs in round holes.”

Below are the criteria for each stage:

• Canvas : You have created a business model canvas for this idea
• Customer / Market / Competitive Analysis : You have done an initial customer, market and competitive analysis on the idea and have shown that the idea has promise of meeting customer needs, has a market size that meets or exceeds your targets and does not pose a substantial competitive threat or barrier to entry.
• Problem / Solution Fit Test : You have discussed the idea with potential customers and at least 6-8 B2B customers or 15-20 B2C customers within a defined segment have said that the solution solves a compelling pain point and they would buy it right now if it were available.
• The Why : You have defined a clear and emotionally compelling “Why” behind the business model idea.
• MVP Test : You have created an MVP (defined as the smallest test you can devise to try out a specific idea or hypothesis – usually not an actual product but rather some form of simulation or prototype) and tested it with potential customers.
• Product Market Fit : You have sold the product or service through a sustainable channel and the solution is starting to gain meaningful traction in the market.
• Right Side of the Canvas : You have validated the value proposition, channel, customer segment with pains/gains/jobs, ongoing customer relationship model and the revenue stream. You may not have a profitable business yet but you do have a business that is generating revenue and creating value for customers.
• Product Vision : You have clearly defined the end-state of the product work representing all target personas, vertical markets and/or geographies.
• Left Side of the Canvas : Your business has validated its cost assumptions, developed essential partnerships, established a credible unfair advantage and leveraged your key resources. In short the business is now profitable and sustainable but may or may not yet be scaled.
• Metric that Matters : You have identified the leading metrics that predict the outcome of the lagging metrics. You focus your efforts on moving those leading metrics in order to scale or further optimize the business.

As you get into doing this for your own startup or organization a few rules are essential to this process working properly.

• One team must be dedicated to validating one business model at a time. It is not feasible or wise to stretch one team over multiple business models. You can call these teams “Business Model Search Teams” or “Product Discovery Teams”
• Product Manager (founder)
• Lead Engineer
• Lead Designer
• User Researcher (optional)
• Team goal: Identify 6-8 B2B or 15-20 B2C “Earlyvangelist” customers. These are customers who care disproportionately about the problem to be solved and are willing to work closely with the team throughout the discovery process to ensure the product or idea is done right.
• The teams primary day to day duties consist of devising and running experiments.

In order to properly run an experiment the product discovery team must document the assumptions before running the experiment and document the results during and after the experiment and either validate or invalidate their assumptions. Below is an experiment card I created to help facilitate the process of documenting an experiment.

As you design and execute experiments you’ll better understand how to hone in on addressing your target customers needs. Note that the product discovery team, in ideal conditions, should be running at least 2 experiments per week. The more high quality experiments you can run the faster you’ll be at climbing the learning curve and achieving business model success.

To manage the workflow of experiments and team efforts a daily or 2-3 times per week stand-up meeting can help organize the teams efforts and ensure that the process is being followed. During that stand-up meeting the primary topic should be discussing the results of the previous days/weeks experiments and quick coordination for carrying out the next set of experiments.

In conclusion there are three basic steps in the process of business model innovation:

• Customer discovery
• Business model design
• Business model validation

As you get more familiar with this process you’ll start to discover the power of framing it in this way. Ultimately the value of it is that it serves as a living business plan document and scoreboard that is updated frequently and shows you whether you are on track or not.

For a PowerPoint version of these documents, visit this link .

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One Response to "The Innovator’s Canvas: A Step-by-Step Guide to Business Model Innovation"

Very interesting, thank you. Soon, can we add the human side in this model (welfare, Positive thought, positive energy …) because we need humans to make run the Innovators Canvas Template

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An Assessment of the Small Business Innovation Research Program: Project Methodology (2004)

Chapter: 4. case study template.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Case Study Template for SBIR Award Winners Agency Program of Focus: _________________________________________ Case Study Writer: _______________________________________________ I. Characterize the Firm 1. Name of Firm: _______________________________________________________ 2. Location: ___________________________________________________________ 3. Check any of the following characteristics that apply to the firm: __Recipient of many PI awards __of many PII awards __of many PIIB awards __Recipient of an unusually large award amount __Noted for successful commercialization __ agency supplier __ marketplace __Noted for large spillover benefits __Primarily a contract R&D operation (without commercial orientation) __Women Owned __Minority Owned __No more than 5 employees __No more than 50 __No more than 100 __Founded within the past 5 years __6 to 10 years ago __10 to 20 years ago 4. Describe the firm’s principal business: ____________________________________ 5. Provide any other relevant descriptors: ____________________________________ II. Identify Interviewee(s) 1. Name: _____________________________________________________________ 2. Position: ____________________________________________________________ III. Describe SBIR Effects on the Firm Ask the interviewee to describe what the SBIR has meant to the firm, how important it has been as a source of financing, and the role it has played in shaping the firm’s technological base or competitive capabilities. The following questions may be useful in shaping the discussion: 1. Did the SBIR program play a role in the initial formation of the firm? Describe. 2. Has the SBIR helped the firm survive? Helped it become revitalized? Describe. 3. Has the SBIR been an important factor to growth? Describe. 4. Has the SBIR affected the ability of the firm to secure other financing? How? 110 

a. What were the firm’s major sources of funding at the time it applied for its first SBIR award? How important was SBIR funding relative to total firm financing at the time of the first award: How important is SBIR funding now in terms of total firm financing? b. Do you think you have been able to obtain more R&D funding as a result of the SBIR? More Federal R&D funding? 5. Has the SBIR affected development of the firm’s technological base or capabilities? Describe. a. What can your firm do that you think it wouldn’t be able to do without the SBIR? b. Describe how your firm would likely be different today, had there been no SBIR? IV. Identify Innovation Area, Outputs, and Impacts of an SBIR Funded Project Innovation Area 1. What has been the most important innovation pursued with SBIR funding? Describe. Commercial Outputs 2. With respect to this most important innovation, is the firm selling products or services derived from SBIR funding in the market place? 3. Is the firm supplying products or services to a Federal agency? 4. Are there other modes of commercial outputs? Describe extent of each of these activities. 5. Are there plans for commercial activity in the near future? Commercialization Strategy 6. If the firm has commercialized this most important innovation, what was its strategy, e.g., did it: __ form a strategic alliance with another firm for production? __license the technology to one or more other firms? __produce in-house? Private Returns and Spillover Effects 7. What are the effects on the firm’s customers from having the results of this innovation, e.g., __lower costs? __higher quality? __new performance capability? __increased ability to achieve agency mission? __improved health or safety? __environment effects? __other effects? Describe. 8. Can the firm provide information on projected market sizes, returns to the firm, and returns to others from the most important area of innovation? 9. Did scientific papers result from this area of SBIR-funded research? How many? Please provide references for published papers. 111 

