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Innovation and Organizational Savviness

Published date: October 22, 2012 в 3:00 am

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Navigating complex organizations takes skill and savviness, or what some call office politics.  It is such an important skill that world class companies like GE and Johnson & Johnson teach it to their employees and reward them for using it.  We may not like it, but for good ideas and people to survive, we must build organizational savviness and influence skills.

Succeeding at innovation takes that same organizational savviness.  Here are eight tips to improve your innovation savviness:

1.  You don’t have to be the smartest guy in the room.  Corporate rookies, especially newly-minted MBA’s, rush in with the goal of getting to the best answer faster than anyone else in the room.  Even when you are the smartest guy (gal) in the room, you should avoid this behavior.  Otherwise, you will gradually lose allies.  People will stop inviting you, and you will soon become a “solo act.”  Instead, work hard to offer your ideas with the intent of combining them with the best of others.  Be seen as an integrator of ideas rather than competing to create the best idea.

2.  Make sure your innovation efforts are seen as relevant.  It’s tempting to be the first to jump on the latest fad and prove your entrepreneurial spirit.  However, by doing so, you risk being seen as someone who is out of touch, too theoretical, or “chasing windmills.”  You may think you have a good grasp of what’s relevant to the organization.  But your views may differ dramatically from what the boss sees at her level of the organization.  Instead, make sure you solicit advice about the relevance of your project.  How does it link to the strategic initiatives of the firm?  How would you explain your project’s importance to an outsider?  Pull out if you have difficulty making this link.

3.  Work only on those projects with a clear, supported mandate from senior management.  While your innovation project may be relevant, that is not the same as having a mandate.  Many initiatives and ideas may be relevant to the organization’s success, but only a limited number get the necessary dollars and headcount to be successful.  Link yourself only to projects that have management’s support.  Avoid being sucked into every initiative that comes your way.  If you are talented, people will want your time and energy on their projects.  Be sure to “limit rather than dilute” – it is better to succeed on a few projects than deliver marginal results on many.

4.  Timing is everything.  Every project or initiative follows a predictable life cycle: intro, growth, maturity, and decline.  Be sure to join innovation initiatives early in their life cycle, and get out when they mature.  Some make the mistake of hanging on too long, after the program has lost its “oomph.”  Either they didn’t see the decline coming, or they became too comfortable to change.  Either way, they are doomed if they stay with an innovation program to its bitter end.

5.  Learn to recognize…and deal with…sabotage by others.  People treat ideas differently depending on the source of the idea.  If an idea comes from an internal peer rival, people tend to see it as tainted.  They sabotage it because it’s not theirs.  If the same idea had come from outside the firm (from a competitor or consultant), people overvalue it.  They see it as tempting.  You should expect to see this behavior and have ways to neutralize its effect.  One way is to not associate ideas with a specific person, especially you.  Contrary to popular wisdom, avoid giving attribution the person who created the idea.  This makes sure the idea is stripped of any associations related to the inventor.  The idea now has its best chance of survival.

6.  Savviness is not the same as manipulation.  There is an old saying in the corporate world:  “Don’t make enemies of your peers.  If you do, you won’t need more enemies – they can ruin just fine.”  When navigating the innovation waters, don’t see it as a political chess game where you have to manipulate others to get what you want.  Savvy innovators have a high level of political astuteness and possess
strategies and skills for ethically navigating the corporate terrain to
gain “organizational influence and impact with integrity.”

 7.  “It’s not what you don’t know that will kill you. It’s what you know that ain’t really so.”  Will Rogers is credited with this savvy quote.  That wisdom holds true today for innovation.  People let their current knowledge about an issue blind them to other facts that may contradict their beliefs.  Holding onto a belief that you are certain is true…only to find out later that it isn’t…will cause others to question your flexibility and judgment.  Learn to recognize this blind spot (called Confirmation Bias), and seek ways to weigh data equally, including data contrary to your point of view.

8.  Treat yourself to continuous development and improvement.  The biggest mistake corporate innovators make is they stop developing themselves.  Your first priority is to assure your relevance to the organization, and you can do that only if you take the time to learn new skills and update old ones.  If you are doing today’s job on twenty year old skills, you have become the proverbial “dead man walking.”  Instead, you should make every year count – take time to do something, anything that develops and improves your innovation abilities.

