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Entrepreneur’s Library: Episode 5 – “Inside The Box” by Drew Boyd

Published date: October 13, 2014 в 3:00 am

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Listen to the Entrepreneur’s Library: Episode 5 – “Inside The Box” by Drew Boyd (17 minutes):

The EL Podcast Episode 5

Q: Will you take just a moment to introduce yourself and tell us a little bit about you personally?
A: I’m a professor at the University of Cincinnati but I’m really a corporate guy. I’ve been in large organizations for over 30 years and 17 of those years were at the global healthcare company, Johnson & Johnson which is where I learned this method that the book is about.

Q: what was the inspiration for you behind writing Inside the Box?
A: It’s really inspired from two perspectives; one is my time at Johnson & Johnson. We were very desperate to find an innovation method to create new medical products and we spent millions of dollars looking for a method. Just by chance I happen to find out about this method called systematic inventive thinking and we realized immediately that it was special, that it worked very well and I continued to practice it over the last 12 years. A few years later I met my co-author Dr. Jacob Goldenberg, it’s his research that this method is based on. He and I became friend, started teaching and working together when he asked if I wanted to write a book together. Without even thinking about it I said ‘yes.’

Q: What would you say makes your book different from others regarding a similar topic?
A: Our book is the only book that details the method called systematic inventive thinking. Most of the books you deal with today on this topic are more about the why or how you execute innovation. Very few, if any, really deal with the how and that’s what companies want to know. We wrote the book with the intent to give people a way to understand creativity, understand the method, the cognitive tools of how you use your brain in a different way to produce novel ideas you weren’t likely to produce without the method.

Q: Give the reader a great explanation of what they are going to get out of this book
A: This book starts with an introduction to the method and so it’s essential that the readers read the introduction. In chapter one we dive into one of the most important principles called the closed world principle. The closed world is this imaginary boundary around where your product or services is being used. The closed world principle says that the farther away you have to go to import solutions to your problem, the less creative it’s going to be. In other words the most creative solutions are right under your nose.

Then the next five chapters detail each of the five techniques. Chapter two starts off with what’s called the subtraction technique. We finish the chapter with a specific list of steps you follow to use to subtraction technique and common pitfalls. We want people to avoid the routine mistakes that sometimes happen when using the technique. Chapter three is the division technique. This chapter tells some stories about the prevalence of this particular pattern and the many products and services that the division technique can produce. Chapter four is about the multiplication technique. Many innovated products have taken a component, created a copy of it but then changed the component into some counterintuitive non obvious way.

The fifth chapter is called new tricks for old dogs; it’s about the task unification technique. Many innovative products have taken a component of the product and then assigned it an additional job. This technique produces some amazing innovations. Chapter six is about the fifth and final technique. The title of the chapter is clever correlations, the attribute dependency technique. The majority of innovated products have taken an attribute of the product and created a dependency between them. In chapter seven we talk about what are called contradictions. A contradiction is when you have two opposing ideas that can’t exist at the same time. In this chapter we show people how just the opposite is true, that contradictions are a source of creative thinking and we do this by showing people how to use the five techniques to solve contradictions.

Our final chapter is called final thoughts and here we are really try to give people a sense that creativity is the way you make the world a better place. We want people to feel the sense of empowerment, that they can learn innovation. Creativity is a skill; it’s not a gift or something you are born with. You can use these five techniques to boost your creative output no matter where you are in the creativity scale.

The epilogue tells the very nice story about my experience teaching children, as little as third grade, this method and the surprising result of how these children were so capable of using this method to produce innovated ideas. If a third grader can do it than people from all walks of life should be able to innovate with this message as well.

Q: If your readers could only take one concept, principle or action item out of the entire book what would you want that to be?
A: The idea that I would take out of the book is that innovation is a skill. Innovation is not a gift, it’s a skill that can be learned and learned in a systematic way by harnessing the power of patterns and how those patterns could regulate your thinking, channel your ideation and make you create concepts that you weren’t likely to have created on your own.

Q: What is a quote that you are really proud of from your book?
A: The quote that is my favorite is not ours but it’s still my favorite in terms of innovation. “The world leaders in innovation will also be the world leaders in everything else.” by Harry Mcalinden. I can’t think of a quote that says it better. That quote really just gives people the impetus to understand the importance of innovation. Innovation is essentially how we compete in the world, how we overcome our challenges and make the world a better place. The quote sums it up very nicely.