10. Has this SBIR-funded innovation generated any patents? Filed and granted or filed only? If granted, obtain patent description and number if patent citation analysis is planned. Are more filings expected? 12. Are there examples of carryover of know-how from this or other SBIR funded projects to other endeavors of the firm? To the endeavors of other organizations? V. Views on Applying for and Receiving SBIR Awards Applying for an SBIR Award 1. How did the firm become aware of the SBIR program? 2. Was the geographical location (State and region within) important to the firm’s awareness of the SBIR opportunity? It’s ability to propose and receive an SBIR? Describe. 3. What determined the agency(s) to which you have proposed? 4. Do you find important differences among the application processes among SBIR programs? Elaborate. 5. Does the firm have a strategy for proposing to SBIR, e.g., propose many PIs hoping to get at least one awarded, and then narrow the R&D focus? 6. What have you found to be the approximate relationship between the cost of proposing and the amount of funding you have been awarded -- at the PI stage? PII? PIIB? 7. Have you applied for and received awards from other government R&D programs? Which ones? How did this experience compare with your SBIR experience? 8. What would you like to change about the SBIR application process? 9. What’s your opinion of the topic specification? Would you have preferred a tighter or a more open specification? Why? Do you think you would have had greater success commercializing the technology in the marketplace if you’d had greater freedom in defining the technology? 10. What is your opinion of the frequencies of solicitation? For PI? For PII? 11. If the SBIR program to which you proposed had a 3rd party investment requirement for obtaining Phase IIB (or equivalent) awards, how did it affect your firm? What is your opinion about the requirement? Selection Process 12. Did you find the selection process to be fair? For PI? For PII? For PIIB? 13. Did you receive feedback from the review process, and, if so, how useful was it? Funding Amounts and Timing 112 

14. Did the firm face any serious delays in obtaining funding? At what stage? For how long? What were the consequences? 15. Would you prefer that agencies grant a small number of larger SBIR awards? Overall Program 16. What do you see as the strengths of the SBIR program? 17. What do you see as the weaknesses of the SBIR program? 18. If you could change the SBIR program, what changes would you make? 113 

In response to a Congressional mandate, the National Research Council conducted a review of the SBIR program at the five federal agencies with SBIR programs with budgets in excess of $100 million (DOD, NIH, NASA, DOE, and NSF). The project was designed to answer questions of program operation and effectiveness, including the quality of the research projects being conducted under the SBIR program, the commercialization of the research, and the program's contribution to accomplishing agency missions. This report describes the proposed methodology for the project, identifying how the following tasks will be carried out: 1) collecting and analyzing agency databases and studies; 2) surveying firms and agencies; 3) conducting case studies organized around a common template; and 4) reviewing and analyzing survey and case study results and program accomplishments. Given the heterogeneity of goals and procedures across the five agencies involved, a broad spectrum of evaluative approaches is recommended.

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Case Study on Innovation

Innovation case study:.

Innovation is the introduction of new methodology, technology into a certain process or activity. For example, innovations can be conducted in machinery, politics, education, business and marketing, sports, so nearly in every sphere of human activity. For example, in engineering and industry innovations are represented by new methods of the production of goods, economic use of energy, new technologies and machines which enable to produce more products from the same amount of resources, etc. In education innovations are characterized with new acts, decisions connected with new subjects and topics suggested for studying, new methods of education, the use of IT in education, etc.

In business innovation is based on the use of new ways of sale, advertisement, improvement of the quality of production, etc. The world is so dynamic that one should be able to change and improve his business all the time to remain popular and required by customers. In health care innovations are extremely important, because human lives depend on the quality of the work of this sphere.New medicine, technologies for surgery, cures for various dangerous diseases are the results of intensive innovations in this sphere and the humanity should strive to introduce positive innovations into every sphere. Unfortunately, there are negative innovations, which simply ruin the previous achievements and are the results of senseless policy and lack of knowledge of the innovator.

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Innovation is the natural process in the development of every field of human life. A well-organized case study should explain the meaning of innovation, its types, methods, cause and effect. It is obvious that a student should understand the difference between the positive and the negative meaning of innovation. One should realize that innovation should be introduced by the real expert who knows and can predict the possible result of the innovation; otherwise it can spoil and destroy everything which had been done before. When one researches a case study, he will have to look through high-quality newspapers and magazines, textbooks and encyclopaedias on the topic to collect data for the analysis.

When students find information about the case, they will be able to realize the necessity or the reason of innovation and will value its effect or consequences.In order to compose a good case study and draw smart conclusions one will need a good model for writing. A free example case study on innovation and creativity is a reasonable solution for students who want to see how a successful paper on the topic looks like. With the help of a well-composed free sample case study on innovation by Apple one will be able to write an interesting paper organized according to the required structure and format easily.

Related posts:

• What Makes IDEOS Innovation Possible
• Case Study of Innovation
• A Case Study Of Innovation Morison
• Case Study- The Amazon of Innovation
• The Different Kinds of Innovation Case Study
• GoPro Innovation Case Study
• Innovation case study for television distribution business

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Case Studies in Effective Chaplaincy

These four case studies were developed by a team of chaplains and theological educators for educational purposes. Each case study focuses on a different set of skills critical for chaplains in all settings. Explore each one; each case study is interactive and takes approximately 30 minutes to complete.

There are “checkpoints” where you can pause to think and take notes before choosing how to proceed. You will be able to download your responses at the end of the case, but no data is being collected or stored .

For educators

Available May 2021, Chaplaincy and Spiritual Care in the Twenty-First Century  helps educators prepare chaplains for the day-to-day challenges of their work, as well as longer-term considerations for the field. Learn more here .

Suggestions for Educators

At the heart of the case study method are two questions: What is at stake? What would I do? The case studies offered here are a little different than those in traditional case study teaching because they are designed to be self-paced and completed individually.

In each Educating Effective Chaplains case study, you might also ask students to consider:

• What implications does this case have for the field of chaplaincy?

• How does this view align with or challenge your understanding of chaplaincy?
• How might the challenges and competencies raised in each case apply in other chaplaincy settings (e.g. What might meaning making look like in a school or prison?)?

Try a creative approach:

• Stage a debate about a dilemma
• Invite students to prepare and present on different cases and consider overlapping themes
• Ask students to find newspaper articles or bring in their own stories about similar cases to compare
• Learning Designer and Developer: Lars Mackenzie
• Project Coordinator and Editor: Liz Aeschlimann
• Additional Contributors: John Schmalzbauer

All of this work was made by possible by the Educating Effective Chaplains project , where you can find more resources on chaplaincy education. This project is supported by the Henry Luce Foundation .

Students and instructors that wish to include them in group based learning and conversation might learn from some of the following resources about teaching and learning with case studies.

• The Pluralism Project  has collected many resources about teaching and learning through case studies
• Harvard Business School Christensen Center for Teaching and Learning provides  a guide for writing great questions  for case-based classroom discussions and how to  prepare for a classroom discussion  of case studies.

World Intellectual Property Report 2024: Making Innovation Policy Work for Growth and Development

Geneva, May 2, 2024 PR/2024/916

A new WIPO report probes the intersection of human innovation, economic diversification and industrial policy and finds that the key to sustainable growth for countries is to focus policy making on developing local innovation capabilities.

The biennial  World Intellectual Property Report (WIPR) “Making Innovation Policy Work for Development” documents a recent resurgence in industrial policy making, including in many developing and least developed countries, aimed at ensuring a wide and growing economic structure base - and the innovation, creativity and technology required to achieve it. 

Photos on Flickr

The WIPR establishes a novel methodology that maps 20 years of innovation capabilities across 150-plus WIPO member states, pinpointing how different countries have boosted their economic diversification in areas of technology, science and exports. Through this, the WIPR results help governments design their policies in a highly dynamic economic and political environment.

We hope this report will guide policymakers across the world on how to leverage innovation for improved productivity, competitiveness, and development amid global economic shifts, geopolitical tensions and digital acceleration.

Our report shows that countries that leverage on local strengths, build diverse innovation ecosystems and develop deep capabilities are in a better place to win the innovation race.

said WIPO Director General Daren Tang , adding

We hope that policymakers will find the data and insights in this report useful and interesting as they build durable innovation ecosystems that brings real growth over decades.

