Starting with "Articulating the Present" ~ My Product Development Consulting Method (Part 1) ~

The joy of writing a book lies in those moments when talking with readers, you realize, "Ah, it's resonating!" On the other hand, since this book challenged me to write about the principles and fundamentals of concept creation—its unshakable essence—I sometimes hear comments like, "I wish I knew a bit more about the concrete steps." So, let me share the common steps I actually use when consulting on product development today.
This includes steps beyond pure concept creation, such as building trust between myself—an outsider—and my clients. Still, I believe it can serve as a practical reference for advancing projects in the field.

When I consult on product development, I generally follow this sequence: "Current State Analysis → Brainstorming → Cross-Framework Organization → Concrete Strategy Development → Refinement." While it's fundamentally based on "circular thinking," explaining that now might just confuse things, so let's set that aside for now.

Articulating the Current State

The goal of the initial "Articulating the Present" step is to capture in words: "What value are we currently providing to whom?" and "What is the underlying vision?" The reason this is crucial is simple: when we develop new products, we need something that overturns some existing "conventional wisdom." So, let's clearly define that "current conventional wisdom" we aim to overturn.

In many cases, I serve as the facilitator myself, relentlessly pursuing questions like "Who are our current customers?" "What are we offering them?" We relentlessly pursue these questions not just at the product spec level, but also at the functional benefit, emotional benefit, and even value-level dimensions. We then write the results onto a large number of cards. Once we have enough cards, everyone groups them together. Finally, we clarify the "current concept," "current target," and "vision."
Conducting this session alone, which brings together people with diverse perspectives—from executives to frontline staff, sales to management—takes at least a full day. But to execute it properly, I, as the facilitator, must acquire a vast amount of background knowledge beforehand, and participants must thoroughly inventory their daily experiences. Preparing for this requires an enormous investment of time and effort.

Brainstorming

Once the "searchlights to overturn" become clear through "current language articulation," the next step is to conceive "new searchlights." This is the next phase: "Brainstorming." In terms of cyclical thinking, this involves running two modes nearly simultaneously: the "feeling mode" for gathering raw material and the "scattering mode" for exhaustively considering every possibility.

The rules here are well-known: free-flowing, no criticism, quantity over quality, and building on others' ideas. Personally, I've noticed that the manufacturers I've worked with often struggle with "building on others' ideas." It seems (though they desperately try to hide it) that their deeply ingrained habit of "correct thinking" prevents them from finding the vein of gold in others' seemingly silly ideas. As an advertising professional, I support them in this area while tackling this often discouraging, difficult step.

Actually, I'm still in Takamatsu for summer vacation, stuck with two assignments I'm brainstorming. Whether I play tennis, go fishing, or slurp down udon, the question—whose answer I can't even be sure exists—won't leave my mind. But day after day, cleansing my brain with Setouchi's local fish and the local sake "Etsukaijin," well, wouldn't you know it. Gradually, the awareness of my assignments started to fade... Now, after the break, will I be able to get back to work properly?

Please, help yourself!