Innovation

The Paradigm Shift in Education – SIT China’s Perspective

Published date: July 14, 2019 в 8:28 am

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Category: Innovation

Since entering the Chinese market in 2014, SIT China has conducted more than 50 Innovative Thinking training sessions in the education world. Many of the sessions were sparked by a paradigm shift occurring in the educational sphere; the deep-rooted belief that educators should solely provide content knowledge to students is being reevaluated and replaced by the idea that educators should additionally empower students with life and learning skills. Moreover, the integration of new technologies and access to unlimited information is disrupting the traditional role and purpose of schooling.

I find it important to discuss the general concepts that have repeated in most activities, as I find them applicable to the global educational landscape.

In general, our activities have helped participants—whether it’s staff, principals, teachers or teachers’ teachers—understand that now is the best time to update, challenge, change and improve their schools’ current practices and objectives. The critical role that an innovative thinking mindset plays was stressed as was the importance of identifying and breaking the cognitive barriers that prevent the discovery of new opportunities. Once this general framework was established, participants were taught relevant SIT tools and principles to apply to their roles with the objective of developing new ideas or solutions that can provide value to students, teachers, schools and society.

Our training sessions focus on the 13 topics that are most relevant to today’s education landscape

  1. Developing students’/ teachers’ innovative thinking skills
  2. Enhancing class formats to create a more engaging and interactive environment
  3. Altering teaching formats
  4. Redesigning tests
  5. Creating new ways to evaluate students
  6. Finding ways to develop life-long learners
  7. Enhancing students’ curiosity and reading habits
  8. Introducing more opportunities for students to collaborate/express themselves
  9. Changing homework tasks and dealing with the No Homework for Primary Schools’ guideline
  10. Integrating moral education
  11. Building a collaborative environment among teachers and administration (less authoritative and more consolatory)
  12. Modifying and refining administrative tasks
  13. Improving communication with parents

A Few Examples of Our Work

Principals’ Training Program

We recently held a training program for 40 primary school principals, during which we focused on the changing role of educators and the recent paradigm shift discussed above (i.e. students are no longer solely provided content knowledge, instead educators also develop students’ life and learning skills).

The benefits of Learn by Play were explored while participants engaged in a playful, interactive learning experience. As a part of the process, participants reflected on their experiences and wrote their reflections on a piece of paper. A quasi-snowball fight then ensued; participants transformed their pieces of paper into paper balls and threw them at one another. Afterwards, they teamed up to discuss their reflections and, by doing so, developed a deeper understanding of each other’s thought processes.

One of the most stimulating parts of the program was on the topic of how to enhance students’ curiosity to read.  Hebrew children’s books were divvied out to the Chinese participants, who then broke into teams in order to collectively use their creative skills to generate a story to correspond with the illustrations. This activity allowed them to sense the power of group work and encouraged them to be more attentive to each other’s ideas. By giving participants hands-on experience, it was easy for them to reflect on the positive impact such an activity could have on students’ learning and life skills, while also enhancing their curiosity to read a book. Following this activity, participants applied SIT tools to this topic, which brought about one of my favorite ideas of the training—a school guard could greet children in the morning

dressed up as a character from a book, encouraging students to search for the particular book around the school and, of course, read it. Once this idea was generated, it unleashed a wave of similar ideas about additional activities the school can hold to support a book “Scavenger Hunt”.

The training then segued into “How to Assess?”. If teaching and learning formats are changed, student assessment tools must likewise be changed.  For example, should only a student’s level of knowledge be measured, or should their progress also be measured? Can their group work be assessed; how well they support each other; their contribution to the group’s creative energy? These questions opened the eyes of participants and triggered more inquiries, which all challenged the current assessment landscape.

World Education Summit for Innovation & Entrepreneurship

SIT China participated in The World Education Summit for Innovation & Entrepreneurship (WESIE) in Shenzhen on the March 23rd, 2019.  It was a large event for 500-600 participants, mostly parents, educators and individuals from private educational institutions. WESIE is an initiative created by Einstein, a local Chinese education company whose aim is to integrate Israeli educational methods and practices in China.

During the event, Yaacov Hecht, the founder of Democratic schools in Israel, held an inspiring session highlighting the power of students taking responsibility and ownership over their learning process. Several Chinese innovators in the education world shared their efforts. One important initiative regards expanding education to rural China via online classes for students of all ages, offering a wider diversity of topics and access to experienced teachers.