To help guide policymakers, the report documented:

• Power of local capabilities: Countries often use their existing innovation capabilities as a springboard for diversification. Innovation capabilities based on scientific, technological and production know-how in a particular country or region can be measured by studying the data on scientific publications, patent applications and international trade respectively. For example:
• Economic Specialization and Diversification: Analysis of nearly 40 million patent filings, over 70 million scientific papers and economic activity worth more than 300 trillion dollars in goods and services exports, reveals that innovative outcomes are highly concentrated. Over the past 20 years, for example, the top eight countries account for 50 percent of exports, 60 percent of scientific publications and 80 percent of international patenting. But change is occurring: China, India and the Republic of Korea saw big increases in their technological diversification over the period. China jumped from being specialized in only 16% to 94% of all technological capabilities, the Republic of Korea's technological capabilities went from 40% to 83%, and India saw its technological capabilities double from 9% to 21%.
• Innovation Complexity: Innovation complexity is the knowledge in an economy as expressed in the diversity and sophistication of the science, technologies, and products it generates. Complex capabilities are rare and only diversified innovation ecosystems can make use of them. Of the three types of innovation capabilities, technological capabilities are the most complex and also more likely to generate higher growth.

Case Studies Spotlight

The WIPR focuses on three case studies across eight countries to reveal insights on how innovators and policymakers leveraged and enhanced existing industrial capabilities to create the advanced and sophisticated motorcycles, videogames and agricultural technologies of today.

Motorcycles Industry - full throttle on innovation

The documented evolution of the motorcycle industry is a key example of human innovation and economic diversification, which economists and policymakers can use to spur sustainable, long-term growth across the globe.

The experiences of Italy, Japan and India show how historical ties with closely related sectors - including bicycles, automobiles, and aviation – have allowed them to carve out their own unique specialized trajectories within the same innovative and complex industry.

For instance, Italian motorcycles excel in high-performance and groundbreaking design thanks to vibrant know-how in racing and top of the line craftsmanship; the big four Japanese motorcycles companies (Honda, Yamaha, Kawasaki, Suzuki) dominate the global market by exploiting Japan’s complex innovation capabilities on advanced technologies, product reliability, and sophisticated supply-chain logistics ( keiretsu ) ; and Indian motorcycle companies have emerged as a key global industry player catapulted by India’s capabilities on cost efficient production, particularly prioritizing fuel-efficient engines.

The motorcycle case study provides evidence of strategic implementation of industrial policies, such as those that enhanced the rise of national champions in Japan or faster adoption of electric two- and three-wheelers in India. 

Today, the motorcycle industry is in a new and disruptive transformational journey driven by changing consumer preferences, a heightened focus on sustainability and technological shifts. Electrification, artificial intelligence, and enhanced connectivity technologies are revolutionizing the industry.

Agricultural Leveraging Technologies  

The agricultural sector is undergoing a spectacular technological transformation as shown by the 239% increase of patent protected agriculture inventions in the last decade. New scientific breakthroughs in genetic engineering and the adoption of frontier robotic and digital technologies are increasing the innovation sophistication of one of the oldest economic activities.

The increase in innovation complexity in the agricultural sector is happening around the world. For instance, scientists in Kenya have leveraged their plant breeding capabilities to create a pest-resistant maize variety successfully being used across the African continent. In Brazil, sugarcane and sugar production capabilities were the standpoint for Brazil's global leadership of ethanol related technologies helping consumers find sustainable fossil-fuel alternatives.

The Rise of the Global Videogame Industry

The videogame case study showcases how seemingly unrelated existing capabilities can be used to create an innovative and sophisticated new industry.

The video game industry is a breeding ground for new businesses, with around 45% of game developers being newly founded companies. This dynamic environment fosters competition and innovation, contributing to the industry's rapid growth.

In addition, the report finds that around 15% of new video games launched each year are based on existing intellectual property (excluding sequels).

The development of the global video game industry has seen regional hubs navigating unique challenges and capitalizing on local strengths. The four video game industry hubs discussed in the chapter demonstrate how local expertise, cultural capital and interconnected industries collectively have influenced the industry's evolution and offer strategic insights for policymakers.

World IP Report 2024: A Guide for Policy Makers

The report provides a new policy toolkit that can help countries replicate these success stories. By identifying over 600 technological, scientific and production capabilities spread around the world, the new framework allow decision takers to design smart policies based on empirical evidence.

Policy makers can see where, when and how to target their innovation policies, either by nurturing their strengths, or by leveraging them to attain new and exciting scientific, technological and production opportunities.

The World Intellectual Property Organization (WIPO) is the United Nations agency that serves the world’s innovators and creators, ensuring that their ideas travel safely to the market and improve lives everywhere.

We do so by providing services that enable creators, innovators and entrepreneurs to protect and promote their intellectual property (IP) across borders and acting as a forum for addressing cutting-edge IP issues. Our IP data and information guide decisionmakers the world over. And our impact-driven projects and technical assistance ensure IP benefits everyone, everywhere.

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• Published: 09 May 2024

Facilitators of and barriers to County Behavioral Health System Transformation and Innovation: an interview study

• Xin Zhao 1 , 2 ,
• Rachel Varisco 3 ,
• Judith Borghouts 3 ,
• Elizabeth V. Eikey 4 , 5 ,
• David Safani 6 ,
• Dana B. Mukamel 3 ,
• Stephen M. Schueller 7 &
• Dara H. Sorkin 3  

BMC Health Services Research volume  24 , Article number:  604 ( 2024 ) Cite this article

Metrics details

Inadequate and inequitable access to quality behavioral health services and high costs within the mental health systems are long-standing problems. System-level (e.g., fee-for-service payment model, lack of a universal payor) and individual factors (e.g., lack of knowledge of existing resources) contribute to difficulties in accessing resources and services. Patients are underserved in County behavioral health systems in the United States. Orange County’s (California) Behavioral Health System Transformation project sought to improve access by addressing two parts of their system: developing a template for value-based contracts that promote payor-agnostic care (Part 1); developing a digital platform to support resource navigation (Part 2). Our aim was to evaluate facilitators of and barriers to each of these system changes.

We collected interview data from County or health care agency leaders, contracted partners, and community stakeholders. Themes were informed by the Consolidated Framework for Implementation Research.

Five themes were identified related to behavioral health system transformation, including 1) aligning goals and values, 2) addressing fit, 3) fostering engagement and partnership, 4) being aware of implementation contexts, and 5) promoting communication. A lack of fit into incentive structures and changing state guidelines and priorities were barriers to contract development. Involving diverse communities to inform design and content facilitated the process of developing digital tools.

Conclusions

The study highlights the multifaceted factors that help facilitate or hinder behavioral health system transformation, such as the need for addressing systematic and process behaviors, leveraging the knowledge of leadership and community stakeholders, fostering collaboration, and adapting to implementation contexts.

Peer Review reports

In the United States, the system of providing and coordinating behavioral health services is inefficient. Health care systems are largely paid via a “fee-for-service” model that incentivizes increasing the number of billable hours rather than improving patient outcomes and quality of care [ 1 ]. At the system level, provider shortage, disparities in insurance coverage, and the existing fee-for-service reimbursement model contributed to longstanding unmet service needs [ 2 , 3 , 4 , 5 ]. At the individual level, behavioral health stigma, limited mental health literacy, and lack of knowledge about appropriate resources challenge people’s ability to navigate and access behavioral health resources, especially among historically marginalized and uninsured groups [ 3 ].

