We are proud to announce our tenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best
innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web
site and home to nearly 5,000 innovation-related articles.
2. Issue 10 â December 7, 2012
1. Elite Access: Design Insight & Foresight.................................âŚâŚâŚâŚ.. Donna Sturgess
2. Who is Your Innovation Czar? âŚâŚâŚâŚâŚâŚâŚâŚâŚâŚ.âŚâŚâŚâŚâŚ.âŚâŚ.âŚ. Rowan Gibson
3. Innovation â Activity, Tool, or Competence? âŚâŚâŚâŚâŚâŚâŚ...âŚ..âŚâŚâŚ Jeffrey Phillips
4. Idea Stormers .........................âŚâŚâŚâŚâŚâŚâŚâŚâŚâŚâŚâŚâŚâŚâŚ.....âŚâŚâŚ..âŚ. Peter Cook
5. 5 Signs Youâre Not as Smart As You Think .âŚâŚâŚâŚâŚâŚâŚâŚ..âŚâŚâŚâŚâŚâŚ Mike Myatt
6. 6Ps of Radical Innovation for Large Companies â #6 PEOPLE ..âŚâŚ. Kevin McFarthing
7. Innovation is Action. Get Up, Get Out, Go be an Entrepreneur. âŚâŚâŚ.... Dean DeBiase
8. The Best Strategic Thinkers â 5 Sure Characteristics âŚâŚâŚâŚâŚ.âŚâŚ...âŚ.. Mike Brown
9. Brainstorming versus Braincalming âŚâŚâŚâŚâŚâŚ.âŚâŚâŚâŚâŚâŚâŚ.âŚâŚ.âŚ.. Mitch Ditkoff
10. Focus Entrepreneurship Policy on Scale-Up, Not Start-Up âŚâŚâŚâŚ..⌠Daniel Isenberg
Your hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers and
strategic advisors to many of the worldâs leading companies.
âOur mission is to help you achieve innovation excellence inside your own organization by making
innovation resources, answers, and best practices accessible for the greater good.â
Cover Image credit: Wikimedia
3. Elite Access: Design Insight & Foresight
Posted on December 2, 2012 by Donna Sturgess
Thought leaders in the design community are raising the bar and sharing their unfiltered views and behind-the scene stories around problems,
opportunities and challenges that businesses face today as they stretch and grow their brands. These elite perspectives are now available
through a new Designer Showcase to connect innovators and brand leaders to the best design thinking around the world.
The Showcase also represents another growing need that many
businesses have which is to get beneath the buzzwords and create a
whole new level of dialogue to make designers and their thinking
more accessible to internal teams â marketers, engineers,
researchers, and the rest of the organization. Seeing this need across
their customers, Avery Dennison Materials Group has taken a step to
support a more transparent and open design conversation by hosting
this Designer Showcase. If you arenât aware, Avery Dennison is a 75
plus- year -old global manufacturer of packaging materials that cover,
coat, protect, label and enhance brand packaging.
4. Whether you are a champion or novice of great design on your business, the power of design is something every innovator must understand
and leverage. Translating a brandâs essence into great form, function, expression and communication has a significant financial payoff because
it can drive differentiation in a category as well as deepen the customerâs emotional connection with a brand.
The new Designer Showcase is available at your fingertips. Whether you are
looking for advice on the latest packaging materials or seeking creative
stimulation from others on topics like sustainability and shelf appeal, you will
find it on the Designer Showcase. The Showcase curates conversation with
top-flight designers and design students to produce insight, offer perspective
and generally chew the fat about design.
The Showcase is the first of its kind to link design, innovation, packaging and
materials together in one vertical resource. This initiative is a collaboration
between the design community and Avery Dennison to integrate high-quality
thinking around materials and design. According to Judy Abelman of Avery Dennison, âThe Designer Showcase is a way for us to learn from
designers about their needs for innovative packaging materials and to work together to better serve our customers who want to create exciting
new products and experiences.â
The inaugural issue of the Designer Showcase features Debbie Millman of Sterling Brands talking about her favorite packaging and her pet
peeves. Each issue will feature a new designer and their unique points of view. As you navigate around the site you will find global perspectives
as seen on the street through the eyes of design students and resources available to connect to technical resources or information you may
desire on packaging and materials.
Shortening the information pathways from raw materials through design and innovation is a route for innovators to create new products with the
latest materials and access to the technical know-how to produce them within your production requirements. The Showcase is a spectacular
resource to put all that your team needs in one place to drive remarkable thinking and innovation. Spread the word!
Check out the video - http://www.youtube.com/watch?feature=player_embedded&v=wY0RWfzhFos
Donât miss an article (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Donna Sturgess is the President and Co-founder of Buyology Inc and former Global Head of Innovation for
GlaxoSmithKline. Her latest book is Eyeballs Out: How To Step Into Another World, Discover New Ideas, and Make Your
Business Thrive. Follow on Twitter: @donnasturgess
5. Who is Your Innovation Czar?
Posted on December 1, 2012 by Rowan Gibson
Where should innovation reside?
It never ceases to amaze me. Iâm meeting with the executive committee of a
major global company. Iâve just asked if innovation is one of their top strategic
priorities. Their unanimous answer is âyesâ. I then ask about their individual
responsibilities. âWhich one of you is the CFO?â âWho is head of HR?â âWhereâs
the CIO?â One by one their hands go up. Yet when I ask to see their global
director of innovation, nobody raises a hand. Everyone just looks at me with a
blank expression. So, sure, this company understands the innovation imperative.
But nobody in its leadership team is directly responsible â or accountable â for
making innovation happen across the organization. And they donât even seem to
be aware of the paradox.
Consulting firm Booz Allen Hamilton made an astute observation after interviewing thousands of senior executives about corporate innovation.
