Посты с тэгом: corporate innovation method

Language and Innovation

Published date: January 18, 2010 в 2:00 am

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Language and innovation are inseparable.  Language puts meaning to our ideas, be it spoken, written, or symbolic.  We convey ideas to others which is essential in corporate innovation.  Innovation would be nearly impossible if we did not have language.

If you want to improve your innovation effectiveness, improve your use of language.  Structured innovation methods help regulate our thinking and channel the ideation process.  At the moment immediately before we innovate, we hold in our minds a pre-inventive form or structure that has yet to be understood.  It is at that exact moment we conjure up words and associations to attach to the pre-inventive form.  It is this process of linking objective facts and judgments to the pre-inventive form that transforms it to an inventive form – an idea.

Here is a step-by-step approach how language is used in innovation:

Linking Innovation with Strategy

Published date: January 11, 2010 в 2:00 am

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Innovation that is linked to strategy is seen as more realistic and supportable.  Innovating is efficient because you avoid creating ideas that are out of scope.  Firms struggle with this as Idris Mootee observed in his blog, Innovation Playground:

“The most amazing thing with strategic experience innovation is that it
takes one kind of company and leadership to create the idea and another
kind of company to scale it up and drive industry transformation and we
see it in markets after market.”

Andrew Hinton offered this insight on his blog, Inkblurt:

“We hear the words Strategy and Innovation thrown around a lot, and often we hear them said together. “We need an innovation strategy.” Or perhaps “We need a more innovative strategy” which, of course, is a different animal. But I don’t hear people questioning much exactly what we mean when we say these things. It’s as if we all agree already on what we mean by strategy and innovation, and that they just fit together automatically.”

There are two approaches to linking innovation and strategy:  Strategy-Informs-Innovation and Innovation-Informs-Strategy.  Here is how:

Innovation Sighting: The Multiplication Template and Virtual Reality

Published date: December 28, 2009 в 2:00 am

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People are fascinated with the idea of human cloning after researchers cloned a sheep in 1997.  The debate about the risks and benefits of human cloning rages on.  What if you could clone yourself in a virtual sense?  Even better, imagine cloning yourself into another person’s body?  What would you feel?  What would you learn?  How would your life be better?

Dr. Henrik Ehrsson, a neuroscientist from Karolinska Institute in Sweden, has pioneered a method of allowing us to get out of our bodies and into the body of someone else…virtually…so that you sense whatever the other person senses.
We “clone” ourselves everyday with simple technologies like a mirror or camera. But this is different.  This technique clones you into another form so you can experience life from that point-of-view.  From CNN:

This is an example of the innovation template, Multiplication.
It works by taking a component of a product or service, then creating copies of it that are different in some way.  Using SOLUTION-TO-PROBLEM innovation, we imagine potential benefits of the hypothetical solution.  Dr. Ehrsson believes this technique could help us improve our self-esteem.  It might help amputees put a sense of feeling into a prosthetic limb.  Or it might help us identify with other cultural, racial, or gender groups by “living” in their bodies.

This last idea is particularly intriguing.  Imagine you had the ability to mandate when someone else uses the technique to become YOU.  You would use this is critical situations when it is essential the other person understands your point-of-view: spouse, lawyer, negotiating partner, customer, boss, etc.  The ultimate cloning experience is not making another copy of yourself, but rather having others clone to become you.

Fixedness

Published date: December 21, 2009 в 10:07 am

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“We shape our tools and thereafter our tools shape us.”
Marshall McLuhan

The most challenging aspect about innovating is rooted in a concept called fixedness.  Fixedness is the inability to realize that something known to have a particular use may also be used to perform other functions.  When one is faced with a new problem, fixedness blocks one’s ability to use old tools in novel ways.  Psychologist Karl Duncker coined the term functional fixedness for describing the difficulties in visual perception and problem solving that arise when one element of a whole situation has a (fixed) function which has to be changed for making the correct perception or for finding solutions.  In his famous “candle problem” the situation was defined by the objects: a box of candles, a box of thumb-tacks and a book of matches. The task was to fix the candles on the wall without any additional elements. The difficulty of this problem arises from the functional fixedness of the candle box. It is a container in the problem situation but must be used as a shelf in the solution situation.