Q: If there is just one book that you could recommend to our listeners based on the way it impacted your life what would that be?
A: The one book I’d recommend is called The Act of Creation by Arthur Koestler. It’s out of print now but it’s a book that I take with me on trips over and over. This book has really inspired me to think about creativity throughout the ages and how it’s occurred in different ways. It really was an inspiration in a lot of ways for our book as well.

Q: Can you recommend the best way for our listeners to get more information on you and Inside the Box?
A: To get more information about the book, I’d recommend the readers check out our website called http://www.insidetheboxinnovation.com and I also have a blog called http://www.innovationinpractice.com/ in which I’ve been blogging for about seven years now. If you look at the blog as a supplement of the book, that would be a good way to consume it.

You can also find me on twitter at https://twitter.com/DrewBoyd and on Pinterest at http://www.pinterest.com/drewboyd/. If you go to my Pinterest site, what you’ll find is a board of each of the five techniques in this method. Each board contains examples of products and services that epitomize that particular technique.

Can Creativity Be Taught? Insights from Jacob Goldenberg and Others

Published date: September 29, 2014 в 3:00 am

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Can creativity be taught? Here are insights from Professors Jacob Goldenberg, Rom Shrift and others on this seemingly elusive topic (from Knowledge@Wharton, August 27, 2014):

“I think there are individual differences in our propensity to be creative,” says Wharton marketing professor Rom Schrift, “but having said that, it’s like a muscle. If you train yourself, and there are different methods for doing this, you can become more creative. There are individual differences in people, but I would argue that it is also something that can be developed, and therefore, taught.”

Wharton marketing professor Jerry (Yoram) Wind has in fact taught a course in creativity at Wharton for years, and says that “in any population, basically the distribution of creativity follows the normal curve. At the absolute extreme you have Einstein and Picasso, and you don’t have to teach them — they are the geniuses. Nearly everyone else in the distribution, and the type of people you would deal with at leading universities and companies, can learn creativity.”
Does creativity need the right conditions to flourish? Jennifer Mueller, a management professor at the University of San Diego and former Wharton professor who has researched creativity, sees evidence that it does. “Every theorist that exists today on the planet will tell you creativity is an ability that ranges in the population, and I think in a given context, creativity can be shut off — or turned on, if the environment supports creativity.”
In whatever the sector or discipline — product development, exploitation of networks, music or education — creativity shares certain traits, experts say. Jacob Goldenberg, professor of marketing at the Arison School of Business at the IDC Herzliya in Israel, says creativity has more than 200 definitions in the literature. “However, if you ask people to grade ideas, the agreement is very high,” he notes. “This means that even if it is difficult to define creativity, it is easy to identify it. One of the reasons why it is difficult to define is the fact that creativity exists in many different domains.” Still, he says: “Most creative ideas share a common structure of being highly original and at the same time highly useful.”

In Inside the Box: A Proven System of Creativity for Breakthrough Results, Goldenberg and co-author Drew Boyd make the case that all inventive solutions share certain common patterns. Working within parameters, rather than through free-associative brainstorming, leads to greater creativity, the book says. This method, called Systematic Inventive Thinking, has found application at Procter & Gamble and SAP, among others. “We shouldn’t confuse innovation and creativity,” Goldenberg says. “Creativity refers to the idea, not to the system [product, service, process, etc.] that was built around it. For example, online banking is a great innovation, but the idea [of using the Internet to replace the branch] was not creative. It was expected years before it was implemented.”

Similarly, he adds, “cell phone technology is one of the most innovative developments, but the need was defined years before, and we just waited for the technology. In my view, a creative idea that is still changing our lives is the concept of letting users develop the software they need on a platform [that a particular] firm sells: the apps concept. This means that consumers develop and determine the value of the smartphone and tablets.”
This example, Goldenberg says, fits one of the templates for creativity described in Inside the Box: “Where you subtract one of the resources” — such as engineers and marketers — “and replace them with a resource that exists inside a closure (box), in this case your consumers.”
Schrift has used a different template from Inside the Box in his classes: The idea of building a matrix of characteristics of two unrelated products, and creating new dependencies. Such examples, he says, include an air freshener that changes scent every 10 minutes (remixing the concepts of time and fragrance), or a gym with a fee that is structured to increase if you don’t work out enough (fitness and incentive). “A lot of the time, looking for a new dependency gives you a creative idea,” Schrift notes.