SIT shared several examples of how to create meaningful learning experiences from students’ daily activities. For example, when going to the supermarket, one can practice writing the shopping list, reading the food labels, calculating the costs, planning the budget, comparing colors and shapes (for younger kids) and so much more. Taking advantage of these activities could contribute to children’s self-motivation to learn and explore outside of the classroom and take advantage of the learning opportunities all around them.

Two-Day Innovative Thinking Program

 

Since we believe teaching innovation skills is valuable in any educational context, we are currently devising a two-day innovative thinking program to be marketed to schools across China. Each program can be catered to a specific school’s needs in order to create a custom-designed program that complements their existing educational framework and provides support in the areas they seek improvement. All the trainings include the basic module of understanding Innovative Thinking and its relevance to their job function and world, and each school subsequently can select, from the list of 13 topics, additional topics they wish to cover.

Changing Innovation Landscape

The education landscape is ever changing. And though some might say it is impossible to predict the future, trends reveal that a teacher’s traditional role of only encouraging students to acquire a core standardized body of knowledge is no longer the standard. The role of the educator is expanding, and teachers, students, and schools must adjust to this new reality. The topics presented in this blog only graze the surface of topics in which one can innovate in the educational world. By developing new methods for those educating our youth, the millions of new students entering schools across the globe every year can take part in a meaningful learning journey, which capitalizes on current technology and gives them the necessary knowledge, support, and tools needed to navigate the deep waters of our changing world.

From Nano to Mega Sessions: 9 Tips for an Innovation Coach

Published date: February 14, 2019 в 12:31 pm

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Category: Innovation,Innovation Facilitation,Methodology

When SIT started teaching coaches to facilitate internally in their organizations, we taught them to facilitate SESSIONS. But very quickly we realized that this could be– and was –misunderstood, which led us to add the qualifier and coin the expression, still used today, 14 years later: MINI-SESSION. It soon became apparent, though, that even this newly minted term did not solve two opposing but strongly related problems:

 

1. Plenty of coaches did not dare to assume the responsibility of running a SESSION, even if it was only a MINI session.

And, on the other hand;

2. Quite a few coaches took it upon themselves to run what we could only describe as MAXI or MEGA-SESSIONS, involving up to 50-60 participants, for as much as 2 consecutive days.

Both phenomena have a certain charm, but both pose some serious challenges that merit careful consideration.

Type 1: Not daring to jump in.

We respect these coaches very much for their modesty and responsible approach but are obviously worried that they are not utilizing their new knowledge to its full extent. Conversations and observations show that, in most cases, coaches in this group find it difficult to take the first step for the following reasons:

  • They are not sure they possess the skills required to apply the tools successfully;
  • They are wary of encountering resistance among their colleagues;
  • Their bosses think the course was a waste of time, and therefore do not support them in spending more time on this “extracurricular” activity;
  • They are not sure how to translate real-life situations into a script for conducting a mini-session;
  • The Coach Training did not build up their confidence to a sufficient degree.

Type 2: Daring to find a cure for cancer and/or achieve world peace

We are obviously impressed with these coaches’ confidence and ambition. We are concerned, though, that the probability of success in these efforts is fairly low, since the coach obviously lacks sufficient skills, experience, and usually also time and resources to perform the task successfully.

Key reasons for this phenomenon are:

  • Great enthusiasm at the end of the course, combined with an exaggerated sense of one’s power;
  • Pressure from the coach’s boss, who figures if they already invested 3 or 5 days of their associate’s time, they might as well make up for it by getting a huge benefit from their newfound skills;
  • The coach training did not indicate clearly enough what the criteria are for selecting a topic, and how to delineate its scope properly.

Rising to this double challenge, here are some helpful tips and recommendations:

 

1. Remind yourself, your boss, and/or your topic owner that this is a MINI Session, not a maxi-nor mega-session. This means that you do not chew off more than you and the team can swallow (type 2). It also means that you (type 1) can be much more relaxed about taking on the responsibility of facilitating since you are not really facilitating a SESSION, just a MINI session.

2. Very often, we encourage coaches to change the name of the Mini Session and replace it with Micro Session, or even Nano Session. This helps in communicating the correct scope and align expectations.

3. Communication with the coach’s boss is crucial. This can and should be conducted by the SIT trainers, by Corporate Innovation, and by the coach him/herself. Bosses often fail in supporting their coaches by expressing either under- or overwhelming expectations from them. They usually drastically improve in this respect once the situation is pointed out to them.

4. Pay special attention to the exercise of converting a story into a session (read the document as well). Also, we recommend taking full advantage of remote support given to coaches to help them plan sessions.