Their conclusion was this: âOf all the core functions of most companies, innovation may be managed with the least consistency and discipline.â
Some of course would argue that this makes sense. That innovation is, by definition, a creative process â a mysterious mix of happenstance,
individual brilliance, and the occasional bolt of lightning. How could it possibly be managed? Business guru Tom Peters appears to share this
view. Tom announced not so long ago that ââInnovation processâ is an oxymoronic phrase, believed only by morons with ox-like brains.â
Iâd rather side with Peter Drucker, who wrote â already back in the 1980s â about âthe systematic practice of innovationâ, and argued
masterfully that innovation is a discipline that can and should be managed just like any other corporate function. What worries me is that, today,
over two decades later, organizations still assign responsible people to every other core function of a company except innovation. And then
they wonder why they just canât seem to make innovation happen in a profitable and sustainable way.
Ask yourself: how many innovation managers do we currently have in our own organization?
Perhaps your immediate reaction is to point to a department like R&D or New Product Development.
The executives running those departments are innovation managers, arenât they? And what about
the people in charge of other innovation units like incubators, new venture divisions, or Skunk
Works? Surely these are innovation managers, you might reason. And, at some level, you would be
right. But confining innovation to these traditional structures is usually counter-productive.
Putting innovation out on the periphery reinforces several erroneous and persistent views. One is that innovation is something that happens at
the margins, not in the core business. Another is that innovation is the responsibility of a small cadre of experts, not something that should
involve everyone else at the company â and even people on the outside. Still another is that innovation is mostly about new products and
6. technologies, not about breakthroughs in cost structures, processes, services, customer experiences, management systems, competitive
strategies, and business models.
Instead of trying to manage innovation by forcing it to reside in a disconnected silo or enclave, where it neither involves nor infects the rest of
the organization, companies should be trying to embed innovation as an âall-the-time, everywhereâ capability that permeates the entire firm.
To make innovation a pervasive and corporate-wide capability, the responsibility for innovation needs to be broadened beyond conventional
structures and spread throughout a companyâs businesses and functions. This is exactly what happened to quality in the 1970s and 1980s
when it ceased to be the exclusive responsibility of a specific department, and instead, became distributed to every corner of the company.
What is required today is a similarly systemic infrastructure for innovation that starts at the corporate level and infiltrates every part of the
organization chart. An infrastructure that makes managers accountable at all levels for driving, facilitating, and embedding the innovation
process into every nook and cranny of the culture.
Letâs go back to the executive committee meeting. When I ask which of the
leaders is globally responsible for innovation â in all its forms â I expect the
CEO to say, âThatâs me.â Building a deep, self-sustaining enterprise
capability for innovation is something so vital to the destiny of the firm that it
absolutely has to be spearheaded by the CEO. We see this happening right
now in several of the worldâs biggest and best-known companies, where
innovation is being driven directly from the top. Steve Jobs at Apple, Jeff
Immelt at GE, Sam Palmisano at IBM, and Alan Lafley at P&G are just a
few examples. These leaders have clearly taken on the role of Chief
Innovation Officer at their respective firms.
What Iâd next like to see is another hand being raised â this time the COO.
Iâd like that executive to tell me that he or she has been appointed as the
chief architect of innovation embedment at the firm â responsible for making innovation happen from an operational perspective, just as the
7. company succeeded in making quality happen. And Iâd like him or her to proudly hold up an organization chart that shows me the companyâs
innovation infrastructure. I want to see a global vice president of innovation â an âInnovation Czarâ- someone who reports directly to the CEO as
the firmâs leading innovation practitioner. I want to see an innovation council, made up of the companyâs top business unit leaders, that
manages innovation embedment and new growth activities across the organization.
Beyond that, I want to see regional vice presidents of innovation, who work with the respective regional heads in a visible and senior position. In
addition, there should be âInnovation Boardsâ â in the regions as well as in the business units â comprised of senior leaders who manage and
advance the innovation process at the local level. And the firm should also have hundreds of part-time âInnovation Mentorsâ, along with dozens
of full-time âInnovation Consultantsâ, who have been intensely trained to coach and support would-be innovators, helping them push their ideas
forward, and who work closely with the companyâs divisions to stoke the fires of innovation by actively monitoring and managing the pipeline
process.
Sound like a daydream? Not to me. Iâve actually seen innovation infrastructures similar to this one in more companies than you might think. So
when I ask you how many innovation managers you have in your own organization, this is the kind of innovation management Iâm talking about.
Take a good look around your firm. Who exactly is in charge of managing innovation as a core corporate function? Does your firm have an
âInnovation Czarâ? If not, isnât it time your top leadership team appointed one?
Donât miss an article (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Rowan Gibson is widely recognized as one of the worldâs leading experts on enterprise innovation. He is co-author of the
bestseller Innovation to the Core and a much in-demand public speaker around the globe. On Twitter he is @RowanGibson
8. Innovation â Activity, Tool or Competence?
Posted on December 1, 2012 by Jeffrey Phillips
There is significant, and often damaging, dissonance about what innovation
âisâ and how it can be deployed effectively. Innovation is something every
business wants, but most arenât quite sure how to plan or implement
innovation effectively. Innovation exemplars like Apple seem to be able to
spin out exciting new products and services on a consistent basis, with
minimal effort and maximum gain. Yet for many organizations, confusion
reigns. Is innovation an occasional activity? Is it simply a set of tools? Is it a
mindset or something that should be embedded in the corporate culture?
Can it be harnessed effectively? Every management team is grappling with
these questions. The answers will determine how successful your firm is in the long run.