In light of the multilevel barriers hindering access to behavioral health services, system transformation is needed. According to California Health Interview Survey reports, one in five Orange County residents reported they needed, but did not receive, behavioral health support [ 6 ]. Those from disadvantaged socioeconomic backgrounds were less likely to access behavioral health support than those with more resources. The unmet need within the County behavioral health system can be improved if providers and patients have access to information about care (efficient resource navigation) and patients get linked with value-based behavioral health services regardless of their insurance status (payor-agnostic care). Orange County’s Behavioral Health System Transformation (BHST) Innovation Project in California aims to create a patient-centered system where all residents in Orange County can be served regardless of their insurance status and clinical needs. An innovation project introduces a new practice or approach in the field of behavioral health with a primary focus on learning or process change. The BHST Innovation Project includes two parts: developing a template for value-based payment contracts that promote payor-agnostic care (Part 1) and developing a public-facing digital platform (OC Navigator) to increase access to information and support resource navigation (Part 2) [ 6 ]. Innovation projects are limited to a maximum of five years, with the expectation that successful projects should transition to integration into standard practices and sustainment. The data for this paper come from the first half of a five-year innovation project. Thus, the current paper focuses on early lessons learned regarding facilitators and barriers.

Backgrounds for components of the BHST Innovation Project

Part 1. developing a template for value-based payment contracts that promote payor-agnostic care.

Value-based payment models tie payments for services to the quality of care and patients’ clinical outcomes rather than the volume of services delivered [ 7 ]. Since 2016, several states in the US, such as Washington, New York, Minnesota, Maine, and Massachusetts, made attempts to implement value-based care [ 1 , 8 , 9 , 10 , 11 , 12 ]. In Washington and New York, transitioning to value-based care improved the quality of behavioral health services. In Washington State, a value-based care initiative targeted the implementation of the Collaborative Care Model, an evidence-based team approach to behavioral health interventions in primary care. In this program, 25% of funding to participating community clinics was contingent on meeting value-based payment targets (i.e., providing evidence-based care) and active participation in the program [ 8 ]. Compared to patients enrolling in the program without the value-based components, those enrolling in the program with value-based components were more likely to have depression outcomes that improved in a shorter amount of time (Bao et al., 2017). New York State Collaborative Care Medicaid also used a value-based program. In this program, 25% of the monthly, patient-level case-rate payment was withheld each month and was paid retroactively after six months for patients who had clinical improvement or had their treatment plan adjusted in response to a lack of clinical improvement [ 12 , 13 ]. This program led to an increase in the proportion of patients screened for depression and patients who showed clinical improvement after 10 weeks of treatment at participating sites, compared to before launching the program. In addition to improving the quality of care, value-based payment models also have the potential to help address challenges faced by the traditional fee-for-service model, such as overutilization of services and high costs [ 7 , 14 ].

Despite the reported positive implementation outcomes of the value-based payment initiatives, the process of implementing and sustaining value-based payment models is often challenging and varies largely by state [ 7 , 10 ]. In the United States, buy-in of value-based payment models from commercial payors is challenging. For example, qualitative analyses of interview data revealed limited interest in adopting value-based contracts with providers among commercial payors in Arkansas, Maine, and Minnesota [ 10 ]. Specifically, commercial payors expressed concerns about (1) the need for tailoring a value-based contract to align with just one state when they have business in multiple states; and (2) market competition, such as subsidizing the care of patients covered by other payors who did not make similar investments to adopt value-based payment models [ 10 ].

Payor-agnostic care allows all patients to be served regardless of their insurance status and clinical needs, as it prioritizes patient needs and outcomes above financial profitability. A payor-agnostic model typically includes supporting uninsured individuals. Funding sources for uninsured individuals might include self-pay options, philanthropic donations, and government grants. The barriers to and facilitators of multi-payor alignment have been more studied in primary care settings. One notable effort is the Comprehensive Primary Care (CPC) initiative launched by Centers for Medicare & Medicaid Services (CMS), which is one of the largest multi-payor initiatives [ 15 ]. Interviews from CMS staff, CPC-participating payors, and stakeholder organizations described that competitive market dynamics and competing institutional priorities were barriers to multi-payor and multi-sector collaboration. Leveraging champion support and seeking input on decisions related to system transformation from key community stakeholders helped build trusting relationships and align different payors. In the sphere of behavioral health, emerging efforts of moving towards payor-agnostic care hold great potential in ensuring equitable health care access. However, barriers to and facilitators of implementing payor agnostic behavioral health care are less known. One example was the Blue Shield Health Reimagined pilot program. In this program, Blue Shield embedded Community Health Advocates in ten primary and specialty care practices to provide payor-agnostic care to support individuals who were not Blue Shield members to receive services [ 16 ]. In the first fourteen months of the program, a large and diverse population was served (i.e., N  > 1,900 patients, > 30% Latinx/Hispanic) across four participating regions in California (Paulson et al., 2021). Paulson et al. (2021) analyzed focus group and interview data to identify facilitators of and barriers to embedding Community Health Advocates within primary and specialty care practices to provide payor-agnostic care, with a focus on intervention implementation. Overall, to improve access to behavioral health care access, additional work is needed to understand facilitators of and barriers to promoting payor-agnostic care.

Part 2. Developing a digital platform to increase access to information and support resource navigation

A digital resource navigator is a public-facing digital platform that serves as a resource directory. A great digital resource navigator can improve the efficiency of resource navigation, care coordination, and knowledge sharing by speeding up communication among different sectors and reducing the need for human labor. Past work on digital resource navigation has mostly focused on supporting care coordination for patients and providers who are already situated in the care system, such as through the use of the electronic health record and web-based communications [ 17 ]. Much less work has focused on knowledge sharing and information exchange of service options before patients connect with a provider in the behavioral health sphere. One exception was the M ental health I ntelligent information R esource A ssistant (MIRA), a web-based conversational chatbot developed in Canada during the COVID-19 global pandemic [ 18 ]. MIRA was developed to provide individuals with (1) information on substance use and mental health and (2) information on behavioral health services in Canada. This digital resource navigation tool is publicly available and informed by subject experts. As described by their published protocol, data collection was anticipated to take place from May 2022 to May 2023 [ 18 ]. However, no published work is available regarding provider and stakeholder perceptions of such tools. A digital resource navigator presents a scalable opportunity to streamline information sharing and improve access to care, although further exploration of facilitators of and barriers to developing and implementing such tools is needed.

Consolidated Framework for Implementation Research (CFIR) framework

CFIR is a comprehensive framework that can capture innovation-related factors and the complicated contextual factors that may influence implementation of an innovation. The initial version of CFIR comprised 39 subdomains grouped into the following five broad domains, including (1) innovation characteristics, (2) inner setting, (3) outer setting, (4) individual characteristics, and (5) process factors [ 19 ]. Innovation characteristics refer to characteristics of the template for value-based contracts (Part 1) and the digital resource navigator (Part 2), such as the perceived innovation source, complexity, evidence strength and quality, and relative advantage. Inner setting refers to the context in which the innovation takes place (in this study the Orange County Public Behavioral Healthcare System) including factors such as compatibility, leadership engagement, and networks and communication. Outer setting refers to the wider economic and social context that influences the innovation, such as federal and state policies and external incentives. Process refers to the steps taken during the innovation and implementation process, such as engaging and planning. Individual characteristics refer to the values and views of individual users of the innovation. Adapted definitions of CFIR constructs are presented in Table  1 .