5. Work both in “pull” and in “push” modes: coaches should be trained to identify opportunities for offering their coaching services and, in parallel, encourage line managers and other stakeholders to turn to coaches and ask for (reasonable) support.

6. Coaches, remember, your first 1-3 or 1-4 or to 5 (depending on your feelings) mini sessions should be

  • conducted with a small number of participants, carefully selected to be supportive and constructive in their participation style;
  • about a topic you can understand without too much preparation;
  • no longer than 3 hours, but also no shorter than 2, so you have time to execute your script properly.

7. Coaches’ supervisors or Innovation Managers: if you want your coach to tackle a relatively large or challenging task, it should definitely not be their first mini session. If you absolutely must challenge them in such a way, make sure you first invent 1-3 small opportunities for them to practice on in order to gain confidence. Don’t hesitate too much – give them whatever small task comes to mind that they can tackle relatively easily.

8. Coaches should work in pairs. A co-coach helps in preparation, offers support during the session, and helps extract learnings after it. The co-coach can and should then also provide hugs, encouragement and – if needed – consolation.

9. A crucial step in preparing a session is defining and sharpening the brief with the topic owner. Special emphasis should be given to the question of scope, so that:

  • It does not require knowledge beyond that of the session’s participants, whose number should not exceed (4-6-8 according to the Coach’s experience);
  • The topic can be explained in no more than 7 minutes, with a corresponding number of slides;
  • The owner can define what kind of results are required, and why they think it is reasonable to achieve them;
  • The session is not used to solve a problem that has been tackled repeatedly over the years without success.

In short…

A motivated coach, with a supportive boss and environment, usually develops his/her skills and capabilities swiftly and consistently. But the first steps are crucial. The key is to start out gradually and raise the bar to always be challenged slightly beyond one’s comfort zone. It is the best way to ensure the coach’s personal development and to create valuable results for their managers and colleagues.

Top 3 World Changing Innovators of the 19th Century

Published date: August 6, 2018 в 12:26 pm

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Category: Innovation

The 1800’s were full of innovative individuals, but there are few that set the precedent for the way we live our lives today. It is due to these individuals that we are able to progress in technology due to their revelations in electrical, and communication tech. Take a look at our top 3 innovators of the 19th century.

 

Thomas Edison

Born in February 1847, to an exiled political activist father and a teacher mother, Edison was the youngest of 7 children. He only received several weeks of formal schooling before being homeschooled by his mother thereafter. At a young age, he sold newspapers to travelers and through this gathered information necessary to eventually start his own newspaper, the “Grand Trunk Herald” Later, he got a dealt a hand of good karma after saving an infant from a nearly fatal accident. The child’s father gave Edison his first job as a telegraph operator.  He seeked out and received other jobs, which he was later fired form for conducting experiments during work hours.

He later fled to New York to pursue a career as an inventor and this began with his first real invention… the stock ticker which he later sold to  the Gold and Stock Telegraph Company for $ 40,000. During the 1870’s, after finishing his experiments in NY, he moved to Newark Nj, hired a machinist and dedicated most of his work to the telephone, phonograph, electric railway, iron ore separator, electric lighting, and other developing inventions. After that, he turned his focus on the incandescent electric light bulb and developed the first practical one that finally worked. Overall, though he  developed thousands of ideas and obtained 1093 finalized US patents, the inventions he is best known for are the,stock ticker, phonograph, first practical electric light bulb, motion picture camera, mechanical vote recorder and a battery for an electric car. Though we take a lot of this technology for granted today, it is the foundation for many things we do on a daily basis, such as turning on the light as you walk into work. Citation: Thomas Edison Biography – https://www.thefamouspeople.com/profiles/thomas-edison-4395.php

Alexander Graham Bell

Born in 1847 in Edinburgh Scotland, Alexander Graham Bell is famous for the invention of the telephone, but his life previous to that is usually left out. Graham Bell’s father taught elocution to deaf children and invented a Visual system to help the deaf learn to communicate visually, but Bell was taught mostly by his mother who was a gifted artist and pianist despite being deaf. While following in his father’s footsteps and teaching elocution, he also was very curious as to how to perfect the harmonic telegraph. The goal was to transmit several messages over a single wire… simultaneously. On top of this, he thought it was possible to send voice messages over wires as well and dedicated his career to proving this theory.