Innovation is, unfortunately, a buzzword, meaning that the user defines the word in his or her own context, and often the hearer defines the
word in a different context. Weâve been told that innovation created the success at Apple, and that innovation is also responsible for many
âfailuresâ. Weâve been told there are many innovation tools and techniques â Voice of the Customer, ethnography, idea generation. Weâve been
introduced to innovation management, software to capture and distribute ideas. Open innovation is now in vogue, as a way to gather ideas from
customers and partners. I often imagine that the land rush to settle Oklahoma looked a lot like what innovation does in the business world
today. Everyone rushing to stake a claim, with little in common.
So, letâs answer the titular questions. Yes, innovation is an activity. Any business unit or product group can engage in innovation to create a
new product, new service or new business model. Occasional innovation is the most frequently practiced, and one of the most difficult, because
when innovation is attempted, it is often in response to a significant new need or gap in offerings. This means that the firm is attempting new
techniques (innovation) in the face of significant threats. What do we typically revert to when something precious to us is threatened? Certainty
and trusted tools. Trying to innovate occasionally in the face of significant risk or change is akin to placing a novice on the back of a bucking
bronco. The ride will be short, painful and the rider is likely to be trampled in the end.
Innovation is a tool, or, more distinctly, a set of tools, each of which can provide tremendous value when used appropriately. I was recently
talking to a potential client who described their âfront endâ as consisting of âvoice of the customerâ. While âvoice of the customerâ can be a
useful tool for customer insights, it is simply one possible tool for customer insight. Further, the âfront endâ encompasses much more discovery
and insight than voice of the customer. Using only one tool or technique is like describing a room while looking through a keyhole. Using only
one tool or technique is probably more dangerous than beneficial. Innovation is a collection of tools and techniques. When applied correctly and
in the appropriate order, they can create incredible insights. Used poorly or ineffectively, they are no better than guesswork.
Eventually, many organizations discover than innovation should be a core competence. This requires, of course, careful definitions and
strategic alignment at the highest reaches of the organization, and a defined set of innovation tools structured in a manner to provide valuable
9. outcomes. It requires people who understand the importance of innovation and who donât face obstacles and threats when they attempt to
innovate. When we look in envy at 3M or Apple or Google, we often look past the investments that led to innovate success, and seek to point
out the tools, or techniques, or individual leaders, that seem to create the success. Itâs all of that, and none of that. The success of any capable
innovator ultimately resides in the understanding that innovation requires continual focus, an engaged culture, people who understand and use
innovation tools and insights successfully. In other words, the best innovators understand that innovation is an activity, a set of tools, but most
importantly, a competence.
You can achieve that competence through strategic alignment within your business. Paul Hobcraft and I have defined an innovation workmat
approach to help senior leaders align their goals and build innovation frameworks to sustain innovation as a core competency.
image credit: blocks image from bigstock
Donât miss a post (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Jeffrey Phillips is a senior leader at OVO Innovation. OVO works with large distributed organizations to build innovation teams,
processes and capabilities. Jeffrey is the author of âMake us more Innovativeâ, and innovateonpurpose.blogspot.com.
10. Idea Stormers
Posted on December 1, 2012 by Peter Cook
I have recently come into contact with Bryan Mattimore, a fellow creativity and innovation
author based in the US. Bryan has just released a new book called Idea Stormers, How to
Lead and Inspire Creative Breakthroughs (wiley.com). I interviewed Bryan on some
important questions facing business leaders.
Tell me about your work in corporate creativity and innovation?
My company, Growth Engine, works primarily on new product development assignments for
package-goods companies; but we have worked in a wide variety of other industries and
assignments as well. For instance, we recently helped a large U.S. bank generate and launch
several services they feel have the potential to âre-invent banking.â We also helped Good
Morning America create new programming ideas; and have just taken on a project for a
Fortune 100 company to create and market new health care products in developing countries
around the world.
Our two points of difference in our innovation work are that: 1) we use customized/state-of-the art ideation techniques â many of which we have
invented ourselves â to address specific creative challenges, and 2) we use consumers and customers at every stage of the new product
development process to help generate, develop and validate new ideas.
You mention disruptive innovation in the book. Everyone is talking about that. Give me some examples of how to be disruptive
without being dysfunctional?
When Clayton Christensen coined the term âdisruptive innovationâ he was thinking, of course, about how companies can disrupt â or be
disrupted by â new innovations in their industry. Many companies say they want to disrupt an industry or category â and create something
entirely new because itâs sexy and the profit margins, at least initially, are so good. But when push comes to shove, most companies donât really
want to create disruptive innovations. Why? Because creating something disruptive to a category, can also disrupt their own organization. Itâs
hard work, fraught with difficult challenges and dead ends, and expensive. It often involves having to create new brands, new manufacturing
processes, hiring differently-skilled workers, and/or pioneering new distribution systems. Ironically, the easiest part of creating a disruptive idea
may be coming up with the idea itself.
Contrast this with creating a âless-than-disruptiveâ innovation⌠which will be easier to make and market, but which may be very difficult to
conceive of the original, âBig Idea.â Case in point was when Kraft asked us to help them invent a new OREO; and not just a flavor or seasonal
variety⌠a truly new/original OREO idea. This is not an easy. For one, the OREO cookie has been around for 100 years, and so itâs hard to find
a truly original idea. There are also some very important brand equities that act as âcreative constraints.â Is an OREO an OREO if it doesnât
11. have some sort of cream filling? Probably not! So, it should be acknowledged that it often takes a great deal of imagination and creativity to
generate a truly original idea, even if itâs âonlyâ for a non-disruptive one!
What is your take on the relationship between techniques for ideation and just facilitating new conversations?
Ideating breakthrough new ideas, when done right, is a strategically-directed activity with well-defined parameters and success criteria. We call
it âfocused ideation.â If you think this is oxymoronic, you are of course, correct. I spend a great deal of time trying to resolve an essential
paradox: inventing focused ideation techniques that will help inspire new ideas that are at once strategically aligned AND non-obvious.
What can and should leaders do to create the conditions for an innovative enterprise?
