Instinctively we gravitate towards the familiar, this innate behavior is hampering unrestricted explorations. People reach out to the readily available resolves for their economic needs. Enterprises and conglomerates are shifting their propositions accordingly, regardless of imminent fundamental changes in the economy. And because this repetitious process has given legitimacy to exponential growth, the current circular supply chain follows the very same pattern. Venturing entrepreneurs know that exploring untapped opportunities could bring about a desirable change. But the greatest challenge in bringing such novelties to fruition is to find a palatable way for end-customers to adapt to such novelties.   

The rewards for adopting a change.

Drastic changes in the supply of products and services need to be addressed with an acceptable adaptation scheme. A rewarding benefit for the end-users supported by guarantees for improved performances should be related to what the end-users are familiar with. The innovation could only become a global success if and when people see themselves as immediate beneficiaries by accepting and responding to the new propositions. A general “good for all” benefit for the community at large, will not suffice.

The standard of excellence.

By and large, people believe that their value metric is right because it appears to be similar to the one others believe in. Ergo, their valuation corresponds with the standard of excellence. In reality, however, the differences in perception are vast, and misconceptions can have significant consequences. Conscientious leaders are aware of the fact that over-embellishments of product’s benefits could amount to deception. Customers and end-users are continuously comparing price-value benefits based on the information they have. Disappointments with a brand are difficult to rectify.

The Value proposition.

Once the innovation has been ratified, a sustainable proposition needs to be formulated so that work on (NPD) New product development, respectively (PDQ) Product quality development could commence. The value proposition of the new product needs to become acceptable to the end-users before an introduction into the market can commence.

 Leadership management.

The gravitational draw between people has a profound effect on everything, including on the need to believe in the leadership’s commitment to the people. In a world frothed with uncertainties, belief provides solace and reassurance.  A profound belief is more powerful than any form of persuasion. Belief is the motivation needed for people to participate proactively in a cause.

Valuation and misjudgments.

• Augmenting the initial belief through an unraveled reality.   

• We believe in what we were made to believe based on promises.  

• Leaders gain empowerment through their constituency’s belief. 

 Interdependency.

We need to recognize that no matter where we are or what business venture we pursue, we are all interconnected. Beyond the obvious connections, we are subjected to the socio-economic predicaments of people we don't even know. To rectify our business situation we need to be cognizant of wider correlations. In fact, we rely on the people that rely on the people that rely on the people we don't know. Trusting the people we rely on is the best way forwards. The motivational glue that holds a coalition together needs to be reapplied time and again because any business situation is subjected to continuous change. This process of bestowing reciprocal trust & support can be labeled as emotional bribery, but it has been an effective way to arrive at amicable solutions, in virtually every market.

The two-pronged approach. Virtually all organizations and institutions including Governments have their administrative regulations that limit the scope of exploratory thinking. While pursuing pre-set commercial goals, we are being deprived of the space needed to take on unlikely alternatives. For that reason, a two-pronged approach is needed. One that continues to operate within the boundaries of what is desirable, acceptable, doable, and tolerable, and the other, a search for practical solutions for peripheral needs. 

Motivation is needed to induce proactive engagement. To convince collaborators, the premise of a venture needs to be based on believable presumptions. The rewards need to be realistic and relatable. There needs to be a logical explanation that supports the reason for pursuance. Branded products that carry the insignia of the innovation will create a value perception amongst end-users.

 Turning peripheral needs into viable alternatives. Peripheral needs are realistic assumptions about potential innovation that address known issues that could conceivably bring about a desired improvement in the current circular supply chain economy. One example of a peripheral need is non-carbon-based energy, available at various volumes for diverse commercial and home applications.

Initiating the search and discovery journey. By relentlessly pursuing administrative regulations, we are being deprived of the space needed to take on unlikely alternatives.  The journey will gain momentum once the leaders have declared a commitment to join the coalition of initiators. Preparatory tasks include: 

(1). A clear articulation of the expected results from participating in the venture, including the envisioned methods for achievement.

(2). Consent from each of the collaborating partners to engage in continuous constructive exchanges. 

(3). Collaboration agreements include clauses about responsibilities, risks, and shared expenses.

 Ideas that emerge from contradictory assumptions. Thinking creatively involves making unlikely and contradictory correlations. There is a difference between developing improvements for existing products and finding solutions for unmet needs.  One way of starting such an ideation process is via a modular diversification program. By correlating diverse thoughts new patterns will emerge. Eventually, this search and discovery journey will lead to a verified and legitimate (NPD) New product development respectively, PQD product quality development.

Pilot production.  When the NPD (New product development) concept has been subjected to rigorous financial and practical scrutiny, the next step is to augment the prototype and perform the pilot production.    Preparatory tasks include the following:

(1). Preparation of quality control plan, IE: QC engineering table.

(2). Preparation of test equipment.

(3). Production flow, such as layout, power, and construction works.

(4). Preparation of jigs and fixtures.

(5). Preparation of operation sheets.

(6). FMEA of processes.

(7). Procurement, installation, production, and testing equipment.

(8). Determination of the quantity of prototype and pilot production.

(9). Training of relevant personnel.

 Quality assurance: Review of the inspection plan. Review of QC engineering table. Review of test equipment. Manufacturing department Review of production flow (The circular supply chain) Review of jigs & fixtures. Review of operation sheets. Review scalability and exponential growth potential. Review of production efficiency Problem-solving and data collection. Allowances for augmentations that will affect marketing.

 Initiating mass production. Once the pilot production confirms that the project is feasible, the utilization of the samples and preparation of the mass production can be arranged. The samples can be used in two-fold:

1) Buildup of the standard sample.

2) Trial marketing.  

The first alternative is based on the firm's or customers' sampling procedures. The second is implemented based on the initial evaluation of the targeting customers and regions, and results of the experimental sale must be reported. The key tasks of mass production are to modify the documents related to the production and inspection, revise the jigs, fixtures, and molds, adjust the operational conditions, confirm the procurement and subcontract procedures, and rectify the bill of materials and engineering drawings. Those tasks attempt to eliminate all unsatisfactory states that occurred in the pilot production.

The challenging parts of an innovative venture It takes time to reach sustainable fruition.  Continuous PDQ product quality development is essential to stay ahead of emerging competition. Adequate marketing development is needed to maintain investors’ interest. After taking a leap of faith in the sample production, gradual backtracking may take place to find a workable option. 

 Best regards, Alex