Researchers have used CFIR to understand complicated system transformation efforts within organizations and health care systems [ 20 , 21 , 22 ]. For example, Kilaru et al. (2022) interviewed regulators and health care agency leaders about the all-payor global budget system in Maryland; their analyses using CFIR revealed factors that facilitated the design, implementation, and sustainability of system transformation efforts, such as clear and reasonable expectations, the appropriate amount of autonomy within the global budget, close communication, actionable data, and shared commitment and readiness for change. As such, CFIR has demonstrated its applicability when evaluating system transformation in different settings.

Evaluation context and aims

The BHST Innovation Project, approved by the Mental Health Services Oversight and Accountability Commission (MHSOAC), is a five-year Mental Health Services Act (MHSA) Project with a total budget of approximately $18 million. California uses innovation projects as part of their Mental Health Services Act (MHSA) program to provide resources for mental health. The goal of Orange County’s BHST Innovation Project is a system transformation effort to enable access to behavioral health services regardless of insurance status, insurance type, and/or level of clinical need. Specifically, this project included two parts:

Part 1: leveraging a value-based contract to align legal, fiscal, and regulatory requirements to improve the quality of behavioral health services, and implementing payor-agnostic care to improve access to care; and.

Part 2: developing a digital resource navigator to improve resource sharing and behavioral health service navigation.

The aim of this paper is to use the CFIR framework to evaluate facilitators of and barriers to the success of a behavioral health system transformation project. This paper fills a gap in knowledge by sharing learnings from the early stages of innovation in behavioral health payment and care and organizing these learnings in the CFIR model to promote their application to other projects. Although many systems are exploring such models, the learnings in county behavioral health settings from such explorations are too rarely shared. Moving towards value-based payor agnostic behavioral health care (Part 1) and improving access to information about care (Part 2) can help alleviate the unmet need within the County behavioral health system.

Participants

As part of an evaluation of the BHST Innovation Project, 29 individuals participated in key informant interviews between May and August 2022. Participant information is available in Table  2 . Seven individuals who had leadership roles at the County or a participating health care agency (L) participated in interviews that included both Part 1 and Part 2. Staff who only have knowledge about one part of the project participated in part-specific interviews, including eight contracted partners in Part 1 (CP1), four contracted partners in Part 2 (CP2), three community members and County stakeholders in Part 1 (CS1), and seven community members and County stakeholders in Part 2 (CS2). These interviewees were recruited due to their knowledge and involvement in the BHST Innovation Project.

The Consolidated Framework for Implementation Research (CFIR) was selected to guide the evaluation of both Part 1 and Part 2 in a consistent and systematic way.

Data collection

Our institutional review board deemed that this work was exempt from human participant research approval (University of California, Irvine Institutional Review Board (IRB)# #20,195,406). All participants provided verbal consent prior to participating in the interviews.

We developed a semi-structured interview guide based on relevant constructs from the CFIR model (Damschroder et al., 2009). The interview guide included a set of general questions for all interviewees with additional tailored questions for interviewees with different project roles (e.g., CP1, CP2, CS1, CS2, L). Interview guides are available in the supplementary material (Supplement 1 ). Each interview question was anchored to a CFIR construct. All interviewers had expertise in program evaluation or implementation science (DS, RV, SMS). Interviews were a mix of one interviewer, two interviewers, and two interviewers and a notetaker. Each interview lasted approximately 30 to 60 min. A total of 29 interviews were conducted, auto-transcribed by Zoom, and then the transcripts were verified and cleaned by the evaluation team.

Data analyses

We conducted thematic analyses following Braun and Clarke’s recommendation (2006). We outline how we follow their 6 proposed phases of analysis below.

Phase 1–2 (being familiar with data and initial coding)

XZ and RV were both trained in the CFIR framework, qualitative coding best practices, and use of the coding software (ATLAS.ti, version 22) prior to conducting data analyses. All data cleaning and analyses were completed using ATLAS.ti. We developed an initial draft of the codebook with adapted definitions of the CFIR constructs (Table  1 ). We used the five broad CFIR domains (intervention characteristics, outer setting, inner setting, characteristics of individuals, and process) and identified relevant subdomains. We completed initial coding, adapted the general CFIR definitions to be project-specific, and added a subdomain (i.e., COVID-19 as a factor in the outer setting). A total of 29 codes derived from the CFIR, including CFIR domains and subdomains, were included in the final codebook. Adapted definitions of the CFIR codes for both Part 1 and Part 2 of the project are presented in Table  2 .

Phase 3–5 (searching for, reviewing, defining, and naming themes)

XZ and RV double coded all transcripts. Initial percentages of agreement between two coders at the transcript level ranged from 46 to 74%. XZ and RV met weekly to review discrepancies and discuss revisions of the codebook (e.g., clarification of domain and subdomain definitions, addition of relevant subdomains). Coding was discussed during weekly team meetings to support consistency and resolve any discrepancies. These meetings were attended by the two coders and two other members of our research team (DS and SMS). Through discussion, final codes were decided for any discrepancies. Thus, our codes used for data analysis were codes with initial agreement or codes with discrepancies resolved through discussion with the broader research team.

We used ATLAS.ti software to calculate the frequency of the codes by CFIR domain and project aspect (Part 1 vs. Part 2) to obtain an overview of code distribution. This allowed an initial overview of codes and identification of which codes were more common for Part 1 and/or Part 2. We followed best practices in qualitative analyses mentioned by Braun and Clarke (2006) and constructed salient themes that “capture something important about the data in relation to the research and represents some level of patterned response or meaning within the data set.”

Phase 6 (locating exemplars and producing the report)

XZ, RV, and SMS engaged in documenting the themes described in this paper. XZ built a narrative of the data and selected illustrative example quotes under each theme. XZ labeled individual participants; for example, an example quote from the first contracted partner in Part 1 (CP1) was labeled “CP1.1”. RV and SMS reviewed the themes and examples and provided feedback.

Guided by CFIR, we examined facilitators and barriers related to behavioral health care system transformation efforts in Orange County separately for each of the two parts: (Part 1) developing a template for value-based payment contracts that promote payor-agnostic care, and (Part 2) creating a digital resource navigator. Overall, five themes were identified from the key informant interviews including (1) aligning goals and values (2) assessing and addressing fit, (3) fostering partnership and engagement, (4) being aware of implementation contexts, and (5) promoting communication. In Table  3 , we presented barriers and facilitators along with their CFIR domains related to each of the five themes. Different barriers and facilitators were identified for Part 1 and Part 2. Some barriers in the outer setting, such as changing state guidelines and priorities and fostering partnerships with private and nonprofit sectors, were unique to developing a template for value-based contracts that move toward payor-agnostic care. Engaging diverse communities to inform the design and content, mostly innovation characteristics, was a key facilitator for developing the digital resource navigator.

Part 1: Develop a Template for Value-Based Payment Contracts That Promote Payor-Agnostic Care

Themes and example quotes for facilitators of and barriers to developing a template for value-based payment contracts that promote payor-agnostic care are presented in Table  4 .