We created a phrase to capture how we think about this: âYou donât innovate by changing the culture you change the culture by innovating.â
What this means is that, paradoxical as it might sound, if a leader really wants to create a creative culture, the last thing that leader should
focus on is âcreating that culture.â Rather, he or she should identify a few divisions, groups, and/or teams; devote the resources (talent, funding)
and political protection/support to help them innovate; and get them to work innovating. An innovative enterprise (and a creative culture) should
be thought of as an an effect, not a cause of well⌠actually being innovative.
I like the idea that you can create internal culture change by using the innovation imperative â much better than endless hand wring,
HR surveys and focus groups by the way. There are times when its necessary to focus internally, but an external need is often a
much better âburning platformâ.
What one thing in your experience should companies STOP doing in order to be more innovative?
Stop talking and start doing. Forget the slogans. Forget the mentions by the CEO in the annual report how important innovation will be to the
companyâs future. Forget âcreativity rooms.â And forget suggestion boxes. (Sorry, thatâs more than one!)
Iâm OK with that. My pet hate is creativity rooms, as if it can and should all be contained in there.
12. How can people find out more about what you can do for them?
Reading my new book: Idea Stormers, How to Lead and Inspire Creative Breakthroughs (Wiley Jossey-Bass) will tell them a lot. Theyâll see,
from the range of creative challenges I include in the book, the creative techniques and innovation processes used to address these
challenges, and the successes that resulted, how wide our creative/problem-solving range can be.
If someone has a specific question or creative challenge, they can e-mail me at: bmattimore@growth-engine.com, or call me in the US: 203-
857-4494.
image credit: humdyn.co.uk
Donât miss an article (5,000+) â Subscribe to our RSS feed or Innovation Excellence Weekly newsletter (sample).
Peter Cook is Rockân'Roll Innovation Editor at Innovation Excellence. He leads Human Dynamics and The Academy of
Rock, and provides Keynote speaking, Organisation Development and Business Coaching. You can follow him on twitter
@Academyofrock and contact him for a copy of his book Punk Rock Business.
13. 5 Signs Youâre Not As Smart As You Think
Posted on December 3, 2012 by Mike Myatt
My question is this: Is your intellect an asset or liability? All one has to
do is watch a very bright person defend their position to understand
what Iâm driving at with todayâs post. Observing intelligent people
lecture, spin, posture, position, cajole, argue, rationalize, or justify their
beliefs in order to âget the winâ is often times entertaining, but it can
also be exceedingly frustrating.
Iâve come across more than a few self-proclaimed âintelligentâ people
who believe their intellectual acuity is far superior to the discernment of
their peers and co-workers. Not only are these intellectual giants
usually wrong, but sadly, by the time they awaken to a state of reality it
is already too late. In the text that follows, Iâll share the keys to leveraging your intellectual assets as opposed to having your intelligence serve
as a barrier to your successâŚ
While leadership intelligence doesnât have to be an oxymoron, it certainly can be. When a person begins to believe their own smoke, they have
placed themselves on a very slippery slope. I believe there is truth in the statement âa person can be too smart for their own good.â How many
times have you witnessed a very bright person fail to solve a problem a younger, less experienced, and perhaps even a less intelligent person
solved with seemingly little effort? While raw intelligence is a valuable commodity, in-and-of-itself, and to the exclusion of other traits and
characteristics, the sole reliance on IQ can be a barrier to professional growth and maturity.
Is your intellect standing in the way of your success? Are you so enamored with how smart you are you canât get anything done? Consider this;
is it more important to be right, or to achieve the right outcome? I tend to respect those who can lead others to the proper outcome as opposed
to those who excoriate others just to prove theyâre right. If your certitude overshadows your wisdom, you may want to dial it back a notchâŚ
By nature of what I do for a living I tend to work with very bright people. It has been my observation hyper-intelligent people can tend to think
themselves into trouble and out of opportunities with great ease. Whenever I find myself discussing issues of intellect, ego, leadership, etc., Iâm
always reminded of the cartoon which reads: âRule number one: the boss is always right. Rule number two: when in doubt refer to rule number
one.â If you find yourself rationalizing or justifying positions based solely upon intellectual reasoning without regard to culture, practical realities,
timing, or other contextual considerations, you may be too smart for your own good. Just as a lack of belief in gravity wonât prevent you from
falling, simply believing a particular opinion or theory to be fact doesnât mean it is.
Often times the problem with intelligent people lies simply in the fact they have come to enjoy being right. Bright people can quickly find
themselves in the position of confusing ego with intellect, and can sometimes defend ideas to the death rather than admit theyâre wrong. Smart
leaders fear being wrong more than being proven wrong. Winning an argument isnât particularly difficult, but it may come at a very expensive
14. price. This confusion of ego and intellect often stems from successfully arguing wrong positions over time such that theyâve built their persona
around being right, and will therefore defend their perfect record of invented righteousness to the death. Smart people often fall into the trap of
preferring to be right even if itâs based in delusion.
So how do you know when youâve crossed over to the dark-side and canât tell
the difference between fact and fiction? The following 5 items will help you
discern whether or not you are using your intellect properly, or whether youâve
just simply bought-off on your own propaganda:
1. Consistent Conflict: Do you find yourself in a perpetual state of debate? Do
you find yourself thinking âwhy am I the only one who gets it?â Is it more
important for you to be right than to arrive at the correct resolution to an issue,
problem or opportunity? Are you known as a bitter, pessimistic or negative
person? If any of these issues describe situations that hit too close to home then you may want to take a step back and do some self-
evaluation.
2. Lack Professional Growth: Iâve often said itâs impossible for stagnant leaders to sustain growing organizations. If you prefer to rest on your
laurels rather than continullay stretch your mind youâre in for a rude awakening. Warning: Leaders who donât develop themselves professionally
will be replaced by those who do.