Photo: Fresh Spectrum http://freshspectrum.com/social-media-savviness-indicato/

Innovation Sighting: Nissan’s Intelligent Car Horn

Published date: October 15, 2012 в 3:00 am

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Nissan’s latest innovation takes the lowly car horn and elevates it to the status of “smart.”  The 2013 Altima has a new feature that’s likely to surprise buyers. It’s called Easy-Fill Tire Alert.  The car’s tire pressure monitoring system informs drivers when a tire is low on air and then uses the sedan’s horn and hazard lights to confirm that the tire has been filled adequately.

This is a classic use of the Task Unification Technique, one of five in the innovation method called SIT.  Task Unification works by taking a component and assigning it an additional job.  That component can be an internal resource (in this case, something on or in the car) or an external resource, something in the vicinity of the car, but not within the manufacturer’s control (a passenger, for example).  The additional job can be “stolen” from another component or it can be assigned something new.

Auto makers have used this seemingly simple component before for other purposes than just beeping at other drivers.  Car horns have been “recruited” to sound off as a burglar alarm, for example.  Some models of cars have the horn sound when the car is locked or unlocked.  Now, Nissan’s clever innovation assigns the horn the new task of assisting with tire maintenance.  Brilliant!

Nissan’s humorous TV commercial to introduce the new feature is brilliant, too:


From Nissan:

The “Easy-Fill Tire Alert” system is an all-new control module currently being phased into vehicle redesigns like the all-new 2013 Nissan Altima.  First, the vehicle’s tire-pressure warning system alerts a driver to a low tire; and on some models displays the current pressure and tire or tires that require attention on the dashboard display.  When alerted, drivers should stop at the nearest gas station to fill the tire with an available air hose.  Once air begins flowing into the tire, the vehicle’s four-way flashers come on to confirm the process has started.  When the tire hits the appropriate pressure level, the horn then chirps to let drivers know the tire has been properly inflated.  If the driver continues to fill the tire with air, the horn honks more aggressively to indicate over inflation. Once air is let out of the tire, the horn chirps once to indicate the correct pressure has been reached.

Just imagine what else a car horn can do.  Using Task Unification makes it easy.
 

Innovation Sighting: SIT Patterns in the Next Wave in Digital Photography

Published date: October 8, 2012 в 9:29 am

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It might surprise you that a single innovation pattern, Multiplication, formed the premise of all photography.  The cameras you use today evolved from Multiplication.  The entire photography industry continues to benefit thanks to this powerful pattern.

Multiplication is one of five simple patterns innovators have used for thousands of years.  These patterns are the basis of Systematic Inventive Thinking, a method that channels your thinking and regulates the ideation process.  The method works by taking a product, service, or process and applying a pattern to it.  This changes the starting point.  It morphs the product into something weird, perhaps unrecognizable.  With this altered configuration (we call the Virtual Product), you work backwards to link it to a problem that it addresses or new benefit it delivers.  The process is called Function Follows Form.

The photography industry continues to evolve thanks to more of the SIT patterns.  At this years Photokina show in Cologne, Germany, camera makers unveiled their latest and greatest inventions.  Here is an example of the Subtraction pattern in the new wave of digital photography (as reported by CNET):

The mirrorless cameras leave out the reflex mirror of SLRs, which use it to bounce light into the viewfinder so a photographer can see through the camera’s lens. When it’s time to take a photo, the SLR mirror flips up out of the way, the shutter opens, the light hits the image sensor, then the mirror flips back down.With mirrorless cameras, the light just goes straight to the image sensor all the time. If there’s a viewfinder at all, it’s an electronic display, often an optional accessory. The design is simpler, smaller, and all the rage in the industry.