It’s Back! Innovation and Design Thinking MOOC

Published date: September 22, 2014 в 3:00 am

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The University of Cincinnati’s Massive Open Online Course begins October 16th. The course is free and open to all.

You should take this course because 1. you can do it even while you are traveling, and 2. ALL the content is optional. Just surf the content that is most important for your needs.

The course will help you master the tools necessary to generate new ideas and quickly transform those concepts into a viable pipeline of new products and services. Participants will learn the highly effective method of idea generation called Systematic Inventive Thinking used by many global firms across a wide variety of industries. They will also learn a suite of design thinking tools to take new concepts and put “life” into them. Generating ideas is not enough. Design thinking takes new ideas and sculpts them into market-winning products and services. Participants will learn the mechanics of each S.I.T. tool, and practice the use of each on a real product or service. Additionally, they will learn from a panel of seasoned practitioners and experts in the fields of innovation, new product development, and venture start-up.

The course is taught by two industry-practitioners-turned-academics. Drew Boyd is a 30 year industry veteran. He spent seventeen years at Johnson and Johnson in marketing, mergers & acquisitions and international development. He is co-author of Inside the Box: A Proven System of Creativity for Breakthrough Results. Jim Tappel has over 25 years in industry in the engineering and design. This unique perspective from the commercial/marketing side (Drew) and the engineering/design side (Jim) creates a complete picture of what companies need to do to drive innovation and promote organic growth. Both are now full time faculty members at the University of Cincinnati.

The course features guest videos by practitioners in the field who are experts in innovation, design, new product development and venture startup. They are:

  • Cindy Tripp, formerly the Director of Global Design Thinking at Procter & Gamble. Cindy led development of P&G’s Design Thinking application for business strategy, organizational design, commercial and product innovation to generate previously unimagined solutions.
  • Doug Ladd, Chief Marketing Officer, EndoChoice, Inc., one of the fastest growing medical device companies in the world.
  • Sally Kay, Principal, Strategic Product Development. Sally has extensive experience in innovation as a practitioner (25 years) and a consultant with particular focus on the front end of the innovation process. She is active in The Product Development & Management Association (PDMA) for the last 25 years. She chairs The Outstanding Corporate Innovator Award Program.
  • Dr. Michael Clem, Vice President R&D – Medical at Kaleidoscope, a leading innovation and design firm. Mike is an innovation leader with a successful track record of developing and leading teams to deliver winning solutions. He spent over 20 years in technology and R&D programs with Johnson & Johnson companies.
  • Elizabeth Edwards, CEO at Metro Innovation and author of Startup: The Complete Handbook for Launching a Company for Less. She is a venture capital and economic development strategist focused on helping cities and regions develop stronger entrepreneurial ecosystems.

RegisterParticipants who successfully complete the course and enroll as a new student at the University of Cincinnati will receive graduate credits that can be applied toward either an MBA degree from the Lindner College of Business or a Master of Engineering degree through the College of Engineering and Applied Science.

Join us on October 16, 2014 for the start of Innovation and Design Thinking.  Content links will be available approximately one week prior to the course’s start date. The course will start on October 16 and be completed on November 20.

Innovation Sighting: The Division Technique in Vision Correcting Displays

Published date: September 15, 2014 в 7:33 am

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Innovation is anything that is new, useful, and surprising. “Surprising” means that the idea makes you slap your forehead and say, “Gee, why didn’t I think of that?”

Here’s a great example. “Researchers at the MIT Media Laboratory and the University of California at Berkeley have developed a new display technology that automatically corrects for vision defects — no glasses (or contact lenses) required.” It is a classic and clever example of the Divison Technique, one of the five techniques in Systematic Inventive Thinking.

From MIT News:

“The first spectacles were invented in the 13th century,” says Gordon Wetzstein, a research scientist at the Media Lab and one of the display’s co-creators. “Today, of course, we have contact lenses and surgery, but it’s all invasive in the sense that you either have to put something in your eye, wear something on your head, or undergo surgery. We have a different solution that basically puts the glasses on the display, rather than on your head. It will not be able to help you see the rest of the world more sharply, but today, we spend a huge portion of our time interacting with the digital world.”

