3D Printing and Rapid Prototyping

This very good USA Today article describes the impact that 3D printing is having on innovation processes.  This new technology has enabled firms to build incredible prototypes, so that they can bring innovations to market faster and more effectively.   I think the technology has great promise, and firms can use it effectively to test out new ideas.

Having said that, I think firms can fall in love with the concept of 3D printing prematurely.   It is expensive to purchase and use this new technology.   On most occasions, firms would benefit from beginning with a very inexpensive, crude prototype.  They need not spend much money at all.  They simply want to begin the discussion about a new idea, and offer folks a chance to touch and feel a product. 

Source: Fast Company

As an example, consider this article in Fast Company about the creation of the Nike FuelBand.  The article describes the first prototypes shown to Nike CEO Mark Parker.  One prototype is shown here.  It's a simple prototype made from a Velcro strap.   It made a huge impression on Parker, and from there, Nike developed a hit new product. 

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Little Bets and The Value of Crude Prototypes

I just finished reading a great book titled Little Bets, by Peter Sims.   The author makes a strong case for the concept of acting first, learning, and refining your ideas - rather than spending tons of time planning before doing.  Others, of course, have made this argument in the past few years, yet Sims does a terrific job of tying together multiple threads of work, ranging from design thinking to Karl Weick's work on small wins.  Moreover, he infuses his argument with lots of stories from different domains - from Pixar to Chris Rock to the U.S. Army.

I found his discussion of prototyping particularly interesting, as he discusses P&G's push to engage in more crude prototyping in its innovation process.   Many firms make the mistake of trying to "perfect the prototype" - a process that takes far too long and diminishes opportunities for rapid learning and improvement.  At P&G, managers discovered how keeping the prototypes simple has several key benefits, besides reduced cost and enhanced speed.  Chris Thoen from P&G explains:

The problem with showing something to consumers when its almost totally done, people don't necessarily want to give negative feedback at that point, because it looks like, "This company has spent a lot of money already getting it to this stage and now I'm going to tell them, 'It sucks.'" On the other hand, if something hangs together with tape, it's clear that it's an early prototype, the mindset of the consumer often is, "These people still need some help, so let me tell you what I really think."  

In sum, consumers will offer more candid and constructive feedback if firms keep the prototypes very simple/crude.  Moreover, Thoen also argues that managers within the firm will be more open to feedback, because they won't have become overly committed to a particular design.  In other words, crude prototypes minimize the sunk cost trap, which can prevent managers from adapting their ideas based on consumer feedback.

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