3. Exclusivity vs. Inclusivity: Do you use your intelligence to intimidate and stifle others, or to encourage, inspire and motivate others? Do you
wonder why you canât seem to retain tier one talent or why you lose key clients? If your brilliance is polarizing as opposed to engaging, then
how smart are you really?
4. True Success: If an independent third party interviewed your peers and subordinates alike, what would that feedback look like? Do others
see you as successful, or are you merely a legend in your own mind? What I think of myself is not nearly as important as what my family,
friends, clients, and co-workers think of me. If those you surround yourself with donât hold you in high regard, then you have no reason to.
15. 5. Youâre Too Busy: Saying âIâm too busy for _________â is code for you donât value whatever __________ is. Smart leaders are never too
busy to make good decisions, to invest in people, to listen, or to learn. The job of a leader is to understand the value of creating and leveraging
white space both personally and organizationally.
Bonus: Youâre A Bad Listener: Stop worrying about what youâre going to say and focus on whatâs being said. Donât listen to have your
opinions validated or your ego stroked, listen to be challenged and to learn something new. Youâre not always right, so stop pretending you
know everything and humble yourself to others. If you desire to be listened to, then give others the courtesy of listening to them. Itâs important to
remember you should never be too busy to listen. Anyone can add value to your world if youâre willing to listen. How many times have you
dismissed someone because of their station or title when what you should have done was listen? Wisdom doesnât just come from peers and
those above you â it can come from anywhere at anytime, but only if youâre willing to listen. Expand your sphere of influence and learn from
those with different perspectives and experiences â youâll be glad you did.
The bottom line is thisâŚthe gift of intellect is an asset to be thankful for, and put to good and productive use. It is not an excuse to be lazy,
arrogant, mean-spirited or delusional. Donât let your intellect stand in your way, but rather use it as an asset to develop those around you to
their full potential thereby increasing your chances for long-term success.
Thoughts?
Donât miss an article (5,000+) â Subscribe to our RSS feed or join us on LinkedIn or Facebook.
Mike Myatt, is a Top CEO Coach, author of âLeadership MattersâŚThe CEO Survival Manualâ, and Managing Director of
N2Growth.
16. 6Ps of Radical Innovation for Large Companies â #6 PEOPLE
Posted on December 4, 2012 by Kevin McFarthing
How do large companies pursue radical innovation, the kind of new product
that changes or creates a market? In my first blog I summarized the 6Ps, a
template that I believe could help to increase the output of game-changing
innovation. Since then Iâve covered PERSPECTIVE, POTENTIAL,
PROTOTYPES, PARTITION and PERSISTENCE. The last âPâ is PEOPLE,
and in my view the most important one.
Any company can put structures, processes and investment in place to
support innovation. These do not create competitive advantage; they are
simply qualifiers that allow you to play the innovation game. The differentiating factors derive from the people themselves and their
inventiveness, passion and drive to succeed. It is key to put the right people in the right positions and give them senior level support.
As Peter Sims says, the main enemy of creativity is fear of failure. If people are unwilling or feel unable to suggest or try new things, nothing
âbottom upâ will happen. All the options for radical innovation will be âtop downâ and the rest of the people in the company will simple execute
what they are told to do, without ownership and probably without passion. So the first thing the large company needs to do is to create time,
space and support for people to explore their creativity and come up with proposals for radical innovation. This is not just to create new ideas,
but also to enable those that already exist to be put into a format that explores the business potential.
There is a massive difference between failure and learning. If people try something new and it doesnât work, thatâs not failure, they have just
learned what doesnât work (thank you Edison). If they consistently repeat the same failed experiment, thatâs the time to start worrying. However
the concept of punishment for failure is totally the wrong approach to radical innovation. Stefan Lindegaard and Hutch Carpenter came up with
the concept of âSmartfailingâ, where the idea is to get to a decision point quickly and cheaply to understand which aspects of a product, or
indeed the whole thing, will not work. Stefan has selected some good reading on the topic in a recent blog.
Almost by definition, a radical innovation project is less likely to get to market than one that addresses a more certain incremental growth
opportunity. This creates a challenge given that career progression depends primarily on what people achieve. In the context of innovation, key
career questions are âwhat have you launched?â and âhow much money does it make?â If a highly talented innovation professional answers
these questions with ânearlyâ answers because theyâve worked on tough radical innovation projects, they may struggle to make the same
career progress in large companies as those with ready answers.
This challenge is less of an issue in those industries with long product and project lifecycles, and where large parts of the company are set up
to deal with radical innovation, for example in aerospace and pharmaceuticals. In sectors like consumer goods, there is often little incentive for
the brightest and best to risk the next step on the career ladder by moving into an area where they may have nothing tangible to show for it.
17. So how do you give people an incentive? The first place to start is with the right people, the ones who will be motivated and fired up by the
challenge â the intrapreneurs. Entrepreneurs drive successful startups, and the intrapreneur is the closest thing the large company can have.
According to a recent blog by Lisa Quast, intrapreneurs have the following characteristics;
- Knowledge of the internal and external environment;
- Visionary and willing to challenge the status quo;
- Diplomatic and able to lead cross-functional teams;
- Able to build a professional support network;
- Able to persevere, even in the face of uncertainty.
Iâd also add that usually they are curious and creative, and often regarded as rebels or non-conformers.
It is also important to define the career path for intrapreneurs. There must be an answer to the âwhatâs in it for me?â question. If for some reason
they are excluded from the ânormalâ ladder in their discipline, they must still see a route forward to senior positions. After all, they are usually
very talented and will have the ability to seriously influence the culture and direction of a company if they reach an executive position.
Large companies need people with courage and drive to take real ownership of radical innovation projects. To do this, support from an
executive sponsor and, ideally, the CEO is crucial. If it matters to the person at the top, it will automatically get support further down.