In hindsight, it makes so much sense to “divide” the function of your glasses (vision correction) and place it somewhere else. For example, this technology might be applied to televisions, car windshields, windows in your home, or just about anything that you have to focus on.

To get the most out of the Division technique, you follow five basic steps:
1.  List the product’s or service’s internal components.
2.  Divide the product or service in one of three ways:

  • Functional (take a component and rearrange its location or when it appears).
  • Physical (cut the product or one of its components along any physical line and rearrange it).
  • Preserving (divide the product or service into smaller pieces, where each piece still possesses all the characteristics of the whole).

3.  Visualize the new (or changed) product or service.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide you have a new product or service that is indeed valuable, then ask: Is it feasible? Can you actually create this new product or perform this new service? Why or why not? Can you refine or adapt the idea to make it more viable?
Keep in mind that you don’t have to use all three forms of Division, but you boost your chance of scoring a breakthrough idea if you do.
 

Systematic Persuasion: An Innovator’s Second Most Important Tool

Published date: September 8, 2014 в 3:00 am

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Just as there are five techniques of systematic innovation, there are six universal principles of persuasion. These principles help people know when it’s appropriate to say ‘yes’ to a request. For innovators, creating great ideas is the first imperative. But then the hard part starts – how to align and convice others of the value of your idea.
Take a look at this Infographic and YouTube video that explain the Six Universal Principles of Persuasion.
6-elements-persuasion-infographic

New Course: Marketing Fundamentals on Lynda.com

Published date: September 1, 2014 в 3:00 am

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I’m pleased to announce the release of my latest course, Marketing Fundamentals, at Lynda.com.
“Whether you’re rebuilding your marketing program from the ground up or leading the first campaign of your career, this course will help you lay the foundation for a successful marketing endeavor. Drew Boyd is a professor and consultant with 30+ years of marketing experience for major brands. In this course, he explains marketing’s role in an organization; provides frameworks for analyzing a business, its customers, and its competitors; and shows how to develop a successful marketing strategy and use that strategy to inform everything from pricing to promotion.
You’ll also learn to address tactical challenges and present the plan to get buy-in throughout an organization, from the C-suite to the sales team, as well as use the marketing plan to guide outside agencies and vendors. Finally, you’ll learn how to launch the campaign and measure its performance.”
Topics include:

  •     Marketing in an organization
  •     Assembling the team
  •     Creating the marketing plan
  •     Analyzing your products, customers, and market
  •     Segmenting customers
  •     Creating a value proposition
  •     Developing a strategy
  •     Setting goals
  •     Setting prices
  •     Using social media
  •     Presenting your plan to leadership
  •     Budgeting your plan
  •     Measuring success

Innovation Sighting: Subtraction in Commercial Aircraft Cabins

Published date: August 25, 2014 в 3:00 am

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Can you imagine flying in a plane without windows? A design team from Technicon Design in Paris created an interior that displays 360-degree views that are simulated on internal screens from external cameras that capture the surrounding environment in real time. The images displayed in the interior cabin—including the walls and even the ceiling—give passengers the feeling of flying through the air in an invisible vessel.

It’s an excellent example of the Subtraction Technique, one of five techniques in Systematic Inventive Thinking.

As reported on Fox News:

For business minded clientele, the screens can also be used for video conferences. Or if you’re in the mood for a some entertainment, kick back and relax with a state of the art in flight movie. For claustrophobic passengers, the screens can also be used to project relaxing landscapes like a tropical beach. Technicon Design created the design for a National Business Aviation Association and has since won an award at the International Yacht & Aviation Awards in the exterior design category.

“I challenged the team to break out of conventional thinking with regards to a business jet exterior and interior,” Gareth Davies, design director at Technicon Design’s studio near Paris, told the Daily Mail. “We quickly settled on the controversial yet interesting idea of removing the windows from the cabin and using existing or very near future technology to display the exterior environment on flexible screens.”


