Monthly Archive for May, 2011

It’s the greatest thing since sliced bread


Over the last century or so, innovation has gradually become a more and more dominant factor in our world. However, despite the increasing presence and influence innovations have on our everyday lives, none of them has made it into our language – save one: sliced bread. We often hear statements like “it’s the greatest thing since sliced bread!”, but have you ever stopped to ask yourselves how this seemingly simple innovation has managed to become the benchmark for future inventions? A closer look at the history of sliced bread may shed some light on this question.

In the early years of the 20th century, Otto Frederick Rohwedder had a revolutionary idea: why not sell bread that is already sliced?! A Jeweller by profession, Rohwedder had little to do with the baking industry, but living in a small town in Iowa, right in the middle of the bread basket of America, he was no stranger to it as well. In 1912 he decided to implement his vision, and started to develop a machine that would automatically slice bread. As his project advanced he soon realized that slicing the bread created a new problem – the multiple surfaces of the sliced bread made it hard to keep it from going stale. It was 16 years later that he completed developing a bread slicer that not only sliced the bread, but also wrapped it in a wax paper to keep it fresh.

 

Although many bakers had their doubts about this strange machine, the first Rohwedder Bread Slicer was sold after 16 years in 1928, and by July that same year the first loaf of pre-sliced bread went on shelves in Chillicothe, Missouri. Soon after, in 1930, a company called Wonder Bread started marketing sliced bread nationwide

Sliced bread saved time and effort for consumers, and made it easier to reach for a second and third slice, increasing comfort and consumption. It also gave a boost to pop-up toasters, which had been languishing on the shelves since 1926, as well as to spreads such as peanut butter and jam.

So what is it about this invention that earned it its unique place? Was it the unveiling of such a dominant need that was latent for so many years? Was it the fact that even one of the oldest, most basic products in the world can be reinvented? Was it the immense success of an idea that is so simple it seems almost obvious in hindsight? Or was it the fact that even such an iconic invention still took almost two decades to develop and implement?

Whatever the historic answer may be, there is much to learn from the story of sliced bread. It is a story of a man and an idea – a story that turns out to be far more complicated than you might expect. It involved insight, challenge, creativity and perseverance – much like the story of any successful innovation.

So whatever you spread on your bread – peanut butter & jelly, cream cheese or humus – tell us what you think made this innovation resonate so loudly in our collective minds. We would love to hear what you think.

Insights from implementing sustainable innovation

Our experience has shown us that making an innovation program sustainable and fruitful in the longer term requires an organization to focus on 3 Pillars: Results, Skills and Structures.  Many of our most valuable insights have been learned directly from implementing these programs with our innovation partners (somehow ‘clients’ doesn’t accurately reflect the true nature of our work together).  From these lessons, we gain a better appreciation of what makes an organizational innovation program work (and not work) in practice; which elements are essential, and which less than obvious elements prove surprisingly crucial in long-term, company-wide innovation initiatives.  In this post, we’d like to share some of these with you:

 

1. Brand your innovation process.

Our partners have proved that giving your innovation process a catchy name and logo is much more than a gimmick. It makes an abstract process or idea immediately tangible.  It communicates seriousness and commitment.  It makes it easier for innovation to become a part of your organization’s language and culture.  It provides a platform for getting people on-board and PR-ing successes.  And, it becomes an expression of pride and responsibility.  Well worth the effort.

 

 

 

2. Take ownership of the process.

Innovation Achievements
Innovation Achievements

Some of our partners describe their innovation process as their personal “baby”. Parenting is indeed an apt metaphor. Labor pains, crawling, teething, sleepless nights, tantrums giving way to jubilation, creativity, wonder and a tremendous feeling of accomplishment.  Sure, family and friends (aka external consultants) can offer essential support and guidance. But, remember your innovation “baby” is ultimately part of your organization’s DNA and, success comes with time, patience and love. As they say, raising an innovation program isn’t easy but it’s one of the best jobs around.

 

3. Have fun! Innovation, like marathon running, demands Herculean effort, buckets of stamina, sweat and the occasional strained muscle (usually the brain). But it should also be exhilarating, compulsive and fun. If it’s not, something’s wrong and needs to be changed.

4. Return on innovation.

Profit, increased productivity, new products, and more motivated staff.  Talking to our partners, we realize their innovation initiatives yield a diverse range of positive contributions to their organization. Some are easy to measure, like a more efficient internal process, some are dramatic like a breakthrough product launch, and some are subtle and cumulative, and seen in the way that teams think and work with each other. An innovation initiative in full flight has the potential to add enormous amounts: constantly checking return on the innovation investment and communicating successes will keep the cheques flowing.

5. Buzz.

We know that innovation creates a buzz. But it’s not trivial to keep the buzz going, so pro-active internal communication is critical to keep the buzz alive. Our clients have invested a lot of time, money, resources to internal communications, producing professional-looking internal advertisements for the entire innovation program; innovation coach awards, internal newsletters, events and lots more. AND they still think they could do better.

6. A common language for innovation. When the Lord wanted to punish those involved in the ill-conceived Babel building project, He enrolled them all on Berlitz courses.  We, make a big point about giving everyone in the organization a common lexicon for innovation.  And we hear the impact when our partners tell us how colleagues from different business units can get together to work on an innovation project and immediately have a shared set of terms and concepts (“existing situation”, “closed worlds” “limit rather than diluting an idea”, “attributes and values”, “thema and rhema”, “fixedness” etc) to help them.  A multitude of perspectives enriched by a common language, making innovation a natural part of the organization’s daily culture.

7. Managing innovation. Innovation doesn’t just happen.  If it is to become a self-sustaining activity across the organization, it needs stewardship, planning and hands-on management. Our successful partners follow a “top-down/bottom-up” approach which means senior management and staff-wide participation are both essential in their different ways. Furthermore, they invest in creating and developing managers with special roles, responsibilities and report structure, who play a specialist role in making innovation happen.