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Innovation posts of the week: Organizational Innovation


http://www.game-changer.net/2010/10/03/innovation-posts-of-the-week-organizational-innovation/ The secret sauce of innovation – PARC blog via  @ariegoldshlager Promote Failure, Fail Forward by  @lindegaard Innovation Democracy: W.L. Gore’s Original Management Model Organizational Innovation via @dscofield Designing Innovative Services Begins with Four Questions – HBR Kevin Kelly and

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Publicado en Jorge Barba

Insights first, ideas second


A more strategic way of generating ideas is to focus on building ideas on top of insights. Don’t get me wrong, thinking stuff up is fun. You let your imagination run wild, think of the impossible and think all kinds of stuff only you can imagine. It’s your own dream world! Mostly all these ideas will be way ahead of their time or not even doable. That’s why we need to combine our imagination with our intellect. Our intellect drives our capability to discover insights and our imagination helps put the pieces together in a new way.

So how do you discover new insights?

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Publicado en Jorge Barba

Innovation. What gives? | By Jorge Barba


Spotted this tweet a few minutes ago: #Innovation is rare. Proof: millions of cookbooks sold and read all with practically the same recipes. What gives?

What gives? Human nature.

Innovation is about people and whatever beliefs, habits and attitudes people have are the limiting factors that prevent them from adopting new viewpoints or ideas. Yes, innovation can be taught but as Jose Briones says: it requires that people have an open mind and that is an incredibly scarce resource.

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Publicado en Jorge Barba

Prepare for the unexpected


Imagine that you are a pilot and you have to fly through a 5 mile canyon upside down. It’s actually kind of hard to imagine because it’s not something you’re trained to do but it’s something that could happen in a real life situation. It’s a scenario that’s outside your direct experience, you find it hard to accept it as possible and even worse adapting to it.

Now think about it this way:

What if businesses were judged on their ability to create ‘happiness for customers’? What if all those like buttons had less to do with becoming a fan and more to do with specific actions an organization took to actually make a customer happy? What if you hired people based on how happy they’ll make your customers? What if there were a ‘customer happiness index’ dashboard (Tweetdeck) and we’d all have access to it just like the stock market? What if businesses were penalized for wasting people’s time?

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Publicado en Jorge Barba

Remove the associative barriers that hinder new ideas


For example if I say ‘car’ someone might say ‘tire’ because our minds make that connection automatically because we know it exists. But how about if I say ‘granola’ and someone else says ‘water’, which makes no sense to some of us but if you put the two together that person might see ‘river’.

So in other words when someone sees something different out of the unknown it’s because that person has very low associative barriers.

One of the reasons why most of us can’t make insightful new connections between dissimilar things is because we have ‘high associative barriers’. A person with high associative barriers will quickly arrive at conclusions when confronted with a problem since their thinking is more focused. He or she will recall how the problem has been handled in the past or how others in similar situations solved it. A person with low associative barriers, on the other hand, may think to connect ideas or concepts that have very little basis in past experience, or that cannot easily be traced logically.

The question then is how do we remove these barriers?

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Publicado en Jorge Barba

From noticing to insight


There are a lot of ways to have insights, from quieting your mind to cultivating happiness all around you. Yet it doesn’t stop there, these are conditions that contribute to having insights. But what about active insight recognition?

That’s where observation comes in. Engaging one’s attention, not just seeing, contributes to the ability to make distinctions and then wondering why those distinctions exist.

For example have you noticed that some people, especially women, sit very close to the wheel of the car as if almost driving with their teeth? This can be attributed to many things such as their height, but that’s not entirely true. Elderly people come to mind when thinking about this but they have some physical limitations such as strength, shortsightedness and height. So why do some people drive almost with their teeth?

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Publicado en Jorge Barba

It’s not going to happen here?


In countries like Mexico, new ways of doing business don’t get adopted until very late in the game (years later!) where the approach has been turned into a winning algorithm by someone else on another part of the world (See Groupon). Being the first to market doesn’t mean you’ll win the game, building a better business model does. And this depends more on a unique insight you found that feeds your point of view and not someone else’s.

Saying that a certain trend won’t affect you is really saying that you and organization don’t care if you become irrelevant. Your role in the future is simply not important. Why not increase the rate of change where you are and force your competitors to adopt to you? Why not shape the ecosystem and position yourself as the apex? Why wait?

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Gabriel Catalano

Gabriel Catalano

Gabriel Catalano

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