To get the most out of the Subtraction technique, you follow five basic steps:\

  1. List the product’s or service’s internal components.
  2. Select an essential component and imagine removing it. There are two ways: a. Full Subtraction. The entire component is removed. b. Partial Subtraction. Take one of the features or functions of the component away or diminish it in some way.
  3. Visualize the resulting concept (no matter how strange it seems).
  4. What are the potential benefits, markets, and values? Who would want this new product or service, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge? After you’ve considered the concept “as is” (without that essential component), try replacing the function with something from the Closed World (but not with the original component). You can replace the component with either an internal or external component. What are the potential benefits, markets, and values of the revised concept?
  5. If you decide that this new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it more viable?

Learn how all five techniques can help you innovate – on demand.

Innovation Sighting: The Chairless Chair

Published date: August 25, 2014 в 3:00 am

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It’s like a chair that isn’t there, but magically appears whenever you need it. It’s called the Chairless Chair and you wear it on your legs like an exoskeleton: when it’s not activated, you can walk normally or even run. And then, at the touch of a button, it locks into place and you can sit down on it. Like a chair that is now there.

It’s a perfect example of the Subtraction Technique, one of five in the innovation method, Systematic Inventive Thinking (SIT). It’s also a great example of Ideality, a property of innovation solutions that appear only when the problem appears.

From CNN:

“The idea came from wanting to sit anywhere and everywhere, and from working in a UK packaging factory when I was 17,” says Keith Gunura, the 29-year old CEO and co-founder of noonee, the Zurich-based startup behind the device, “standing for hours on end causes a lot of distress to lower limbs, but most workers get very few breaks and chairs are rarely provided, because they take up too much space. So I thought that the best idea was to strap an unobtrusive chair directly to myself.”

The device never touches the ground, which makes it easier to wear: a belt secures it to the hips and it has straps that wrap around the thighs. A variable damper engages and supports the bodyweight, which is directed towards the heels of the shoes. These are specially designed and part of the mechanism, but an alternate version works with any footwear and touches the ground only when in a stationary position. The user just moves into the desired pose and then powers the device, which currently runs for about 24 hours on a single 6V battery. (CNN)

“In addition to resting your leg muscles, it also provides optimal posture,” adds noonee CTO and co-founder Bryan Anastisiades “it keeps your back straight and can reduce the occurrence of bad postures for both healthy workers and those recovering from muscle related injuries.”

The Chairless Chair is attracting interest and production line trials are set to start in Germany with BMW in September and with Audi later this year. An aluminium and carbon fibre frame keeps the overall weight of the Chairless Chair at just two kilograms, so it doesn’t burden the wearer with too much excess weight and only marginally impairs movement. And in the future, it could be fitted with smart motors able to infer the user’s intentions and offer the ideal posture without even the need to press a button.

To get the most out of the Subtraction Technique, you follow five steps:

  1. List the product’s or service’s internal components.
  2. Select an essential component and imagine removing it. There are two ways: a. Full Subtraction. The entire component is removed. b. Partial Subtraction. Take one of the features or functions of the component away or diminish it in some way.
  3. Visualize the resulting concept (no matter how strange it seems).
  4. What are the potential benefits, markets, and values? Who would want this new product or service, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge? After you’ve considered the concept “as is” (without that essential component), try replacing the function with something from the Closed World (but not with the original component). You can replace the component with either an internal or external component. What are the potential benefits, markets, and values of the revised concept?
  5. If you decide that this new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it more viable?

Learn how all five techniques can help you innovate – on demand.

Getting Schooled: 5 Ways to Tackle a Challenging Problem

Published date: August 18, 2014 в 3:00 am

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Success in life depends not only on what you accomplish, but also how you overcome everyday challenges. This includes the challenges many college students face during back to school season. Don’t call mom and dad yet: Here are five easy problem-solving tips you can apply to just about any challenge, big or small.
The Example Problem:
One of the scariest back to school challenges many students face each year is physically moving away to college for the first time. You might find that you’re moving somewhere without a lot of space or resources and you have too much stuff to take with you. Let’s tackle this problem in 5 steps. You’ll find that these steps can also help you in a variety of different challenges throughout your college life!

1. Chunk It: Break big problems into smaller, more solvable problems.

How do you swallow an elephant? One bite at a time. The same is true for solving problems. For our moving scenario: Look at the stuff you have to take to school and break it into smaller, more manageable groups (clothes, furniture, electronics, etc.). Then solve the problem for one group at a time. Perhaps ship some of the clothes, have a roommate take the computer, and so on.