What if the large company doesnât have people with the right profile and attitude? Open Innovation can really help, but isnât the total answer to
implementing radical innovation in the market place. Itâs imperative to increase the diversity and background of people in innovation leadership
positions, as I pointed out in a recent blog â donât recruit innovators using the mirror. This has benefits for both creativity and execution.
The company and individuals involved with radical innovation also need to reassess their appetite for, and tolerance to risk. Incremental
innovation is safer and easier (not necessarily safe and easy) and presents a different risk profile. Key to this is having the right perspective and
potential for radical innovation; changing the risk profile doesnât make a company reckless.
18. In summary, people are the most important factor in driving radical innovation in large companies, particularly if the company can;
- Clearly distinguish failure and learning, and promote Smartfailing;
- Identify and support the intrapreneurs;
- Provide a clear incentive for people to pursue radical innovation;
- Recruit for diversity.
Finally, as I discussed in another blog, if the large company wants to build an innovation culture, the priority should be on the right actions, not
on the objective of the culture per se. If the people actions above are followed through, one day youâll wake up and find you have an innovation
culture. And youâll be launching successful radical innovations.
Good luck!
image credit: business people image from bigstock
Donât miss an article (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Kevin McFarthing runs the Innovation Fixer consultancy, helping companies to improve the output and efficiency of their
innovation, and to implement Open Innovation. He spent 17 years with Reckitt Benckiser in innovation leadership positions,
and also has experience in life sciences.
19. Innovation is Action. Get Up, Get Out, Go be an Entrepreneur.
Posted on December 1, 2012 by Dean DeBiase
After talking with hundreds of startup teams around the world, from the ones we are accelerating at 1871 in
Chicago to a new stealth startup in India, I have found that, sometimes the best advice is to tell them to stop
meeting so often at their favorite cafe/coffee shop, and instead, get out there and work on the actual startup
idea! Waiting until everything is âjust rightâ can be a entrepreneurial trap. In reality, is OK to shift and pivot
along the wayâsome of the most successful startups have. A great Sketchbook video from our friends at
Kauffman Foundation puts this into a simple perspectiveâŚâjust go be an entrepreneurâ. Enjoy!
Watch video here - http://www.youtube.com/watch?feature=player_embedded&v=FOFm8fPP2Kc
Donât miss an article (5,000) â Subscribe to our RSS feed and join our Innovation Excellence group!
A serial CEO and innovation speaker, Dean DeBiase is the Chairman and CEO of entertainment.com, co-founder of
boardroominnovation.com and Innovation Excellence, and a co-author of The Big Moo.
20. The Best Strategic Thinkers â 5 Sure Characteristics
Posted on December 5, 2012 by Mike Brown
When it comes to determining the best strategic thinkers to invite into strategic planning efforts, the
easy and frequent decision is rattling off a list of people based on titles and positions in an
organization or team. Thereâs a lot more to being a strong strategic thinker, however, than oneâs
organizational position. Consider looking for these five characteristics among strategic planning
participants. The best strategic thinkers should be:
1. Open to valuable perspectives from multiple sources
Some elements of strong strategic thinking can certainly be enhanced by seniority. Importantly though, great strategic thinking is about the right
combination of three diverse perspectives: front-line organizational experience, broad functional knowledge, and creative energy. These three
mindsets are important because each will process and develop strategic perspectives in different ways.
People with front-line experience help frame and ground business issues. Those with functional knowledge of key business processes
understand important capabilities. Creative people see and address opportunities in unconventional ways.
Any of these groups, working by themselves, will create a strategic direction lacking in some essential way. Working together, thereâs the
potential for game-changing moves.
Some people have one of these perspectives; others have two or all three. No matter how many one has, the more open someone is to
considering perspectives he or she doesnât possess, the stronger their strategic thinking skills.
2. Adept at incorporating both logic and emotion into their thinking
While thereâs often an organizational premium placed on left brain thinking â the quantitative, analytical, logical processing that moves toward
definitive answers â strong strategic thinkers need both a left brain and a right brain orientation. Right brain thinking incorporates a qualitative,
connecting, and a more abstract view of market threats and opportunities.
Rarely do important organizational and market changes succeed or fail solely through an analytical and logic-based business case. Hard
numbers may win the day for selling new ideas in the executive suite, but when it comes to successful implementation, emotions such as fear,
hope, passion, and frustration are vital in moving people to embrace major change.
If a strategic thinking team only depends on logic and does not incorporate emotion, the strategy it develops will be lacking a vital component.
3. Comfortable thinking in ways extending beyond todayâs reality
21. You canât afford to have people masquerading as strategic thinkers who cannot think outside todayâs reality. Solid strategic thinkers have to be
able to free themselves from today to consider multiple possibilities for how your organizationâs course may play out in the future.
But thatâs only half the story.
When trying to view a current situation dramatically differently, people need to be able to think in ways that have only loose connections to what
today actually looks like. Effective strategic planning exercises force thinking along new paths and incorporate unexpected twists and thinking
detours. This SHOULD make people uncomfortable with their standard ways of thinking. A strong strategic thinker is fine with that. A strategic
thinking wannabe wonât be able to go along for the unexpected ride. Itâs vital to hone a strategic teamâs openness to what may today seem
impossible or preposterous; thatâs where tomorrowâs innovation will likely originate.
4. Constantly questioning both the familiar and the new
Many people are fine questioning what they donât support.
As a result, you have people clamoring for change who are excited to question everything about the status quo. People who are completely
comfortable with just the way things are right now suddenly discover their questioning mojos when the possibility of dramatic change rears its
head.
The best strategic thinkers question yesterday, today, tomorrow, and everything in the future. Additionally, the more they explore strategic
options, the more new questions they generate. Strategic thinking is about exploration. If itâs fruitful exploration, the best strategic thinkers are
okay with the new strategic paths they uncover being laden with new questions.