Aligning goals and values

Despite shared enthusiasm about value-based payment models that promote payor-agnostic care, misalignment in vision and scope was a barrier (inner setting, compatibility). For example, CP1.1 shared their excitement for increasing access to care and expressed a desire for payor-agnostic care (e.g., “From a clinician standpoint, it’s so much easier when a clinician can just treat the client and not have to worry about what type of insurance do they have, what can I not and what can I, and can I not do. What can or can they not receive for resources referrals”). Despite the shared enthusiasm among contracted partners and County health care agency leaders about increasing access to care via payor-agnostic care, perceptions of vision and scope of the contract varied, posing barriers in the inner setting. A County health care agency leader (L.1) described this barrier: “I would say that I think that there has not been alignment and agreement on the focus or the vision or the purpose and it’s felt like a kind of ongoing debate in terms of whether we want a liberal or conservative interpretation of the Constitution. It’s just fundamental disagreement on how to come to what that approved proposal was and how lenient and open to interpretation that approval is, and therefore we have not been able to get on the same page.” Confusion about the scope of the current project vision (e.g., L.2: “How it’s going to happen, I have no idea”) and skepticism about its feasibility (e.g., L.1: “Payor-agnostic… too ambitious and it’s certainly not doable or feasible in the time left on the project”) were barriers that tempered the enthusiasm for the project. Leveraging strong management and leadership (inner setting, leadership) as internal champions facilitated the process of aligning visions within the organization (e.g., “… the previous Health Care Agency Director was a champion and then the previous Behavioral Health Director was a champion… just having external subcontractors moving it forward isn’t enough to be able to realize the full value of the planning project or… to be able to support what the resulting plan would be.”).

Assessing and addressing fit

Lack of fit with existing health care system infrastructure was identified as a barrier to developing a template for value-based payment contracts that move toward payor-agnostic care. County health care agency leaders mentioned that private and public payors had different priorities and incentives within their organizations (outer setting, external policies and incentives). When describing challenges of bringing the private sector to the table, county health care agency leaders (L.2, L.4) used words such as “profit” and “return on investment.” L.2 described that a lack of incentives for commercial plans and private companies was a key challenge to engaging commercial payors: “It’s really hard to bring all the insurance companies to the table and say, ‘hey forget your profits, let’s just provide services at any cost’… the number one obstacle is getting those people to the table and questioning their profit level”. In contrast, the public sector had a bigger focus on compliance. For example, certified public expenditures (CPE) in the public sector were described as very specific (L.3). As described by L.5, the lack of flexibility of CPE suggested a poor fit between the value-based contracting and public funding structure: “So, I think for the Medi-Cal payment, I don’t think that we’re there, and we can’t gift public funds as a reward or an incentive to providers. It’s not laid out there. I know there are conversations at the state, but I think we’re [Orange County] so far ahead, as I understand it, and we don’t have the ability to just pay people extra, let them keep things that …there’s not a cost to it.”

Foster partnership

Strong cross-sector partnerships facilitated the process of braiding different funding streams. The importance of private-public payor partnership was recognized, especially related to factors in the outer setting. For instance, staff members and community stakeholders reported successful buy-in from commercial plans (outer setting, cosmopolitanism). CP1.2, CP1.3, and CS1.1 mentioned Kaiser Permanente as an example. CP1.2 stated: “Some of them [Commercial Plans] were already there. I mean Kaiser was a very early participant. They were an investor…They’re a big component of the… ecosystem, and they’re very much there”). This indicated a clear need for more efforts to facilitate the partnership with private insurance companies. CP1.2 also shared that their team’s cross-sector background and expertise facilitated establishing relationships and building cross-sector partnerships: “I come from a place of cross-sector, cross-organizational collaboration, and I think we can only improve what we’re doing if we learn what’s happening in other people’s backyards in like… how hard their jobs are”. Additionally, L.3 mentioned partnering with philanthropic organizations to obtain funding that aligns with the project mission (i.e., being able to serve everyone regardless of insurance status and clinical needs) could facilitate moving the County behavioral health system towards payor-agnostic care: “bring philanthropy to the table as well, because we really have a lot of wealth in our county. Philanthropy and some sort of a fund that accrues good interest, and we could utilize that as a stopgap between someone who doesn’t have payment and someone who does.” Participants with different roles on the project (CP1.1, CP1.3, L.3, L.4, CS1.2) described the COVID-19 global pandemic as disruptive to partnership relationship building and capacity of community members and staff members (outer setting, COVID-19). For example, CP1.3 stated: “We also had COVID, a lot of that [collaboration] got disrupted.”

Being aware of implementation contexts

A multitude of barriers influenced implementation contexts, including workforce challenges, the impact of COVID-19, and state-level policies. Workforce challenges were related to barriers in both inner and outer settings. Staff turnover and limited time and bandwidth were noted challenges in the inner setting and oftentimes led to de-prioritization of value-based contracting over other initiatives, particularly within the context of various state regulations (outer setting, external incentives and policies). For example, CP1.3 stated: “When there was turnover… that’s where kind of some of the thread may have gotten lost a little bit…. the focus of [value-based contracting] …was diminished…”. Relatedly, health care agencies had to shift their priorities due to COVID-19 related disruptions (e.g., CP1.3: “COVID changed things…there’s been a huge amount of distraction from the focus on COVID, and COVID response and vaccine, and response to COVID response… the transformation in the Community that happened from the CARES [The Coronavirus Aid, Relief, and Economic Security] Act dollars and other things getting poured in. It really took up a whole lot of time and space from elected officials to County staff to providers to take that in beyond what the usual kind of extravaganza of MHSA funding does every year. It really took all of that and poured gasoline on that fire, so it really changed the capacity of folks to engage in the work that we were trying to do.”). In addition to COVID-19 related disruptions and initiatives, state-level policies and the current CA health care infrastructure, such as the “carve-out” (the separation of mental health and substance use treatment services from the broader health care system), were mentioned by staff members and community stakeholders as barriers (CS1.3, CP1.2, CP1.3, CP1.4). CP1.2 described: “…in California, as long as the carve-out remains, there’re only so many levers you can pull.”

Promoting transparent and efficient communication

The complexity of developing a template for value-based contracts requires transparent and efficient communication. The need for promoting communication was identified as a theme related to building trust and relationships within a team (inner setting, networks and communication) and cultivating external partnerships (outer setting, cosmopolitism). A lack of transparent communication was identified as a barrier in both inner and outer settings. For example, L.2 described that the lack of communication could lead to a lack of shared understanding and trust within the project team (inner setting). L.4 mentioned that open communication with the state about the project progress was necessary to obtain state support and guidance (outer setting). To enhance communication among diverse stakeholders, the need for tailoring communication styles was mentioned. Participants (CP1.5, CS1.2, CS1.3) implied that using academic and technical jargon could be a barrier to communicating with community members and the lay workforce. For example, CS1.2 stated: “I looked at the summary of the survey and I said ‘…we are not baking a cake, so stop using the word measure. This is technical jargon; this is behind-the-scenes jargon. If you’re giving this to the Community, it should be as simple as I’m talking to you right now’.

Part 2: develop a Digital Resource Navigator (OC Navigator)

Themes and example quotes for facilitators of and barriers to developing a digital resource navigator to improve resource sharing and behavioral health service navigation are presented in Table  5 .

