The Harvard Business Review has published its annual list of Breakthrough Ideas for 2007, written out in “twenty essays that will satisfy our demanding readers’ appetite for provocative and important new ideas”.

Eric von Hippel wrote the entry entitled “An Emerging Hotbed of User-Centered Innovation“.

Eric von Hippel is the T Wilson Professor of Innovation Management at MIT’s Sloan School of Management in Cambridge, Massachusetts, and the scientific director of the Danish User-Centered Innovation Lab in Copenhagen. He is the author of Democratizing Innovation (MIT Press, 2005).

“In an array of industries, producer-centered innovation is being eclipsed by user-centered innovation—the dreaming up, development, prototyping, and even production of new products by consumers. These users aren’t just voicing their needs to companies that are willing to listen; they’re inventing and often building what they want.”

“[...] This process of users’ coming up with products is increasingly well documented, and some companies, at least, are actively trying to take advantage of it. But what about governments?”

“[...] Government support has typically come in the form of R&D grants for scientific researchers and R&D tax credits for manufacturers. This focus on technology push has not attracted much controversy. But recent research shows that the 70% to 80% of new product development that fails does so not for lack of advanced technology but because of a failure to understand users’ needs. The emergence of user-centered innovation clearly shows that this near-exclusive focus on technological advance is misplaced.”

“Denmark is taking this sea change in the nature of innovation to heart. In 2005, the Danish government became the first in the world to establish as a national priority, in the words of a government policy statement, ‘strengthening user-centered innovation.’”

“By championing a new innovation paradigm, the Danish government is encouraging numerous methodological flowers to bloom—from programs that improve manufacturers’ understanding of users’ needs (through ethnographic research, for example) to techniques for identifying user-developed innovations that manufacturers can produce.”

Duncan J. Watts wrote another thought-provoking essay, “The Accidental Influentials,” in which he argues that “social epidemics” are not in large part driven by the actions of a tiny minority of special individuals, as is the dominant belief.

“We studied the dynamics of social contagion by conducting thousands of computer simulations of populations, manipulating a number of variables relating to people’s ability to influence others and their tendency to be influenced.”

“Our work shows that the principal requirement for what we call “global cascades”—the widespread propagation of influence through networks—is the presence not of a few influentials but, rather, of a critical mass of easily influenced people, each of whom adopts, say, a look or a brand after being exposed to a single adopting neighbor. Regardless of how influential an individual is locally, he or she can exert global influence only if this critical mass is available to propagate a chain reaction.”

Understanding that trends in public opinion are driven not by a few influentials influencing everyone else but by many easily influenced people influencing one another should change how companies incorporate social influence into their marketing campaigns. Because the ultimate impact of any individual—highly influential or not—depends on decisions made by people one, two, or more steps away from her or him, word-of-mouth marketing strategies shouldn’t focus on finding supposed influentials. Rather, marketing dollars might better be directed toward helping large numbers of ordinary people—possibly with Web-based social networking tools—to reach and influence others just like them.”

Duncan J. Watts is a professor of sociology at Columbia University in New York. He is the author of Six Degrees: The Science of a Connected Age (Norton, 2003)

(via Bruno Giussani’s Lunch over IP)