On March 10, 1876, he produced the first intelligible telephone call where the words  “Mr. Watson—come here—I want to see you” were heard over a wire. After a legal battle for the rights to the invention, he won and later established the Bell Telephone Company. Interestingly enough, his interests later changed to boating and he began innovating in that realm as well. Though he didn’t invent the modern cell phone, it was his basis for communication technology that suggested that transferring information like this was even possible. Citation: Alexander Graham Bell biography – https://www.thefamouspeople.com/profiles/alexander-graham-bell-650.php

 

Nikola Tesla

Nikola tesla, known as the Father of Radio was a one of a kind individual. Labeled a genius from a young age, with an eidetic memory and a knack for electrical innovation. This was definitely in his genes as his mother was constantly creating household devices in her spare time. In university, he was a brilliant student until he fell victim to a gambling addiction. This later resulted in him not being able to obtain a degree. Later in his life, though he was a great inventor, he dealt with poverty due to his lack of money management skills. He worked under Thomas Edison to help optimize his generators using AC current, but was tricked out of a supposedly promised pay day.

In regards to his innovative contributions to society, it is safe to say that this genius provided great foundation for better businessmen to take over. His improvement to the electricity transmission system, and the creation of the AC current proved to be his greatest feat. It was more efficient than Edison’s DC current system. He also came up with the Tesla coil (which transformed energy into an extremely high voltage) and had contributions in x-ray and and radar and radio technology. It was due to all these innovations that we remember him as one the greatest innovators of the 19th century. Citation : Nikola Tesla Biography- https://www.thefamouspeople.com/profiles/nikola-tesla-2452.php

How to Choose an Innovation Consulting Firm

Published date: July 3, 2018 в 7:46 am

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Category: Innovation,Strategy

The Innovation Consulting Firm Landscape

The innovation consultancy landscape has become immensely complex, dynamic, and varied in the last several years, especially when discussing quantity. There are a variety of methodologies, approaches, as well as consultancies of all sizes. McKinsey and large accounting firms have made acquisitions of innovation consulting firms, which means the distinction between the mega-consultancies and the more boutique consultancies has become blurred.

Since the innovation consulting firm atmosphere is so dense, there are some common sense rules of thumb one must use when choosing an innovation consulting 

dynamic innovation consulting firm

firm. Luckily, our good friend, Drew Boyd, created a list of criteria that you can utilize when choosing an innovation consulting firm.  However, due to the richness of the current marketplace and the dynamic approach, some of this list is no longer relevant. While this may be the case, it still includes a lot of useful advice. The below advice and tools will help you make an informed and educated decision when choosing an innovation consulting firm.

Choosing Innovation Consultants

By: Drew Boyd
Choosing an innovation consulting firm is challenging for two reasons: the client is not always clear what type of innovation they want, or they are not sure what type of innovation a consultant offers.
Here are three factors to consider when choosing an innovation consultant:

1.  TYPE of consultant

2.  METHOD used

3.  ROLE of the consultant.

The innovation space has become so crowded that I group them into four types (I-D-E-A):

INVENTION:  These are consultants that help you create new-to-the-world ideas.  They have particular expertise in creativity methods or idea generation tools.  Their main focus is the generation of many new product or service ideas.

DESIGN:  These are consultants that take an existing product, service, or idea and put some new, innovative form to it.  They have particular expertise in industrial design or human factors design.  Their main focus is transforming the way a product is used or experienced.

ENGINEERING:  These are consultants that help you make the new idea work in practice.  They have particular expertise in technology, science, research, and problem-solving.  Their main focus is building it.

ACTUALIZATION:  These are consultants that help you get the innovation into the marketplace.  They have particular expertise in marketing processes, brand, or commercial launch of a product or service.  Their main focus is selling it.

Step One: The challenge is many consultants claim to be all of these.  While true for some, my sense is that all firms started off as one type and then expanded to cover the others.  The question to ask yourself is: would you be better off matching your need to their original core expertise, or would you be better off going to a one-stop shop…a firm that can do it all even though their core expertise is, say, design.  How do you know what type the firm really is?  Study the biography of their founder.  What was the founder’s education, experience, work background, interests, etc?  The founder is where the core orientation of the firm begins.  The other practice types get bolted on later.

Step Two: Understanding their method.  The first question I ask consultants is, “Do you know how to innovate?”  The second question is, “How?”  I want to understand their method of innovation, and I want to be able to explain it to other people.  I want to know the efficacy.  Has it worked in the past and will it work on my project?  Show me the data.

