A week ago I started teaching an SIT course in the Bar-Ilan University. After an interesting discussion on the value of innovation, one of the students asked the most basic academic question: “what is your definition of innovation?”
Well … What is my definition of innovation? I suddenly realized that in 10 years of teaching innovation & facilitating innovation processes I have never thought of a definition for the darn thing …
Continue reading ‘Harry Potter and the definition of innovation’
A man walks into a store. He selects a hat priced at $7 and gives the salesman a $10 bill. There is no change in the till, so
the salesman takes the bill over to the neighbor to break it. He comes back, gives the buyer the hat and $3 change. The next day the neighbor comes in and tells the salesman that the $10 bill he broke is counterfeit. The salesman takes a look at the bill and sees it is indeed a fake. He apologizes and gives the neighbor a new, genuine $10 bill. The question is: how much has the salesman lost in this triple transaction (assuming, for simplicity’s sake, that the price of the hat was equal to its cost)?
Continue reading ‘State analysis (sometimes, the problem is too easy to be easily solved)’
Our latest Innovation Community meeting focused on Sustainability and Innovation.
The Israeli Innovation Community brings together, for networking and enrichment, top managers and individuals with an interest in innovation. The meetings are interactive, informal and down to earth, and always include discussions among the participants and with the lecturers.
Continue reading ‘Sustainability and Innovation at SIT’s Innovation Community’
The recent cancellation of Columbia University’s planned December session of its Executive Education course, “INNOVATION AND MARKETING“, came as no surprise. It is common wisdom in the business world that in times of recession, one must first cut the Training budget and then the Innovation budget. So this course received a double-whammy.
This phenomenon is quite logical. Innovation’s ultimate goal in any organization is to spur growth. In a period when growth is pretty much out of the question, investment in innovation seems capricious. Companies need to become more insular, stop the bleeding, cut the “luxuries” they have become accustomed to in times of plenty, and weather the storm. Not to mention the shareholders breathing down the Board’s neck to show some sort of profit margin, even if it means letting go a few hundred or thousand “salaries” or “headcount” that they will inevitably rehire a few months later once the R-word has passed.
These companies, however, overlook two essential aspects of innovation. Firstly, while the output of innovation should Continue reading ‘Innovation in times of recession’
Last week I attended and spoke at an interesting conference in Stavanger, Norway (www.innotown.com). The last session I
listened to before I left was, for me, the most thought provoking. The session’s title was “Innovation is not what innovators do… it is what customers adopt”, and it was delivered by Michael Schrage, of MIT Sloan School’s Center for Digital Business.
First, I was happy to discover that the catchy title reflected only a small part of the content that Michael chose to share with us, and second, that contrary to what the title might suggest, we were not submitted to yet another “listen to your customers” sermon. To learn about Michael’s ideas, you are invited to his website. But meanwhile, for a very imprecise (non-authorized), partial, quick and subjective list of some points I found insightful and helpful:
Last week I had a conversation with a VP of the local office of an international ad agency in Europe. The topic was, no surprise, “the situation”. We started with some obvious observations such as:
a. Everyone is worried
b. No one knows what will happen
c. Their CEO had just emailed to stop all expenses immediately so they don’t know if they will be allowed to engage in a project
d. Next year all their clients will probably advertise less, so they are afraid that billings will drop and they will have to fire people.
But then we moved on to some other points, some obvious as well and some less (to me, at least) about the opportunities (no cynicism, this time) inherent in the crisis:
Continue reading ‘Innovation and “the situation”’
It makes sense that accidents often lead to good ideas, such as Post-it notes, Viagra and chocolate chip cookies. During ‘normal’ thought processes in search for ideas, we are locked in fixedness, beliefs, habits and criticism. Accidents easily bypass these obstacles. They just happen.
The first challenge, therefore, is intentionally causing accidents; and the second, no less complicated, is identifying them as opportunities for innovation and not as failures. We’ll start with the second challenge.
Let’s take, for example, business cards. Those usually white rectangles, usually 2X3.5 in., with the name of the card’s holder, his/her position and contact information. The font is ordinary, the color scheme – common – and the practice is gray and predictable.
At conferences or meetings with multiple participants, I often receive a bunch of such cards and by the next day (or even an hour later) I cannot remember who gave them to me. All the cards look the same.
In this post I’d like to discuss an intersting “Mental Block” we all suffer from.
Let’s begin with a simple puzzle:
One of the king’s servants presents him with a bottle and says, “I have in this bottle a magic substance that can dissolve any other substance”. How did the king know immediately that his servant was lying?
The answer is very simple:
If it can dissolve anything, how come it doesn’t dissolve the bottle?!
This is a simple puzzle, and yet many of us need to think a while before we come up with the answer. Why is that?
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