As camera-enabled smartphones have grown in popularity, consumers have learned to love the ability to photograph and then immediately share their photo over the Internet.  Now, traditional camera makers are responding to the threat in an interesting way.  Rather than compete head-to-head with smartphones, they are using the Task Unification pattern instead.  Task Unification works by “assigning an additional job to an existing resource within the Closed World (where the product or service is being consumed).  See if you can spot the Task Unification in this new crop of cameras:

Wireless networking in the camera industry in general has been conspicuous by its absence, isolating cameras from people’s in-the-moment sharing activities.  Curiously, though, the very smartphones that have put the camera industry so much on the defensive are proving to be its savior, too. Cameras now can connect directly to those smartphones, letting the two cooperate rather than compete. Canon’s new SLR, the EOS 6D announced at Photokina, has Wi-Fi built in; with the Canon EOS Remote app for iOS and Android, people can remotely operate the camera, review photos even while the camera is stashed away in luggage, and most importantly, transfer photos to a smartphone for quick sharing.  Another new Wi-Fi-enabled Canon camera is the PowerShot S110. For this model — and doubtless others to come — smartphone users can connect over Wi-Fi with the CameraWindow app for iOS or for Android. That lets people share their photos immediately using a phone.

The LAB: Innovating Pinterest with Attribute Dependency (September 2012)

Published date: September 30, 2012 в 4:36 pm

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It’s official.  Pinterest has joined the elite group of social apps along with Facebook, Twitter, LinkedIn, Youtube, and Google Plus.
“Pinterest is a Virtual Pinboard that lets you organize and share all the beautiful things you find on the web.”  How popular is it?  It is the fastest site ever to break through the 10 million unique visitor mark.  A report by Shareaholic claims, “Pinterest drives more referral traffic than Google+, LinkedIn and YouTube combined.”  As of March 2012, Pinterest was valued at $1.5 billion.

There are many creative ways to use Pinterest.  New apps are emerging around it much like what happened with Twitter.  But to maintain growth, Pinterest needs innovation.  For this month’s LAB, we will apply Attribute Dependency, one of five techniques of Systematic Inventive Thinking, to Pinterest.  Our goal will be to create new innovations around Pinterest as we did with Twitter and Facebook.

To use Attribute Dependency, make two lists.  The first is a list of internal attributes.  The second is a list of external attributes -those factors that are not under your control, but that vary in the context of how the product or service is used.  Then, create a matrix with the internal and external attributes on one axis, and the internal attributes only on the other axis.  The matrix creates combinations of internal-to-internal and internal-to-external attributes that we will use to innovate.  We take these virtual combinations and envision them in two ways.  If no dependency exists between the attributes, we create one.  If a dependency exists, we break it.  Using Function Follows Form, we envision what the benefit or potential value might be from the new (or broken) dependency between the two attributes.

The attributes of Pinterest are:

PinterestInternal Attributes:

  1. size of board (number of pins)
  2. size of the displayed board
  3. number of boards
  4. description of board
  5. subject of pins
  6. number of likes
  7. number of re-pins
  8. number of guest pinners
  9. who following

External Attributes:

  1. time
  2. followers
  3. boards trending
  4. links to other social networks

The new concepts are:

1.  Push To Friends:  Pinterest pushes a notification to Facebook friends or Twitter followers based on a keyword in the description of the Pin.  This is a bit like RSS feeds into a reader, but different in that the Pinterest board owner gets to decide what gets pushed to friends.  There are some existing links between Pinterest and the other social networks, but an approach like this could make it much stronger and more valuable.

2.  Pin Recommender:  Pinterest finds and recommends new Pins to you based on keywords in your Pin or Board description.  It is similar to the “You Might Also Like…” feature on many web applications.  A new app called SpinPicks does something similar, but it does not pull from the inventory of images in Pinterest.

3.  Board Cloud:  The Boards of a Pinner change size depending on Likes and Followers.  This is similar to a tag cloud where each word varies in size depending on how often it shows up on a website or document.  Tag clouds help the reader quickly understand which words are most prominent or popular.  Twitter has a similar feature called Trendsmap.  Given the highly visual nature of Pinterest, I would expect users to be able to turn features like this on or off in their settings to give a more personalized experience.

4.  Twitter Trender:  The boards displayed on the viewers main page vary depending on what is trending on Twitter.  Twitter has become the “eyes and ears” of the world, and hot topics trend all the time.  Pinterest would read these trends and match them to Boards for display on the front page, perhaps as defined by the viewer.

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Rebooting Your Innovation Effort

Published date: September 24, 2012 в 3:00 am

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Imagine you just completed an innovation program, but things went terribly wrong.  So wrong, in fact, that the boss won’t allow anyone to use the term “innovation” in any context. You and your colleagues spent a lot of time, money, and effort only to realize that you did not get what was promised. What do you now?  How do you reboot your innovation program?