5. Open to not answering or resolving every strategic issue
This characteristic goes hand in hand with the previous one about constantly questioning. While successful executives are largely rewarded for
moving things to successful resolution â and thatâs vital for business performance â effective strategic thinkers do have to be able to moderate
any tendencies to prematurely resolve strategic issues.
22. Even successful strategic thinking cannot be expected to answer everything. The future is never completely certain. Especially now, itâs
imperative for organizations to be nimble enough to adapt to changing market conditions. That means it can be important to leave certain
strategic options open fur future consideration. An adept strategic thinking isnât rattled by that possibility.
How does your team stack up against the best strategic thinkers?
Based on these five characteristics, does your strategic planning team stack up well against the best strategic thinkers? If not, itâs time to make
some adjustments to ensure you get the most effective strategic plan.
And while youâre evaluating your team, itâs the right time to do a self-evaluation and ask yourself how YOU are doing as a strategic thinker. If
you have gaps in your own strategic thinking approach, consider adding new people to your strategic planning team to shore up where your
own skills are lacking.
image credit: danieldlaine.com
Donât miss an article (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Mike Brown is an award-winning innovator in strategy, communications, and experience marketing. He authors the
BrainzoomingTM blog, and serves as the companyâs chief Catalyst. He wrote the ebook âTaking the NO Out of InNOvationâ and
is a frequent keynote presenter.
23. Brainstorming versus Braincalming
Posted on December 2, 2012 by Mitch Ditkoff
If you work in a big organization, small business, freelance, or eat cheese, thereâs a
good chance youâve participated in at least a few brainstorming sessions in your life.
Youâve noodled, conjured, envisioned, ideated, piggybacked, and endured overly
enthusiastic facilitators doing their facilitator thing.
You may have even gotten some results. Hallelujah!
But even the best run brainstorming sessions are based on a questionable
assumption â that the origination of powerful, new ideas depend on the facilitated
interaction between people.
You know, the âtwo heads are better than oneâ syndrome.
Iâd like to propose an alternative for the moment: âtwo heads are better than one sometimes.â
For the moment, I invite you to consider the possibility that the origination of great, new ideas doesnât take place in the storm, but in the calm
before the storm⌠or the calm after the storm⌠or sometimes, even in the eye of the storm itself.
Every wonder why so many people get their best ideas during âdown timeâ â the time just before they go to sleep⌠or just after waking⌠or in
dreams⌠or in the shower⌠or in the car on the way home from work?
Those arenât brainstorming sessions, folks. Those are braincalming sessions. Incubation time.
Those are time outs for the hyperactive child genius within us who is always on the go.
Methinks, in todayâs over-caffeinated, late-for-a-very-important-date business world, we have become addicted to the storm.
âLook busy,â is the mantra, not âlook deeply.â
We want high winds. We want lightning. We want proof that something is happening, even if the proof turns out to be nothing more than sound
and fury.
High winds do not last all morning. Sometimes the storm has to stop.
Thatâs why some of your co-workers like to show up early at the office before anyone else has arrived. For many of us, thatâs the only time we
have to think.
24. âThe best thinking has been done in solitude,â said Thomas Edison. âThe worst has been done in turmoil.â
Iâm not suggesting that you stop brainstorming (um⌠thatâs 20% of our business). All Iâm suggesting is you balance it out with some
braincalming. The combination of the two can be very, very powerful.
HEREâS A FEW WAYS TO GET STARTED:
1. In the middle of your next brainstorming, session, restate the challenge â then ask everyone to sit, in silence, for five minutes, and write down
whatever ideas come to mind. (Be ready for the inevitable joking that will immediately follow your request). Then, after five minutes are up, go
âround robinâ and ask everyone to state their most compelling idea.
2. Ask each member of your team to think about a specific business-related challenge before they go to bed tonight and write down their ideas
when they wake up. Then, gather your team together for a morning coffee and see what youâve got.
3. Conduct your next brainstorming session in total silence. Begin by having the brainstorming challenge written on a big flip chart before people
enter the room. Then, after some initial schmoozing, explain the âsilence ground ruleâ and the process: People will write their ideas on post-its
or flip charts. Their co-workers, also in silence, will read what gets posted and piggyback. Nobody talks.
Itâs your decision, at the end of the idea generating time, if you want the debrief to be spoken â or if you want people to come back the next
day for a verbal debrief.
âLet us be silent, that we may hear the whispers of the gods.â - Ralph Waldo Emerson
Donât miss an article (5,000+) â Subscribe to our RSS feed and join our Innovation Excellence group!
Mitch Ditkoff is the Co-Founder and President of Idea Champions and the author of âAwake at the Wheelâ, as well as the very
popular Heart of Innovation blog.
25. Focus Entrepreneurship Policy on Scale-Up, Not Start-Up
Posted on December 4, 2012 by Daniel Isenberg
Would you allocate more of societyâs resources to giving birth to more babies or to
raising children well? Now, think about enterprise creation and the challenge of
economic growth. Societiesâ leaders need to rebalance entrepreneurship policy
towards scale, not start.
In recent years, we have been witnessing a significant global shift in attitudes towards
entrepreneurship in countries around the globe. This is reflected in the dramatic
proliferation of start-up programs: Start-up America, Start-up Chile, Start-up
Russia, Start-up Britain, Start-up Weekend, and dozens of others. âStart-upâ has replaced âSiliconâ as the reigning entrepreneurship
buzzword: There is hardly a country or city that is lacking a start-up program.
Unfortunately, this is being guided almost exclusively by a narrow conception of entrepreneurship as consisting primarily in the starting-up of an
enterprise. Equating entrepreneurship with start-up is not wrong; it is just very incomplete. It is also problematic because of two flawed implied
messages: The first is that the most difficult and important task of the entrepreneur is launching his or her venture. The second is a notion we
might call âthe more the merrierâ â i.e., the more start-ups, the more successful the program. Quantity of start implicitly trumps quality of scale.
