Revisiting the Idea of a Fully Formed Idea |

What elements comprise a fully formed idea? How might originators capture the evolution in their thinking about their ideas over time? Innovation architect Doug Collins—older and, debatably, wiser—revisits his thinking on this subject.

Many groups coin abbreviations and acronyms as ways to help them decide what to do. Project managers use the SMART mnemonic to set program goals: Specific, Measurable, Attainable, Realistic and Time-sensitive. Pediatricians use the Apgar score to help them assess the health of newborns: Appearance, Pulse, Grimace, Activity, and Respiration.

People who practice collaborative innovation have their own shorthand, as well. For idea capture they use OIA: observation, implication, and application. Chris Miller, who founded innovation consultancy Innovation Focus, developed this approach as part of his Hunting for Hunting grounds method, through which participants identify new opportunities for growth. I explored the OIA approach’s use in collaborative innovation in an earlier article. An example of OIA follows (figure 1).

Figure 1: example of OIA

Click to enlarge

Click to enlarge

OIA enables originators to capture and share fully formed ideas such that their fellow community members and stakeholders have enough information to comment, assess, and decide next steps. I have found, too, in working with clients that OIA offers further benefits beyond enabling people to capture their ideas in full… Leer más “Revisiting the Idea of a Fully Formed Idea |”

Innovation Matrix 4.0 –

If you google “innovation,” you get more than 417 million results. If you narrow it down to “Innovation Management” you knock that number down to 3,160,000 results.

On amazon, you get 228,716 hits for “Innovation.”  54,485 of those are in Books.  You can cut the number down to 1,330 in the Patio, Lawns & Garden category, but that probably doesn’t do you much good.

If you’re trying to make your organisation more innovative, how can you navigate all of the available resources?

That’s one of the problems that I’ve been trying to solve with The Innovation Matrix.  It’s changed a lot since the last time you’ve seen it.  I’ve been using my Artefact Cards to help figure out how things work.


First up, the big news: I’m collaborating on this now with Nilofer Merchant! She and I are developing the ideas together, and as we start to roll them out in earnest, you’ll see some big differences.  She explains what we’re up to here:

It is an idea that when developed could help any organization figure out where they are, and the moves to take based on where they want to be.

We’ll be sharing as we go. Which means anyone — quite possibly you — will have ideas on what to include or cover or you will start to challenge our thinking and in doing so, shape ours. You will ultimately be the sharers of those ideas, if you deem them worthy.

For now, I’d just like to outline the rationale behind this tool.

Innovation is important because it drives growth.  It may seem like a buzzword, but if you want to grow, you’ll need to innovate.  That’s why you need to find a way through all those results on google and amazon. Leer más “Innovation Matrix 4.0 –”

BY STEFAN LINDEGAAR: Open innovation is like dating!

While he was the head of Connect+Develop at P&G, Chris Thoen, said that open innovation is very much like dating. You need to look good so that you can become the preferred partner of choice among your suitors.I like stories, analogies and metaphors on open innovation as they can help better communicate the benefits as well as the challenges of open innovation. Here you get some of my favorites. Let me know what you think and please add your own. It would be great to have a collection of this.

Playgrounds and sandboxes: I often liken open innovation – and even more relevant today the use of social media for innovation efforts – to a playground or…

Why Innovations Are Arguments

How can a company “get it”? The only way is to hang out with people obsessed with some conclusion about empowering the human experience. To understand early the empowerment that personal computing represented, one would have had to hang out with the members of the Homebrew Computer Club, which spawned Apple Inc. along with about 26 other companies. Similarly, to understand what the empowerment of the automobile would mean, one would have had to hang out with those who made up the inner circle of the early Detroit auto industry. To “get it” means having both the staunchness and the humility to join the dialogue and contribute something — hopefully, an original argument — to the debate; and, if a company cannot contribute even a flawed, or rough, but original argument to the debate, then it can never “get it.”
A company has to do more than look for applications of its technology, acquire technology or just make knock-offs. It has to own a paradigm — a conclusion to an innovation argument. Every business must understand how what it is doing empowers humans. This, plus operational excellence, can make a company almost unstoppable.
By Randall S. Wright 

Too many executives confuse what an innovation is with what an innovation would do for them if they had one. The solution? Think of innovation as an if-then argument.