Here are some tips:

1.  Conduct a Post Mortem:  Despite the pain, you should thoroughly examine the “dead body” to understand what happened.  How did we get here?  What stimulated the initiative?  What were our assumptions going in?  What changed?  How did we identify potential consultants to work with?  How did we vett them?  How did we select one to work with?  Did we have the right team in place?  Were we using the right method?

2.  Take Stock in the Positives:  No effort is a total waste no matter how miserable.  You should take the time to identify the positives.  What did we gain out of the effort?  What did we learn?  What were we hoping to gain and didn’t?  Is that gap still relevant?  What did we take away that we can leverage?  Did we get anything that can be leveraged in another part of the company?

3.  Refresh the Palate:  Members of your team paid dearly to be a part of their program.  They suffered the opportunity cost of being away from their work.  In return, give them a rest.  Let them recharge and catch up. People need to flush the bad experience out of their system before considering the next one.

4.  Create the Burning Platform: What is happening in your business over the next 12 to 18 months?  Is it growing?  Contracting?  What changes do you anticipate in your competitive position?  No industry is completely calm and stable, though some are more turbulent than others.  You need to spot an inflection point in your business where technology, regulatory or other forces are looming.  Then, you need to sound the alarm, create the burning platform, and gain alignment from your leaders to anticipate the problem with a new innovation initiative.

5.  Propose a Pilot Program:  Reduce the risk of a new innovation program by testing it first. A short, pilot program that addresses a specific product or service line helps you understand whether a new method is right for your company.  Pilot programs help keep your costs in line, and they help you reduce resistance to adopting new methods.

6.  Syndicate!:  Initiate the next program with the support of other departments.  Enroll other divisions to share the risks…and rewards…from the pilot.  Ask peers to chip in part of the expense, even if it is a small amount.  By “syndicating” support of the pilot program, you broaden the exposure to a successful outcome.

7.  Emphasize Skill Building: To stay competitive, companies must include innovation in their competency models. A competency is a persistent pattern of behavior resulting from a cluster of knowledge, skills, abilities, and motivations.  Competency models formalize that behavior and make it persistent.  Use the pilot program as an opportunity to partner with your Human Resources colleagues to create an innovation competency model.

8.  Create Lasting Support Systems:  Not only must you reboot the innovation culture at your company,  you must also create the support systems to make it stick.  Can we continue to use a method without  consultants going forward?  Are there training aids and tools to help teach others?  Can the pilot program be extended to a general training program?  What is the retention rate one month out?  Six months out?  How many people could be trained within your current budget cycle?  How do you continue to build innovation muscle?

Cartoon courtesy of Doug Savage at www.savagechickens.com

Academic Focus: Innovation Clubs

Published date: September 17, 2012 в 9:26 am

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The Association to Advance Collegiate Schools of Business (AACSB) wants business schools to do more to support innovation.  It wants schools to reinvent curricula to be more integrative and convene executive programs that create new ideas and networks.  “Through outreach activities, such as business plan competitions, student consulting projects, and business incubators, business schools’ activities contribute directly to innovation in the communities they serve.”

One things schools can do to foster innovation is to create a student innovation club.  These clubs create a sense of belonging, instill a sense of identity and purpose, and they extend learning beyond the traditional classroom.  Innovation clubs are a great way for corporate practitioners, innovation consultants, and venture capitalists to get involved and tap into a source of innovation talent.

Here are some examples of innovation clubs from around the U.S.:

  • Columbia Business School: The Innovation + Creativity in Business Society is a professional
    organization with the goal to build a
    community of business leaders focused on the power of creative problem
    solving and idea generation.
  • MIT Sloan School of Management: The mission of the Entrepreneurship and Innovation Club is to  reignite the spirit of entrepreneurship and to offer an intimate support system for entrepreneurs at Sloan.
  • UCMK Bloch School of Management:  The Entrepreneurship and Innovation Club, also known as the EI Club, is an organization for students, run by students, facilitating the growth of entrepreneurship and innovation across the entire UMKC campus and the Kansas City metropolitan area. The EI club offers seminars with renowned speakers based in the Kansas City-area, networking opportunities, and entrepreneurial and innovation advising.
  • Stanford Graduate School of Business:  The Social Innovation Club serves GSB students interested in exploring innovative ways to tackle the world’s most pressing social challenges and improving livelihoods for low-income populations domestically and internationally. The club believes that businesses can excel with more than one bottom line and that private sector approaches can help nonprofit and governmental organizations catalyze their impact.
  • University of Cincinnati Lindner College of Business:  The mission of The Entreprenuership Club is to create a world-class center for entrepreneurship education, research, and service, provide a forum to educate students who seek to create jobs rather than just have one, and advocate creating economic value through new venture creation.
  • Northwestern University:  The interdisciplinary, student-run organization InNUvation is designed to promote the entrepreneurial spirit on campus. An InNUvation-sponsored event is likely going to be the entry point for most of our university entrepreneurs and it acts almost as a portal for a variety of resources.

The AACSB emphasizes that “business schools do not and should not support innovation in the same ways; what each school does should depend on its context, mission, and other factors—which can differ significantly among schools.”  It is clear that business schools should approach creating value at the “intersection of different perspectives and proactively advocate for their role in innovation.”

Innovation Sighting: Apple’s Use of Attribute Dependency in iPhones

Published date: September 3, 2012 в 9:37 am

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“The Quiet TimeTM Universal System turns cell phones off automatically in designated areas such as theaters, hospitals, doctor’s offices, and business meeting rooms.  Our patented technology converts your incoming calls to text messages and alerts the cell phone owner.”

This may sound like the latest gizmo you would see at the Consumer Electronics Show.  It is actually an invention created by my students using Systematic Inventive Thinking…in 2007, the year the iPhone was first released.  Five years later, Apple has been awarded a patent described as an “apparatus and methods for enforcement of policies upon a wireless device.”   It reveals a way
to change aspects of a mobile device based on certain events or surroundings.

As reported by CNET:

“Imagine a mobile phone that automatically turns off its display and sounds when it senses that it’s in a movie theater.  For example, the phone could disable its own noise and display if it knows it’s in a theatre. It could be prevented from communicating with other devices if it detects that it’s in a classroom. Or it could automatically go into sleep mode if entering a sensitive area where noises are taboo.  In a typical scenario, the mobile device would communicate with a network access point that enforces a certain policy, such as putting the handset on mute. Users could have the option of accepting or rejecting a connection with the access point based on the policies. A single access point could also offer multiple policies.”

This is a classic example of the Attribute Dependency Technique, one of five in the SIT innovation method.  You can spot Attribute Dependency concepts immediately when you see one aspect changing as another changes.  In this new patent, Apple calls it “situational-awareness” technology.

Attribute Dependency differs from the templates in that it uses attributes (variables) of the situation rather than components. Start with an attribute list, then construct a matrix of these, pairing each against the others. Each cell represents a potential dependency (or potential break in an existing dependency) that forms a Virtual Product. Using Function Follows Form, we work backwards and envision a potential benefit or problem that this hypothetical solution solves.

Attribute Dependency is a versatile tool, and it explains the majority of new products as reported in the research by Dr. Jacob Goldenberg.  I used it to create a lot of new concepts for the iPhone in my September 2008 blog posting.  In each of these concepts, look for the telltale sign of Attribute Dependency: as one thing changes, so does another.

Washington Speakers Bureau

Published date: August 27, 2012 в 9:56 am

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To check Drew’s availability, click HERE:  Washington Speakers Bureau
 

Innovation on Demand: A Systematic Approach
Drew’s Topics:
  • Business Growth/Strategy/Trends
  • Change – Managing/Leading It
  • Corporate Culture
  • Innovation
As leaders, we want our organizations to be more innovative, but we struggle with how to make it happen. We invest substantially in innovation consultants and methods, but we don’t seem to get any better at innovation. Drew Boyd leads us through a life-changing experience to a new, effective way to innovate. He teaches us Systematic Inventive Thinking that enables us to see our products and services in entirely new and different ways. By applying these patterns, everyone in the firm can learn to innovate on demand. In turn, the organization will grow, change and prosper. Drawing from 17 years’ experience at Johnson & Johnson, Drew shares insights and methods that create personal and organizational success through innovation. Audiences discover:
-How to break the fixedness that holds us back from seeing new possibilities
-How to be two-way innovators
-How to connect innovation with the strategic direction of the firm and find your Innovation Sweet Spot
-How to organize and lead innovation teams
-How to embed innovation into the corporate culture, so that the
ability to innovate is sustained through organizational change.
 