Both of these messages are doubtful. If we look at entrepreneurship in terms of extraordinary value creation and capture, which I do, then it is
clear that value can be created and captured in a large variety of ways, and there is no a priori reason to think doing this from scratch via a
start-up is the only or even the best way. Extraordinary value creation may involve acquiring, re-purposing, spinning off, or recombining
underutilized or undervalued assets, or what my Stanford colleague George Foster calls âre-starts.â The Kasperskyâs, for example, founded
their leading anti-virus company by spinning it out from a struggling Russian institute they worked for. Over the past decade or so, search funds
have become an effective vehicle for acquiring undervalued companies to infuse with capital, management and growth. Family businesses,
large corporations, R&D centers and universities â any of these can be essential in creating or freeing up assets rich with untapped potential.
And yet:
Extraordinary value creation cannot occur without growth, and entrepreneurial growth post start-up has numerous challenges which
can be an order of magnitude more difficult than simply starting a venture. Growth entails developing a powerful sales and marketing
machine, building an organization by hiring and managing diverse groups of people, and knowing how to acquire strategic inputs such as the
right kinds of capital and suppliers. Growth requires amazing amounts of energy and dedication, not to mention smarts. Forward-looking policy,
as well as culture and the private sector, must support all these skills and resources more than it does at present.
Indeed, when I dig into examples of start-up programs, ranging from Scandinavia to the Middle East to both North and South America, scale-up
is the far bigger challenge: After two years and $12 million, Start-up Chileâs largest resident start-up employs three people, according to Horacio
Melo, the CEO. A comprehensive set of start-up programs and policy reforms in Denmark in the early 2000s led to a dramatic increase in the
26. numbers of ventures formed, but when analyzed five years later, the vast majority had plateaued at a few employees, and fewer than 1% met
the fairly modest criteria set to be considered âgrowthâ ventures.
Chile and Denmarkâs policies are not âwrongâ (in fact, in Denmark this finding has provided policy makers additional impetus to strengthen
efforts to crack the code of scale). The lesson is: scale-up is so much harder than start-up entrepreneurs (and policy leaders) realize. As one of
my successful entrepreneur friends warns, âThis is tough bloody s[***].â We need to turn the focus on growth-after-start: growth will not
somehow take care of itself. To return to the imperfect analogy of my lede above, anyone who has been a parent knows that the long and
complicated job of growing a healthy, educated and moral child is vastly more challenging than giving birth. I vividly remember how our first
birthing class spent hours on breathing and epidurals, yet I had no clue about how to change a diaper or deal with a rash let alone be a father of
teenagers! And societal resources required to formally and informally prepare parents for and support them in parenthood are immeasurably
greater than for the birth process itself.
So it is just now dawning on many in business and government that when these start-up programs are successful in stimulating venture birth
rather than venture scale, the tremendous challenges of growth may paradoxically become worse, not better, and can leave many stagnant or
overvalued ventures that may have little real prospect of growth.
We can refocus policy on scale-up in a number of ways. One is structural: stop treating venture survival as an indicator of policy success and
start looking at those that grow. It is also necessary for policy to facilitate extremely high levels of venture death and recycling in order to avoid
a plethora of valueless start-ups. Focus much more attention on enriching the local labor pool, an essential aspect of an effective ecosystem.
Entrepreneurs I meet with from Boston to Bangalore to Barcelona who have succeeded in obtaining market traction almost universally complain
about the paucity of appropriately skilled people and managers to hire. Entrepreneurial ventures can never grow without talent, and the two
basic types of talent needed â new employers and new employees â must evolve together.
Furthermore (and here is where the parenting analogy breaks down), experience and the existing data suggest that a very small number of
high-growth ventures may be sufficient to generate almost all of the social and economic benefits of entrepreneurship. One venture which
grows to 100 people in five years is probably more beneficial (to entrepreneurs, shareholders, employees, and governments alike) than 50
which stagnate at two. Endeavor has recently shown that just two or three unusually scaling ventures can have an utterly disproportionate
impact on dozens of successors, and impact the entrepreneurship culture in a region.
Which is more important, giving birth or raising children? Obviously, birth is necessary, but it is greatly insufficient. In focusing entrepreneurship
policy almost exclusively on start-ups we are favoring quantity of start-up at the expense of quality of scale-up.
Cross posted from HBR on November 30, 2012. Image credit: edublogs.org
Daniel Isenberg is Professor of Management Practice, Babson Global, and founding executive director of the Babson
Entrepreneurship Ecosystem Project.
27. Are you an innovation practitioner, academic, or enthusiast?
Innovation Excellence is the online home of the global innovation community, building upon a rapidly-growing network with thousands of
members from over 175 countries â thought leaders, executives, practitioners, consultants, vendors, and academia representing all sectors and
industries. Our mission is to broadly enhance innovation by providing a forum for connection and conversation across this community â
assembling an ever-growing arsenal of resources, best practices and proven answers for achieving innovation excellence.
Come join the community at http://innovationexcellence.com/community/community
Are you looking to connect with the global innovation community?
Innovation Excellence is THE opportunity to make a direct connection with the global innovation community.
Our members:
ďˇ attend innovation conferences
ďˇ buy innovation software and apps
ďˇ hire innovation consultants
ďˇ book innovation leadership courses
ďˇ order innovation books
ďˇ engage innovation speakers and training
ďˇ require other innovation services
Where else can you engage with over 100,000 unique monthly visitors from
more than 175 countries who have a passionate interest in your innovation
offerings for as little as $100 per week?
For more information on advertising please email us or visit:
http://www.innovationexcellence.com/advertise