Step Three: Understanding the role of the innovation consultant.  Is this a DIY (do-it-yourself) approach, where you are given some software or other resources to create innovation on your own?  Is this a DIWY (do-it-with-you) approach where the consultant leads and facilitates groups of your employees to innovate together?  Is this a DIFY (do-it-for-you) approach, where the consultant takes your problem specification and comes back with their recommended solutions?  Or, is this training?  All of these roles are valid depending on your need.

I am impressed with the talent and variety of consultants in the innovation space today.  It becomes even more impressive when you select the right one for the job.

I hope the above will help you in finding the right innovation consultancy. Since we are always on the look-out for the right clients to work with, here is a short questionnaire. Please fill in and, if relevant, we can have a short 20-minute chat to see if we can fit each other’s needs. We look forward to hearing from you.

How To Optimize Your Innovation Strategy by Making Your Idea a Sweet Idea

Published date: January 25, 2018 в 11:11 am

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Category: Innovation,Methodology,Strategy

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What’s the perfect New Year’s Resolution?

 

Hint: think re: innovation strategy

Well, if that wasn’t sufficient, here are two additional hints…

(1) It’s not only challenging but actually promises a significant change in your life;

(2) It’s not pie in the sky, but applicable to your daily life.

 

Let’s take a more practical approach…

If your goal is to get in shape, watching TV while standing is maybe not the most effective initiative. However, regular mountain climbing is probably a bit of a stretch if you are a fairly immobile city dweller.

This is the Near-Far-Sweet Idea Mapping Model as applied to your daily life.

Near – ideas that are pretty close to current practice. They are new, but probably not impactful enough to be worth your attention.

Far –  exciting ideas, but not viable. Either the market is not ready to accept them, or you will not be able to implement them.

When optimizing your innovation strategy you want your ideas to be neither too close to home (“Near”) nor too challenging to be implementable (“Far”). You want your ideas to be new and exciting but at the same time realistic and useful. This is your Innovation Sweet Spot.

 

Learn How To Enhance Your Innovation Strategy By Making Your Ideas Sweet:

This all sounds pretty obvious and common sense. Surprisingly, the distinction is often overlooked, or at least not given systematic treatment. Categorizing the results of an ideation session or workshop into Near, Far and Sweet – as seen in the visual on the right – will give you an important indication as to the practicality of your ideas. It can also be a useful tool to improve the outcomes of your innovation strategies, by pushing some Nears and Fars into the Sweet Spot.

But before we share a quick guide to applying NFS to NPD, here are some thoughts of how it can serve as a practical tool to support the “Dual Innovation Approach” as defined by Ralph-Christian Ohr. Ohr cites research that shows that the Dual Innovation Approach is used by 70% of the most innovative companies:

innovation strategy

[With Dual Innovation] innovation management follows a balanced portfolio approach. The entire innovation portfolio is divided into exploitation-oriented and exploration-oriented innovation initiatives, where the following characterizations hold:

 

  • Exploitation-oriented initiatives are related to running the core business by executing and enhancing existing business models or technological capabilities. The primary direction of impact is valued capturing (commercialization). Examples: Product, service or process innovation, portfolio extension, innovation of selected business model components (e.g. channel or operations), market research.
  • Exploration-oriented initiatives are related to developing future business by searching for the novel, and often disruptive, business models or technological capabilities. The primary direction of impact is value creation (configuration). Examples: Business model development, platform/ecosystem innovation, basic technology research & development, startup engagement, innovation intelligence.

(https://dual-innovation.net/a-model-for-dual-corporate-innovation-management/) Ralph-Christian Ohr

 

Ralph-Christian further introduces three playing fields of dual innovation:

  • Optimize the Core (Optimization of existing business models and technologies)
  • Reshape the Core (Transformation of existing business models and/or scaling up new business models/technologies)
  • Create the New (Creation of new-to-the-company business models and Technologies)

(http://integrative-innovation.net/?p=1765) Ralph-Christian Ohr

 

Integrating Ideas

He then elaborates on the true challenge of dual innovation: neither developing extensions of the product/service portfolio within the existing business model, nor coming up with completely new ideas, but integrating new ideas into your existing innovation strategy:

When it comes to integration, most companies face huge problems. This is the space where two main activities need to be conducted to achieve business impact from innovation and to future-proof the existing business model:

  • Validated breakthrough or even disruptive innovation concepts need to be scaled up for achieving business impact. If a company does not master Scaling-Up there is a high chance that all ideation will remain only innovation theatre.
  • In the light of Digital Transformation, adapting the established core business models by innovating selected elements (e.g. platform strategies, x-as-a-service business models, bypassing the middle man or automatization of service processes) is mandatory. If a company does not master adaptation it risks to lose in Digital Transformation.