ATTEND ALMOST ANY conference on innovation, and one will hear someone in the audience ask, “Yes, but how are you defining ‘innovation’?” Why is there no clear, shared meaning of “innovation”? I believe it is because most executives confuse what an innovation actually is with what an innovation would do for them if they had one. For example, most companies think of an “innovation” as something that wins a sale with a better solution, increases revenue or takes market share from a competitor. But those aren’t definitions of innovation. They’re outcomes executives would like to get from innovation.

Steve Jobs and Bill Gates at the fifth D: All ...

The problem is a serious one, not the least because companies send engineers, “technology entrepreneurs” and “technology scouts” in search of innovations when a shared understanding of what they are looking for may not exist across the organization’s people and functions or between “scouts” and managers. More significantly, to “innovate” means to “regenerate” — and most companies decline or fail because they fail to regenerate.

I propose that all true innovations are arguments. By this I mean that all innovations are composed of three elements: a proposition and a conclusion linked by an inference. I further propose that this is not merely a convenient or workable definition that covers most instances of innovation. Far from it: Stating that innovations are arguments is not just stating a definition — it is an identity, an equality. Innovation = Argument.

Let me explain. When the late Steven Jobs went to Xerox’s Palo Alto Research Center in December 1979 to kick around the lab to see what was up, he made an argument — an innovation. He stumbled on a proposition — the graphical user interface — and inferred that this interface would be the way that everyone would experience computing. Jobs later told Rolling Stone, “Within 10 minutes, it was obvious that every computer would work this way someday. You knew it with every bone in your body.” Steve Jobs was an innovator because he could make inferences between technology propositions and conclusions about human experience. Leer más “Why Innovations Are Arguments”

The 6 Features Needed In Your Idea Management System

What are the features you need in your idea management system?
Idea capture and tracking
Idea evaluation
Idea collaboration
Track ideas through your innovation process/gates
Ability to pause ideas
Support innovation challenges

To learn more, listen to the podcast … or subscribe to the podcast in iTunes

Note: This podcast also celebrates the seven (7) year anniversary (March 22nd) of the Killer Innovations podcast. There is a special “ask” at the end of the podcast …


Via Scoop.ithuman being in – perfección

Idea Management Is Key To Your Innovation Strategy
Ideas are the currency in the new creative economy therefore you need tools to manage this valuable asset as part of your overall innovation strategy. Idea management is often overlooked as a crucial component in the overall innovation process. Leer más “The 6 Features Needed In Your Idea Management System”

How to reduce innovation risk

Align innovation to strategic goals. Far too often, innovation activities jump the tracks, pursuing interesting ideas that aren’t in line with corporate goals and strategies. This is an especially damaging result: good money and resources spent on poor outcomes. A clear strategic goal and documented scope provides a framework for innovators, increasing their chance of success.
Executives clearly committed to innovation. Rather than propound the need for innovation, executives need to provide the best resources, provide funding and stay engaged in early innovation efforts. Otherwise innovation is viewed as the flavor of the month and slowly withers from a lack of engagement and a dearth of resources.
People who understand what to do. Many innovation teams are simply going through the motions of innovation, pantomiming their way to an acceptable idea. They aren’t trained in innovation tools or techniques, and, more importantly, aren’t open to really big ideas. They haven’t changed their perspectives, still encumbered by the risk profiles of the business. Only when the best people are on innovation teams, have released their thinking anchors and have received training on the best innovation methods and tools can innovation succeed regularly.
Clear insights into customer wants and needs. Far too often innovation teams review existing market research and suggest ideas that extend existing products and services. It’s rare that an innovation team meets a real customer, much less explores new unmet or unarticulated needs. Identifying and validating new needs and creating ideas based on these needs will greatly reduce the risk of innovation.
Doing innovation at speed. Most innovation teams struggle with the culture, which is resistant to innovation, focused on the status quo, stuck in meetings. Most innovation teams lack sufficient resources and pull people on a part-time basis from their day jobs. Most innovation teams have to invent their innovation processes, which delays the work and forces the people around them to question they ability to innovate. The longer an innovation project drags on, the less likely it is to be successful. And the longer a project drags on, the less valuable any needs or insights that were spotted become. Innovators can reduce risk by creating educated teams following defined workflow and working quickly to ascertain needs, generate ideas and validate those ideas in the marketplace. Instead of slow and steady, move fast and steady.