Shared enthusiasm was a facilitator for the development of the digital resource navigator. Specifically, its clear fit with County values and workflows in the inner setting and its relative advantages (innovation characteristics) contributed to the shared enthusiasm. Participants with different roles shared the same goal of improving existing workflows and increasing patient care in Orange County (inner setting, compatibility). As described by CP2.1: “It’s like knowing that the people that I’m interfacing with, the people that I’m like bothering and requesting meetings for, they all have the same like… we all share the same goal of like wanting to help people, and improve services, and improve access to services.” Multiple community stakeholders (CS2.1, CS2.5) described the strong fit between the digital resource navigator and the County’s equity-driven values. For instance, CS2.1 described the digital resource navigator as in line with the equity-driven values of the County: “One of our [Orange County Health Care Agency’s] key focuses was decreasing inequity, increasing equity… this is going to the next step on bringing more resources… I would say absolutely [the digital resource navigator] fits with Orange County’s values and workflows”. In addition to the clear fit between the digital resource navigator and County values, the strong fit between the digital resource navigator and existing workflows also contributed to enthusiasm among providers and community members. L.2 described that the digital resource navigator improved the efficiency of day-to-day tasks of County staff: “It’s helping the workflows [at OCHCA] be more efficient and cut out the extra unnecessary steps. It definitely is working to improve the system at the County.” Despite its fit into the larger values and workflows of Orange County Health Care Agency, not everyone deemed the digital resource navigator as a current need. For example, CP2.2 raised the question about whether the digital resource navigator was a redundant resource in the community: “We got a lot of comments and there’s a lot of chatter in the Community about is this [digital resource navigator] a waste of money because it’s a redundant resource?”.

The clear relative advantages (innovation characteristics) of the digital resource navigator contributed to shared enthusiasm among stakeholders and contracted partners. One relative advantage (innovation characteristics) was implementing a more centralized information-sharing, compared to the traditional paper-pencil format and other existing online tools. For example, L.1 stated: “ I would say it’s changed workflows in terms of centralizing and digitizing what used to be manual paper notes, post-it notes, some documentation here, some documentation there. They’ve digitized and in some cases automated a lot of the workflows for our telephone-based navigation line”. The increased efficiency in referral workflow was described as another relative advantage of the digital resource navigator. CP2.2 stated: “…you get to a point [when using other applications to find behavioral health resources] and you’d be stuck, and you just have to call the agency. You might have a list of twenty agencies, and you have to call them all before you can get some real basic information. But ours has… the way that they’re [the digital resource navigator] setting up the information cards. They give a lot of information, and then it just seems to be more robust and user-friendly.”

Fostering Engagement

Community engagement was identified as a process factor that facilitated the development and improvement of the digital resource navigator. Outreach efforts to community organizations facilitated the process of gathering feedback from community members and raising awareness about the digital resource navigator, as described by a community stakeholder (CS2.2) and multiple contracted partners (e.g., CP2.1, CP2.2, CP2.3). CP2.2 described: “… we have been successful in this sense where we’ve been talking to organizations and collaboratives and coalitions. Our pitch has been… give us your resource directory. We will highlight it on the website [the digital resource navigator]. You can correct it. We’ll tell you who authored it. We will give you a link that highlights your website, and these resource directories on the site and just let us help us help you, and then do your job better.” CP2.3 and CS2.2 identified connections with external networks as an important innovation source (e.g., National Council of Negro Women, National Alliance on Mental Illness (NAMI)) because they increased the team’s knowledge base about available resources and community needs. For example, CS2.2 described that conversations with NAMI informed the design, content, and implementation of the digital resource navigator: “So it was really great to be able to sit with [the technology vendor team] and have them ask sort of what [NAMI’s] vision was for the database and search platform to be, how we wanted it implemented, and just even how it looks so it’s not so scary” (innovation source, innovation characteristics).

Engaging community members, such as individuals with lived experiences and from marginalized groups, facilitated the improvement of design features. CP2.4 recommended leveraging community champions as a way of reaching historically marginalized groups: “Have [County leaders] help us identify champions in the community that might be good representatives for different sorts of things. So that kind of got us started. I remember a couple of years ago… they said, ‘this group is working on this, and this group is working on that’. They kind of helped with some initial introductions.” Despite the support from champions, engaging community members was especially challenging in the context of the COVID-19 global pandemic. COVID-19 lockdowns disrupted engagement with consumers who needed or preferred in-person engagement, as described by CP2.1: “At the beginning of the project, it was definitely like come one come all because we were getting started, it was COVID and really hard to engage.” (COVID, outer setting).

Lack of connections with historically marginalized communities was a barrier to curating multilinguistic and culturally relevant content on the digital resource navigator. The contracted partner’s team (e.g., CP2.3) commented on the earlier challenges of connecting with the Spanish-speaking community: “…not having been able to connect with more Spanish-speaking populations than we have. Along with that, having all the other languages that we represent on the Navigator… Not really having that much direct access to folks in that community”. Additionally, CP2.2 described that community engagement could have been more helpful in the early planning process of the project: “…we recently had a couple work groups with… a group of Latinas. They were Spanish-speaking only and they actually had a lot of suggestions because they actually have their own Facebook group, but these are the conversations I wish we’d had a little bit earlier. But better late than never.” In addition to engaging Latinx and Spanish-speaking populations through Spanish work groups (CS2.3, CS2.4), multiple participants (CP2.2, CP2.3, CS2.3, CS2.5) also mentioned that effective marketing and outreach efforts might facilitate the process of connecting with other historically underrepresented groups, such as veteran communities, faith-based organizations, individuals with special needs, and Korean and Chinese communities.

Transparent and open communication between County, contracted partners, and community partners was the most highlighted facilitator. CP2.1 described that a trusting relationship allowed more time and resources to be allocated to innovation development and community engagement: “There’s a very wide level of trust within everybody in the team to making the best decisions as possible for the project and for staff, so less checks and balances there, and more like this is what the Community wants. This is what we’re going to try to do as much as possible.” Multiple participants across different roles on the project (CP2.1, CP2.4, L.6) expressed that they were able to build trusting and collaborative relationships with proactive communication. Regularly scheduled meetings with clear agenda items, openness to feedback, active incorporation of feedback from community members, and discussions about specific design features and usefulness of the content improved design and feature development of the digital resource navigator. For example, CP2.2 described the process of engaging community co-chairs in the decision making around the need for broader community outreach, “for short things we run it by them [community co-chairs] and sort of get their temperature about if we should ask a broader group. Then, of course, we asked the County…it’s not a perfect process…and it’s iterative but we try our best….”.

This paper fills a literature gap by disseminating insights garnered from the initial phases of innovation in behavioral health payment and care. Applying the CFIR framework, we identified important facilitators of and barriers to Orange County’s behavioral health system transformation efforts under several key themes in the context of an innovation project. Specifically, aligning goals and values, fostering engagement and partnership, and promoting communication were all highlighted as important factors related to developing a template for value-based contracts that promote payor-agnostic care (Part 1) and creating a digital resource navigator (Part 2). Changing state guidelines and priorities, different incentive structures within the US health care system, and difficulties in braiding public and private funds (e.g., private insurance companies, philanthropic organizations) were unique barriers to developing a template for value-based contracts that promote payor-agnostic care. Leveraging diverse communities to inform the design and content of the digital platform, mostly in the domain of innovation characteristics, was a facilitator of creating the resource navigator.

Part 1. Develop a template for value-based payment contracts that promote payor-agnostic care

Misalignment in incentives, values, and goals posed barriers to developing a template for value-based contracts. Value-based payment models and payor-agnostic care are a disruption to the status quo of fee-for-service predominance and service fragmentation by payor source. Thus, the change to value-based payments could be perceived as adding regulatory and financial risks for both public and private sectors. Similar to challenges identified in our study, in a study of value-based care for substance use disorder treatment, researchers identified providers’ buy-in to value-based concepts as a key workforce challenge [ 11 ]. Additionally, we found developing a template for value-based contracts was perceived as a lower priority compared to other organizational and state initiatives due to limited agency bandwidth and competing priorities during the COVID-19 global pandemic. This was not unique in this implementation context. Delayed transition to value-based payments has been common in many hospital settings. For example, the Centers for Medicare and Medicaid Services (CMS) stopped accepting applications for new Accountable Care Organizations (a type of value-based contract) in 2021 [ 23 ].