Roni Horiwitz of S.I.T. puts it this way:  “It’s almost impossible for the human brain to produce a really fresh and unique thought. Every thought, opinion or idea is somehow connected to previous concepts stored in the brain.”   Because of this, we are often unable to see the solution to a problem although it stares us in the face.  We are too connected to what we knew previously. We not only can’t let it go, but we try very hard to anchor around it to explain what is going on.
Fixedness is insidious.  It affects how we think about and see virtually every part of our lives.  At work, we have fixedness about our products and services, out customers and competitors,  and our future opportunities.  The most damaging form of fixedness is when we are stuck on our current business model.  We cannot see past what is working today.  We stop challenging our assumptions.  We continue to believe what was once true is still true.  In the end, it is this perpetual blind spot that is most dangerous to our innovation potential.
Customers have fixedness, too.  Customers have a limited view of the future, they have well-entrenched notions of how the world works, and they suffer from the same blind spot we do.  Yet we continue to seek the “Voice of the Customer” as though a divine intervention will break through this fixedness so they can offer new ideas.
Fortunately, there is a way to address it.  The way to break fixedness is to use structured innovation tools and principles that make you see problems and opportunities in new ways.  Remember the classic Will Rogers quote:

“It’s not what you don’t know that will get you.  It’s what you know that ain’t so.”

Or was it Mark Twain?

 

Innovation in Practice: Two Years!

Published date: December 14, 2009 в 2:00 am

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I sincerely thank you for reading this blog.  Readership continues to grow, and this motivates me to contribute new ideas to the innovation community.  This month marks the two year point, and I wanted to share some thoughts about what happened this year and what to look forward to in 2010.
The themes of this blog are:
  • Innovation is a skill, not a gift.  It can be learned like any other skill such as marketing, leadership, or playing the guitar.  To be an innovator, learn a method.  Teach others.
  • Innovation is a two-way phenomena.  We can start with a problem and innovate solutions.  Or we can generate hypothetical solutions and explore problems that they solve.  To be a great innovator, you need to be a two-way innovator.
  • Innovation must be linked to strategy.  Innovation for innovation’s sake doesn’t matter.  Innovation that is guided by strategy or helps guide strategy yields the most opportunity for corporate growth.
  • The corporate perspective, where innovation is practiced day-to-day, is what must be understood and kept at the center of attention.  How the corporate practitioner views the academic community, the consulting community, and the research community is where we will find best practices.  This is where truth is separated from hype.
2009 Highlights:
  • I am having a lot of fun with The Lab series of blog posts.  This is where I try to demonstrate innovation in real time by taking a category and applying structured innovation tools.  As far as I know, this is the only blog that actually demonstrates innovation with the intent of creating new ideas, and not just reporting on other people’s ideas. This year, I applied innovation to: the Kindle, Twitter, garage door opener, computer keyboard, surgical mask, credit cards, shredded wheat, health care, a hockey stick, social media, mobile products, and your wallet.
  • I started two new series:  Innovation Sightings is way to practice seeing the patterns that exist in products and services.  It is the patterns that led Professor Jacob Goldenberg and his colleagues to devise creativity templates that allow you to innovate over and over.  By spotting patterns, you strengthen your innovation skills.  I also started a series called Academic Focus.  This is a way to bring attention to those professors who excel at teaching and researching innovation for the corporate practitioner.
  • I had the good fortune of meeting up with some fellow innovators and bloggers including Andrea Meyer, Jim Todhunter, Jim Belifore, Mark Atkins, Sally Kay, and my “blog mentor,” Christopher Allen.
  • I have a new academic role in addition to my corporate role.  I split my time between Johnson & Johnson and the University of Cincinnati, and it is challenging me to find new leverage points and opportunities.
  • I am a guest blogger at Braden Kelley’s Blogging Innovation, and I like being a part of this group.
  • This blog has a new design, and I have added features to help people get the most out of it.  This includes Google Translate, a search function, a podcast on innovation methods, and links to  my other social media sights.
2010 Outlook:
  • More focus on skills: I want to give readers more detailed insight to help them learn and use methods of innovation.
  • More focus on strategy:  I want to uncover more about the intersection of strategy and innovation and how to put it in practice.
  • More focus on YOU, the reader.  I appreciate the emails and contacts from many of you this year, and I hope to hear from more of you in 2010.