To check Drew’s availability, click HERE:  Washington Speakers Bureau
 

The LAB: Innovating Social Media Apps with SIT (August 2012)

Published date: August 27, 2012 в 3:00 am

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Marketers have such a wide array of social media apps to choose from that it can be overwhelming.  Tools such as Go2Web20.net can help sort through the maze and narrow down the search to catergories of apps such as mobile, Facebook, gaming, and so on. But to squeeze more out of social apps, the savvy marketer looks for ways to innovate in a way that supports the brand.  For this month’s LAB, let’s apply the innovation method, SIT, to social media apps as a means of brand building.

This is not the first time we’ve applied innovation techniques to social media.  In the October 2009 LAB, we demontrated how to apply social apps to a large field organization such as a sales force or delivery fleet.  The key was using the Task Unification Technique, one of five in the SIT method. To use Task
Unification, we take a component of a product, service, system, etc,
and we assign an additional “job” to it. For this month’s LAB, we will apply the same basic approach to brand building.  Imagine you are the brand manager for the billion dollar Febreze® franchise, and you are looking for ways to stretch the brand into eliminating pet odor. Here is how it works.

We start by visiting Go2Web20.net.  I randomly pick an application from this list.  Then I assign the app the additional job of promoting Febreze® for eliminating pet odor.   I create this statement: “XYZ App has the additional ‘job’ of promoting Febreze® for pet odor elimination.” This is our Virtual Product in the SIT method.

The key is to imagine non-obvious applications for creating new, innovative services. You have to literally force yourself to imagine the brand using the inherent aspects of the Web 2.0 application to increase awareness or loyalty.

Here are examples created using Task Unification:

1. Micello:  Micello is the leading provider of comprehensive indoor venue maps for mapping and navigation companies, retailers, hospital groups, mobile carriers and application developers.  To innovate it, we imagine assigning this app the “job” of promoting Febreze® for pet odor elimination.  How would it work?  Suppose the Micello technology is used to create an internal map of your home – each room, each piece of furniture – and it tracks where your pet spends its time.  It uses this information to create an odor “heat map” where Febreze® will be needed the most.  It suggests to the pet owner that Febreze® can tackle the toughest pet odor jobs in the house.  This reinforces the brand promise.

2. Zamzar:  Zamzar converts files to different file types and does it all online without having to download any software.  To innovate this app, we have to understand the essence what the app is trying to accomplish.  Zamzar is a conversion tool – one format changes to another.  So we imagine giving the app the “job” of promoting Febreze®. It seems very odd at first, and that is typical when using this method. Let’s imagine Zamzar is converting one odor type to another.  Perhaps it is converting different types of furniture or carpet to a specific Febreze® product or dosage.  The key to think of it from the consumer’s point of view.  Pretend Zamzar is a smartphone app that let’s them input the type of odor and the fabric that smells to get recommendations on how to remove it.  Again, the app connects the brand to the odor elimination brand promise.

3. Tupalo:   Tupalo lets you discover, review, and share the best local businesses with friends.  There many apps that do this type of function across various domains – restaurants, stores, movies, and so on.  In our example, we could imagine Tupalo lets pet owners share their success stories and recommendations managing pets and pet odors.  Perhaps it is an app that recommends parks, hotels, or other venues that are friendly to pets.  The app associates the Febreze® brand to the “pet friendly” promise.

4. eFamily:  eFamily lets you connect, share and preserve memories in a private, safe and intuitive social network built for families. Your most valuable digital content is preserved in high definition and password protected.  Most pet owners see their pets as members of the family, so this one is almost too obvious.  The trick here is to imagine some non-obvious applications.  The essence of eFamily is privacy.  Perhaps Febreze® sponsors a pet owner version of this app that lets owners of the same breed be part of their own private social network.  Pet owners often take pride in the breed of the pet, so this site would create a sense of prestige and belonginess.  The goal, again, is to connect the brand to positive attributes in the minds of pet owners so they are more likely to see Febreze® as an essential product in managing their pet.

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