Providing financial incentives may increase the acceptability of value-based contracts that promote payor-agnostic care. Existing financial strategies often rely on public funds, such as increased pay-for-service, grants, and cost-sharing, which may not be a sustainable and scalable solution [ 1 ]. Braiding public and private funding streams may help change the current incentive structure and provide sustainable resources for implementing value-based payment and payor-agnostic care. Funding from philanthropic organizations may be a potential funding source to fill some gaps in the behavioral healthcare sphere, and venture capital firms are getting involved in creating new innovations that may increase access to behavioral health services [ 24 ]. With both private and public sectors around the table, long-term cost-saving potentials of a value-based contract may act as a shared motive towards creating momentum that is needed to facilitate system transformation efforts [ 25 ].

Our work furthers the understanding of factors influencing the development of a digital resource navigator. We find that aligning goals and values, fostering engagement, and promoting transparent and efficient communication were important to the development and implementation of a digital resource navigator in Orange County. In our analyses, the perceived compatibility between the digital resource navigator and the extent to which it improved the current referral process workflow impacted the enthusiasm about the digital resource navigator. Consistent with our findings, past research has also found that providers were more likely to implement a technology-enabled tool when the tool could fit into or improve the existing workflow [ 26 , 27 ]. Our data also revealed that some interviewees did not deem the digital resource navigator as a priority. Similarly, Zhao et al. (2022) found that some providers perceived implementing a technology-enabled tool as a low priority, especially considering that there were limited resources in their organizations.

Inclusive design, communication and engagement strategies allowed the contracted partners to better align a digital resource navigator with the needs and priorities of the diverse communities in Orange County. In particular, it is important to understand the unique needs for information and resources among marginalized and underrepresented populations (e.g., monolingual communities, faith-based organizations) [ 28 ]. The design of technology-enabled behavioral health tools, including the digital resource navigator that was evaluated in this study, needs feedback from diverse community stakeholders. In our analyses, staff members and community champions shared their wishes for engaging diverse community members early in the iterative design process of the digital resource navigator. This cross-sector collaboration process requires inclusive communication strategies, as contracted partners, community stakeholders, and academic evaluators often speak different languages and have different levels of technological understanding. It was highlighted in our data that leveraging connections and knowledge of community champions not only facilitated communication but also outreach to the broader community. However, it is also worth noting that centering community voice and consistent outreach activities often required additional staff time and bandwidth, which could be challenging within the constraints of the County’s resources and regulations. Additionally, ongoing tailoring and adaptation of existing resources on the digital resource navigator are necessary. For example, community members shared frustration when resources on the platform were outdated. The process of sustaining timely updates of platform content may be costly and create workforce challenges.

Limitations

As found in the current study, external state policies and financial incentives in the outer setting were barriers to the acceptance of value-based and payor-agnostic care; although, government initiatives, such as California Advancing and Innovating Medi-Cal (CalAIM), could also facilitate the process. Attitudes and approaches towards system transformation may differ by state due to different state initiatives. It is important to note this project, along with a few mentioned past studies [ 8 , 9 ] relied on public funding, which could be even more limited in lower-resourced states and counties. This project was conducted in the state of California, which has more resources than other states, as evidenced by higher income and higher GDP. Substantial variations in resources (e.g., provider availability, funding) at the County and state level may also impact agency bandwidth to pilot value-based payment contracts [ 25 ] and develop and sustain a digital resource navigator. Additionally, we did not conduct consumer interviews and observations. Consumer perspectives and outcomes can be particularly helpful in curating inclusive content and improving the user interface of the digital resource navigator. However, it is worth noting that we included a diverse group of interviewees, including staff members, leadership, and community stakeholders. Some of the interviewees worked closely with the community being served in this early stage of the grant. Additionally, the data were from an early stage (first 2.5 years) of a five-year grant-funded project in Orange County; some identified facilitators (e.g., shared enthusiasm about a new and exciting project) and barriers (e.g., COVID-19) may be related to the time point.

Future directions

First, given the influence of external state policies, financial incentives, and County resources on the acceptability of value-based and payor-agnostic care, further investigation is needed to understand the impact of a specific County health care initiative on behavioral health care system transformation efforts. Comparative evaluation of barriers to and facilitators of various system transformation efforts across states and counties can provide valuable insights into policy implications and guide tailored support for local stakeholders. Second, centering the voices and experiences of consumers can be particularly helpful in ensuring the inclusivity of the content and design of the digital resource navigator. Collecting data from consumers through interviews and surveys can facilitate understanding the perceived usefulness and usability of the platform and content on the digital resource navigator.

We analyzed 29 key informant interviews to provide insight into the barriers and facilitators related to County behavioral health system transformation in a state-funded project. Overall, aligning goals and values, fostering engagement and partnership, and promoting communication were important factors to consider when developing a template for value-based contracts that promote payor-agnostic care (Part 1) and developing a digital resource navigator (Part 2). Being aware of changing state guidelines and priorities, having cross-sector specialty knowledge about incentive structures in the public and private sectors, and braiding public and private funds were important to developing a template for value-based contracts that promote payor-agnostic care. Leveraging diverse communities to inform the design and content and incorporating their timely feedback was particularly important to the development of the resource navigator. As these insights were drawn from diverse perspectives within the County Behavioral Health system, we hope that our research will prove invaluable to similar transformation endeavors in the future.

Availability of data and materials

The data collected and analyzed for this study are not publicly available because this was not a requirement of the project’s funder, and the verbal consent process did not elicit participants’ consent for their data to be publicly shared.

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This work was funded by the Orange County Health Care Agency, Mental Health and Recovery Services, Innovation Projects, Mental health Services Act/Prop 63 (contract number MA-042-21011324). This work was also supported by the Institute for Clinical and Translational Sciences (ICTS) under Grant (UL1TR001414). The information or content and conclusions presented here are those of the authors and should not be construed as official position or policy of, nor should any endorsements be inferred by, the participating partners and/or the Orange County Health Care Agency.

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XZ contributed to the conceptualization of the work, analysis and interpretation of data, and writing the original draft, and writing-review and editing. RV contributed to conceptualization of the work, collection analysis, interpretation of the data and writing-review and editing. JB, EE, DS, and DM contributed to writing-review and editing. SS contributed to the conceptualization of the work, collection and interpretation of the data, and writing-review and editing. DHS contributed to funding acquisition, conceptualization of the work, collection and interpretation of the data, and writing-review and editing.

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Our institutional review board deemed that this work was exempt from human participant research approval (University of California, Irvine Institutional Review Board# #20195406). Key informant interviews are considered non-human subject research because results are intended to describe the specific context under which the data is collected, and will not be used to generalize beyond this context. Verbal informed consent was obtained from all participants.

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SMS has received consulting payments from Otsuka Pharmaceuticals and Boehringer Ingelheim, and is a member of the Headspace Scientific Board, for which he receives compensation. XZ has received consulting payments from FirstThen Inc for work unrelated to this manuscript. The authors have no further interests to declare.

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Zhao, X., Varisco, R., Borghouts, J. et al. Facilitators of and barriers to County Behavioral Health System Transformation and Innovation: an interview study. BMC Health Serv Res 24 , 604 (2024). https://doi.org/10.1186/s12913-024-11041-9

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Received : 08 February 2024

Accepted : 24 April 2024

Published : 09 May 2024

DOI : https://doi.org/10.1186/s12913-024-11041-9

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