Drew

The LAB: Innovating Your Wallet Using S.I.T. (December 2009)

Published date: December 7, 2009 в 2:00 am

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Innovation puts cash in your wallet.  But what about the wallet itself?  For this month’s LAB, we will apply the corporate innovation method, S.I.T., to create new and useful concepts for the wallet.

Wallets are the most personal items we own.  They carry our money, credit cards, identification,  licenses, photographs, and other memorabilia.  Your wallet says a lot about you.  As with food, we try to stuff more inside while staying thin.  Wallets have been around a long time.  Today, the wallet industry is a multi-billion dollar market fueled by new designs and innovation.

Here are six unique wallet concepts invented using the five templates in the S.I.T. method.  They were created by graduate students at the University of Cincinnati as part of their course requirements in “Applied Marketing Innovation.”

Innovation Sighting: Social Innovation Using S.I.T.

Published date: November 30, 2009 в 2:00 am

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How do you get people to be more socially responsible?  Here is an example* that demonstrates the use of Task Unification, a template from the corporate innovation method called S.I.T.:

To use Task Unification, we assign an additional job to an existing resource. Then we work backwards to envision the potential benefits of such a scheme, how it would work, and how to adapt it to make it better. In the example above, we create a statement as follows: "The stairs have the additional job of making people want to use the stairs more." Then we innovate ways to make this happen.  Having the stairs play music as you walk in the form of a piano is novel, useful, and surprising.  It meets all three tests of innovativeness.

Let's turn this around a bit to make the point even more.  Let's create a new statement (our Virtual Product):  "The escalator has the job of making people want to use the stairs more."  Now let's imagine ways to make this happen.  Here is what I came up with:

  • The escalator slows down as more people use it.  As people approach the escalator and see others on it already, they will be less likely to use it.  Perhaps it makes a groaning sound as it slows down (thanks, Amnon!).
  • The escalator has a repeating taped message encouraging people to consider the health benefits of walking the stairs (perhaps by comparing the amount of calories burned by using the stairs instead of the escalator).
  • Put a handicapped sign on the escalator, or perhaps some other indicator that the escalator is for those who are not fully fit.
  • Make something happen at the top of the escalator that people typically want to avoid such as an unpleasant message or homeless person asking for spare change.

Here is another example:  (both of these are from TheFunTheory.com sponsored by Volkswagen):

* Special thanks to Gary Vince from Toronto for sending me these examples.

The LAB: Creating Mobile Products with the Division Template (November 2009)

Published date: November 23, 2009 в 2:00 am

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Mobility is a good thing.  As mobility increases, so does our standard of living.  Mobility expands job opportunities, enriches our personal life, and boosts prosperity.   For nations, mobility expands trade, creates wealth, and makes countries more competitive.  Mobility even helps us live longer.  For hundreds of years, life expectancies hovered around 40 years.  During the 1800s they began to shoot up when road transport improved.  Today life expectancies in many advanced societies approach 80 years thanks to improved mobility in transportation, communications, and network computing.

How can we use structured innovation to create more of it?  How can we make the products and services  we use every day more mobile?  For this month’s LAB, we will use the Division Template.  We begin by listing the product’s (or service’s) internal components.  Then we divide one or more of the components in one of three ways:

  • Functional (divide along functional roles)
  • Physical (cut the product or component on any physical aspect)
  • Preserving (each part preserves the characteristics of the whole)
Using Function Follows Form, we envision potential benefits of the new form and other ways to adapt the form to make it more useful.  The trick is to use each type of Division with the specific intent of increasing a person’s mobility.  Each type of Division results in a different type of mobility.  Here is how.