By the way, while we are on the subject, there are several ways of reducing risk that don’t work well:

Reducing the scope of the idea. Many, many ideas start life as interesting and disruptive concepts, and over time are reduced, shrunk and rounded off to become incremental at best. Yes, this reduces the risk but also eliminates much of the differentiation and the reward
Fast follower. Many organizations believe that they can wait for others to innovate, then quickly copy the product or service. The fast follower model works if 1) your development teams are truly fast (which most aren’t) and 2) you understand what the customer values in the product you are copying (many times firms don’t understand the customer value proposition). As product cycles shrink and customers become ever more discerning, fast followers are left with less and less margin. Again, little risk but little reward.

There are many more ways to reduce innovation risk, but we don’t have time or space for them in a blog post. This should be the first order of business for any innovator – trying to define the types and nature of risk that innovation presents, and understanding how to eliminate or reduce risk. It’s strange actually – everything about business is a risk/reward tradeoff, yet in many organizations we’ve lost the ability to balance the two, and seek only opportunities with no risk and little reward.

posted by Jeffrey Phillips

Every day when I come to work I scan my Twitter stream and get insights from hundreds of people who have excellent perspectives on innovation.  There are people who write about open innovation.  There are people who write about business model innovation.  There are people who write about new products, innovations in specific industries and topics like reverse innovation.  The diversity of insights and range of topics demonstrates how valuable innovation can be.  But while there is great diversity of opportunity, there also remains a great distribution of success and failure, which creates innovation risk.  And while there are many types of innovation, one common factor in all innovation efforts is risk.As I’ve written in Relentless Innovation, innovation is fraught with risk.  There is risk that an innovator won’t identify important needs.  Risks that innovation teams disrupt the regular operations of a business.  Risks that even a promising idea isn’t accepted by the customerswhose need it was meant to address.  Instead of the scarlet “A” from Hawthorne’s novel, every innovator and every innovative idea wears the black “R” for risk.  And in the modern business model, risk is to be avoided at all costs.Risk introduces uncertainty, costs, variability and unpredictability.  These factors run in opposition to business as usual – the work most firms have done to streamline operations, create predictable short term results, eliminate unnecessary costs and reduce or eliminate variability.  Innovation introduces the snake of risk back into the garden of efficient, effective business operations.  And yes, that snake whispers sweetly to some executives about the mythical risk/reward tradeoffs.

Clearly, if our highly efficient, productive business models are to become more innovative, they need to believe that innovation risk can be reduced or controlled.  Either that or the operating models must become far more comfortable with risk and its costs and variances.  I suspect the latter requires far more cultural change than many firms will sustain.  If the tradeoff is trying to reduce innovation risk or reduce the resistance of the culture to risk, I think the former is the place to start.

How does a firm reduce or eliminate innovation risk?  I think there are at least five actions that can dramatically reduce innovation risk.  Note that I didn’t say eliminate risk.  I doubt that is possible, but I do believe innovation risk can be dramatically reduced through the following actions… Leer más “How to reduce innovation risk”

End of Year Innovation Questions

As you may have already guessed, John and I are mentally wiped out right now and are taking a short break from blogging. We’re saving up ideas and posts and will be ready to go again once the new year starts.

In the meantime, here are a few questions to consider. If you’d like to answer them in the comments, it would be fun to have a discussion on these issues:

1. What’s the most innovative thing you’ve done this year?
2. What will you do next year to build on this year’s success?
3. What is your greatest innovation challenge right now?

Thnxs to Tim Kastelle & John Steen | Innovation Leadership Network

As you may have already guessed, John and I are mentally wiped out right now and are taking a short break from blogging. We’re saving up ideas and posts and will be ready to go again once the new year starts.

In the meantime, here are a few questions to consider. If you’d like to answer them in the comments, it would be fun to have a discussion on these issues:

  1. What’s the most innovative thing you’ve done this year?
  2. What will you do next year to build on this year’s success?
  3. What is your greatest innovation challenge right now? Leer más “End of Year Innovation Questions”