(http://integrative-innovation.net/?p=1765) Ralph-Christian Ohr

Ohr presents a challenge: strategic ideas ought to be transformed to have maximum impact – to be innovative enough but not too disruptive. Through the NFS model, the SIT (Systematic Inventive Thinking) methodology invites you to apply two principles that, together, cover both directions:

1. Qualitative Change. Very often, “near” ideas are generated by incrementally improving on existing offerings, making them “bigger, faster, better”, i.e a quantitative change. The QC principle calls you to observe the basic logic of your product or service but change a fundamental relationship in this logical structure. Example: don’t offer your product at a discount, but offer it for free, generating revenue by a totally different business model. This is easier said than done, of course, but using the right tools, it allows you to push Near ideas into the Sweet Spot.

2. Closed World. The second basic principle of SIT is rather counterintuitive: when innovating, try as much as possible to utilize only those elements that already exist in the system.

innovation strategy

Instead of reaching out of the box, innovate inside the box. Instead of searching for new elements, find new angles and possibilities in the existing ones. By applying several tools under this principle, you will be able to pull in some Far ideas, turning wishful thinking into viable options and improve your innovation strategy

So, here’s a NY’s resolution that hopefully resides within your Sweet Spot: Map your new ideas on an NFS diagram, consider whether enough of them are in the Sweet Spot, and then push and pull those that are not to create exciting but viable options for development of your innovation strategy. Enjoy.

Want to keep learning? Check out what you can learn from an innovation facilitation session.

Useful Lessons to Learn from an Innovation Facilitation Session

Published date: November 1, 2017 в 7:58 am

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Category: Innovation,Innovation Facilitation

Several years ago…

I facilitated a New Product Development workshop (innovation facilitation session) at a large corporation in the American Midwest.  At our insistence, a Sales Manager was added to the team.  Why did his presence require an effort? Pulling a sales rep from his/her daily toil is not an easy task, but we insisted their presence is crucial in a product development effort.

As expected, this extremely energetic, intelligent and experienced Sales Manager, who we shall call Dale, was the soul of the innovation facilitation session. He readily shared his understanding of the company’s clients, their needs, wants, fears and motivations. He also possessed – pardon the stereotype – the classic sales-champion talent for engaging his colleagues in entertaining conversation, and generally spreading around an excellent vibe, telling jokes and recounting sales-battle stories where relevant.

So, it isn’t surprising that we started a bit of back-and-forth good spirited banter. At some point, Dale came up with an idea. And when another colleague pointed out an obvious flaw, Dale immediately pivoted, without losing a second, and came up with an improved version. “That reminds me of a joke,” I said to Dale and the team, and proceeded to tell it:

A Joke or a Misunderstanding?

 

One guy, call him Dale, in my home town of Tel Aviv, applies for a job in a supermarket. After a short conversation, the manager says to Dale: “There’s a customer, let’s see how you assist him.”  Dale walks over and the customer hands him a watermelon that he had just picked up from the shelf and asks to buy only half of it. Dale takes the watermelon, walks over to the manager, and says: “Some idiot asked for half of this watermelon.” The manager, in distress, tries to signal to Dale that the customer had walked behind him and heard Dale’s words. Dale immediately understands, and completes the sentence: “…and this gentleman here, would like the other half.”

 

watermelon innovation facilitation

Laughter, laughter, but the joke doesn’t end here…

 

The manager is really impressed with Dale’s agility and ability and says: “Listen, Dale, that was impressive. How would you like the job of manager of our store in Jaffa?” “Jaffa?” Dale says. “They say everyone there is either a prostitute or a soccer player.” The manager is a bit taken aback and says “Actually, my sister is from Jaffa.” “Which team does she play on?” answers Dale without a second’s hesitation.

Big laughter in the room, but I detect some ambivalence and unease. Was it my mention of the word “prostitutes” (not sure I would dare repeat it nowadays in a corporate setting)? No. Something else, which I discovered only at the end of the day when the two project owners invite me to dinner. One detail I failed to mention: Dale (the real one, not the joke character) was African-American. And to my utter surprise, that evening I learned that “watermelon” has a special connotation in this context. From Wikipedia: “Watermelons have been viewed as a major symbol in the iconography of racism in the United States since as early as the nineteenth century.”