Academic Focus: University of Michigan

Published date: November 16, 2009 в 2:00 am

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Once you develop the capability to generate ideas, you need a rigorous approach to managing innovation within the context of your company’s culture.  For that, Professor Jeff DeGraff’s Competing Values Framework (CVF) is the best-in-class approach.  CVF describes four organizational cultural styles of managing innovation: Collaborate, Create, Control, and Compete.  Management teams tend to gravitate towards one dominant style, the one that has served them well in the past.  To be a more effective, leaders need to be “ambidextrous.”  Leaders should become adroit at two conflicting values.  “They must develop the ability to oversee teams that work towards opposite goals, integrating them when the timing is right, so that each value can be developed successfully.”
CVF

Here is Jeff’s biography from the University of Michigan website:

“Jeff DeGraff teaches MBA and Executive Education courses on managing creativity, innovation and change. Jeff is also a core faculty member in the University of Michigan Center for Leadership, Change and Innovation. Jeff’s research and writing focuses on change and innovation strategy, organizational competencies and innovation practices, and creativity methods. He is co-author of the books Creativity at Work: Developing the Right Practices to Make Innovation Happen, Leading Innovation: How to Jump Start Your Organization’s Growth Engine and Competing Values Leadership: Creating Value in Organizations. He is the Managing Director of Competing Values, a consulting practice that specializes in helping organizations make change and innovation happen.”
Jeff founded the Innovatrium, an innovation development community that is comprised of leading companies, government agencies, universities, trade associations, top faculty,researchers, students, and best in class growth and innovation experts.  Its mission:
Jeff DeGraff “The mission of Innovatrium is to be to the business practice of innovation what the Juilliard School is to music, bringing together master artists, teachers and students in a collaborative effort to create new ideas, skills and practices. Innovatrium integrates the best of consulting and teaching into action learning.”
I have had the pleasure of working with Jeff and seeing him in action.  I have read his books including “Leading Innovation: How to Jump Start Your Organization’s Growth Engine.”  It is one of the few innovation books that I recommend to colleagues.  Jeff has earned his nickname, The Dean of Innovation.

The LAB: Innovating Social Media with Task Unification (October 2009)

Published date: October 31, 2009 в 8:30 pm

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Embracing social media and the myriad of Web 2.0 tools is more challenging than just setting up a Facebook account or adding a “Follow Me on Twitter” link.  Organizations struggle with how to take advantage of the power of Web 2.0.  Where do you start?  How do you tie these new tools in with your current website?  How do you make sure your current constituents are happy while moving the organization to a more networked world?

For this month’s LAB, we will use the innovation template called Task Unification, one of five templates of the corporate innovation method called S.I.T..  To use Task Unification, we take a component of a product, service, system, etc, and we assign an additional “job” to it.  For this exercise involving Social Media, here is how it works.  Imagine your company has a large base of employees in the field.  For example, suppose your company has a large sales force or an extensive network of delivery or service people.  Consider the U.S. Postal Service, for example, with an army of postal workers and letter carriers at over 32,000 post
offices.  A key question for these organizations like the USPS is: how do we get more value out of this fixed asset?  Let’s use Task
Unification.

I start by visiting a site that inventories all the social web tools: GO2WEB20.NET.  I randomly pick an application from this list.  Then I assign the internal field resources to “use” this application to increase revenue/profits for the company.  Using our example of the postal service, I create this statement: “Postal delivery staff have the additional ‘job’ of using XXXX (web application) to increase USPS performance.” This is our Virtual Product in the S.I.T. method.

The key is to use the non-obvious applications for creating new, innovative services. You have to literally force yourself to imagine the corporate resource using the inherent aspects of the Web 2.0 application to create revenue or cut costs.  Here are examples I created using Task Unification:

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