2. Simplify It: Solve an easier version of the same problem to see how it works.

I call this activation – getting your mind on the right path to solve a problem before tackling it. Mentally imagine solving a similar, easier version to let your mind walk through the steps one at a time. This practice helps you see new solutions and resources you might have overlooked. Continuing with the back-to-school problem, imagine having to get your stuff to a next-door neighbor instead of a whole new city. Who might help, what would you take with you, and what tools would you use? Apply possible solutions you discover here to the bigger problem.

3. Draw It: Visualize the problem to see new ways to solve it.

Seeing a problem with all of its component parts helps you put the problem in a new perspective to open up possible solutions. Draw the problem on paper and show how the various parts are connected. How do they affect each other, and which parts are more challenging than others? Organizing your dorm room? Draw it.

4. Rearrange It: List the components of the problem and rearrange them to spark solutions.

We are so used to how familiar objects are structured that it prevents us from imaging other configurations. This tunnel vision blocks our creative problem-solving. To overcome it, mentally break objects into smaller parts and randomly put them in different places. Look for an unexpected benefit. For example, what if you packed some of your school clothes outside of the suitcase — perhaps with other objects, like fragile dishes or glassware? What if you rearranged items in the car in a different way? Move every component of the problem into a new place and see what happens.

5. Challenge It: What if your assumptions about the problem are wrong?

Things change, and what you once thought was true might not be. List the assumptions you are making about the problem and imagine, one by one, what would happen if an assumption were not true. For example, what if the date you need to start school is different than what you had thought? Have you checked your class schedule? Do you need to take all the items back to school right now? What if that’s not true? Challenging, and sometimes reversing, some of your assumptions can give you just the breakthrough you need.
 
 
 
Copyright 2014 Drew Boyd (This post first appeard in Coke Journey on August 11, 2014)

Decluttering Innovation

Published date: August 11, 2014 в 1:28 pm

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People need time to innovate, but corporations tend to “tax” employees with time-wasting bureaucracy. As reported in The Economist, clutter is taking a toll on both morale and productivity.

“Teresa Amabile of Harvard Business School studied the daily routines of more than 230 people who work on projects that require creativity. As might have been expected, she found that their ability to think creatively fell markedly if their working days were punctuated with meetings. They did far better if left to focus on their projects without interruption for a large chunk of the day, and had to collaborate with no more than one colleague.”

Endless meetings aren’t the only forms of corporate clutter. Complex organizational design forces people to waste valuable time and energy figuring out how to get things done. Emails overload, especially when employees don’t know how to use filtering techniques. Status reports dull the mind and waste energy by forcing employees to regurgitate old news

To fight through the clutter, I recommend the following:

1. Develop an Innovation Competency: Innovation is a skill, not a gift.  It can be learned by anyone and applied systematic. Innovative companies treat it as just another core skill by creating a well-defined set of innovation competencies and embedding them into employee’s competency model along with other required behaviors such as ethics and leadership.  A innovation method such as SIT, for example, gives an employee the ability to “innovate on demand.”

2. Drive Innovation as a Process: Defining innovation as just the NPD process is too limiting. Leaders need to sponsor cross-functional teams using systematic innovation tools that feed concepts into the NPD process.  This will eliminate the “fuzzy” in the front end to create sustainable process of generating new opportunities.

3. Innovate Under the Radar: In the Harvard Business Review, Paddy Miller and Thomas Wedell-Wedellsborg make a great point in their article, “The Case for Stealth Innovation.”  Savvy innovators know how to operate under the radar and nurture innovation programs through complex bureaucracy.  Thomas Bonoma’s classic HBR article from 1986, “Marketing Subversives,”said something similar:

“I found that under conditions of marketplace change, success depended heavily on the presence of marketing subversives in a company.  Subversive marketers undermined their organizations’ structures to implement new marketing practices….And no matter what higher management had decided to allocate to various marketing projects, the subversives found ways to work around the official budget.  They bootlegged the resources they needed to implement new, more appropriate marketing practices.”

The same can be said about innovation.

Copyright 2014 Drew Boyd

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