First thing I did the next morning was, of course, have a conversation with Dale. He had noticed obviously in the innovation facilitation session, but he assured me he had no doubt whatsoever that I had been ignorant of the context and connotations, so he was not offended in any way. He did feel uncomfortable though with his colleagues’ looks and concern. He knew it was nonsense. They knew it was nonsense.

So why the unease? A hard loop to get out of, but, as often happens in the corporate context, we had a task to accomplish which didn’t leave time for brooding. We went back into the room, and I shared with the group that my blunder had been pointed out to me.  I was using my privilege as an ignorant outsider to point out the absurdity of it all. The ice was then broken, and we jumped back into the work.

Now that you’ve read about a pitfall that can happen in an innovation facilitation session, check out how you can overcome your innovation challenges.

Innovation Sighting: Task Unification and Drug Dispensing Contact Lenses

Published date: September 6, 2016 в 1:55 pm

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Category: Innovation

Medical device makers have been trying for years to replicate the success of drug-eluting stents – devices that do a particular job while at the same time, delivering a therapeutic drug. Here’s a new one that demonstrates the Task Unification pattern. Task Unification is defined as: assigning an additional task to an existing resource. That resource should be in the immediate vicinity of the problem, or what we call The Closed World. In essence, it’s taking something that is already around you and giving it an additional job.
From UPI:

After 50 years of trying, researchers may have found an effective way to use contact lenses to deliver drugs for conditions treated with eye drops.
Glaucoma patients may soon be able to treat the condition using a lens that slowly releases medication to the eye, with some tests with monkeys suggesting the treatment method could be more effective than the standard eye drops, researchers at Harvard Medical School report in a new study.
The leading cause of irreversible blindness, glaucoma has no cure but doctors attempt to slow its development by prescribing drops for patients. The drops, however, often cause stinging and burning, and may be difficult for some patients to use, if they try to use them at all.
“If we can address the problem of compliance, we may help patients adhere to the therapy necessary to maintain vision in diseases like glaucoma, saving millions from preventable blindness,” Dr. Joseph Ciolino, an ophthalmologist at Massachusetts Eye and Ear and an assistant professor at Harvard, said in a press release. “This study also raises the possibility that we may have an option for glaucoma that’s more effective than what we have today.”
Using a novel design, researchers created a contact lens with a thin film of drug-encapsulated polymers around its edges. The polymer film slows release of the drug — previous attempts at a drug-eluting lens released medications far too fast — while remaining on the side of the lens so its center remains clear for vision.

To get the most out of the Task Unification technique, you follow five basic steps:

1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.
2. Select a component from the list. Assign it an additional task, using one of three methods:

  • Choose an external component and use it to perform a task that the product accomplishes already
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function

3. Visualize the new (or changed) products or services.
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 the 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 viable?

Innovation Metrics: How to Stay on Track

Published date: August 22, 2016 в 1:25 pm

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Category: Innovation,Organizational Innovation,Strategy,Uncategorized

Before you launch your innovation campaign, you want to set up key performance indicators or KPIs for short. Key performance indicators help you keep track of your overall strategy and your individual innovation programs. They alert you when it’s time to intervene and take action to get things back on track. Without KPIs, you’re flying blind, so to speak, and you run the risk of falling short of your overall goal.
To be most effective, each KPI should be quantifiable and measurable. You can have as many as you want, but don’t measure a KPI just because you have the data. If you’re not going to use it, don’t bother. It’s a waste of time.
Measure something only if you plan to take action from it. That’s why we set thresholds around each one. Each KPI should have a target of what you expect to happen plus a high and low number around that target. For those thresholds, you and your planning team should agree in advance what action you’ll take if those thresholds are exceeded.
Here’s an example. Assume you create a KPI about the number of new products created each year. You set your target at 50, and also specify a high and low threshold of 60 and 40 respectively. If your actual products per year is more than 60, you might consider taking action such as reducing R&D spending. On the low end, if you’re below 40, you could consider increasing innovation projects.
Each KPI should be linked to the key parts of your innovation plan including your goal, key targets, technologies, risk, and launch tactics. For the goal, you might have KPIs around the timing of revenues, the type of customers you’re converting, and whether you’re taking customers from the right competitor.
For technologies and risk, you want to measure changes in technology and your company’s ability to adopt it. You may also want to measure how well the technology has lived up to expectations across industry sectors. You need to carefully monitor whether you’re achieving the technology positioning that you had hoped for.
For launch tactics, you could create a KPI for each of the 4Ps if needed. For example, you might have measures around communications objectives, sales force effectiveness, distributor activity, store promotions, search engine ratios, social media activity, pricing and discounting rates, product performance, waiting times, and service complaints.
Good innovators not only reach their financial goals, but they also know whether those goals were achieved the way they expected them to be achieved. They also take immediate action when they detect something is going in the wrong direction.
KPI’s help you and your innovation team stay aligned and do what’s needed to succeed.

Creating New “Benefit Delivery Vehicles”

Published date: August 1, 2016 в 1:00 pm

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Category: Innovation,Methodology

Innovation is all about delivering value to customers, and you do that by offering them the right products and services. Think of products and services as benefit delivery vehicles. They’re a collection of various features that create value when customers use them.
So how do you build the right product or service? For that, you need to do a detailed comparison of how your product compares to the competition’s, feature by feature.
You’ll also need to do a customer analysis, especially on what factors are most important to customers when they buy a product as well as how they perceive your brand versus the competition.
Finally, you’ll need your marketing strategy as expressed in your value proposition. As an innovator, you have to give your development team guidance on four aspects so they build the right product.
First is what features the product must have to compete against the competition and also satisfy the customer. You have to especially guide them on what feature or features to emphasize the most. Look at your value proposition. What benefit are you promising? Then look at your competitive comparison. Find a benefit and its associated features where you outperform the competitors. You want to make sure those features are most evident when the customer uses the product.
Next, your development team needs guidance on performance of each feature. Once again, your value proposition should guide you on whether the product needs to work better than, the same as, or slightly less effectively than the competition. Also look at your market research. If consumers perceive your product as less effective on a particular feature, you may need to have the development team increase its performance.
Your development team also needs guidance on design, meaning the “look and feel” of the product or service. What does your brand stand for? Given that, what must your product or service look like to express that brand essence?
Finally, your team must think of the product or service as an entire customer experience. Think of each step as a touch point, where you as the innovator have an opportunity to figuratively touch the customer with something about your product or service. Touch points include things like the service customer’s get in a store and how your products are displayed. It also includes things like the packaging and perhaps the instructions on how to use the product. Everything the customer comes in contact with, including things online, are touch points.
Based on their experience at each touchpoint, the customer will form beliefs about what your brand stands for, whether it’s consistent, believable, and authentic. The more authentic, the more loyal your customers will become. And that’s a very good way to build your business.

Innovation: A World of Ambiguity

Published date: July 25, 2016 в 3:15 pm

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Category: Innovation

Innovators like you operate in a world of ambiguity. Every situation you face has some uncertainty, and you need to be prepared when unexpected things happen. If you’re not prepared, your strategy may derail and you end up losing competitive ground in the marketplace.
Sometimes those unexpected events happen internally. The priorities in any organization are constantly shifting. You may have had everyone’s full support for your programs only to find out that something’s changed, and now some other parts of the business are getting more attention.
You may also have to face some disruptive factors like a company reorganization or cutbacks in budgets and headcount. Or get resistance from other departments.
For example, what are you going to do if your new product is behind schedule causing you to miss the launch date? What if there are delays in manufacturing or shipping your products and you can’t get enough product on the shelves? That’s a huge problem. What if there’s a quality problem, and your customers start complaining? You must react to that.
Problems can occur externally as well. Things are always changing in the marketplace. New competitors emerge. A bad customer experience may be going viral on social media sites. You wake up one morning and find that your company is on the front page of the business section. Sales of your product are off forecast.
So here are some tips to help you cope with these types of challenges:
First, encourage your team to nimble. You have to act fast when these things pop up. You don’t want to let a small problem become a big problem. Your manager will appreciate when they see that you’re on top of it. So act fast.
Next, gather information. What’s changed to cause this problem? Make sure you separate fact from fiction. You don’t want to react to bad information or just assume you know what’s going on. What may have been the truth before..may not be anymore.
Seek advice, especially from credible experts. You need to leverage the brainpower of others. That’ll help prevent you from getting tunnel vision around the problem or possible solutions.
Next, get your team into the solution mode. By that I mean stop wishing the problem will go away. Have your team develop a list of possible alternatives, then work with your team on selecting and implementing the best one. Work on the things you can change and avoid the ones you can’t.
Be flexible here. You may have to give up on certain aspects of your plan to keep things moving forward. If you dig in too hard, you could make your situation worse.
Finally, look for ways to innovate. My experience suggests that the best way to revitalize a struggling marketing campaign is to unlock new value. If the organization is stuck, use systematic creativity methods to generate new opportunities for your business.
And that’s what great innovation leaders do. They help lead the company forward especially in challenging times.

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