The Maker movement is steadily gaining steam and some cities are looking to help it grow and thrive, seeing it as an opportunity to inspire artists and entrepreneurs. One such city is Edmonton, which lies in the Alberta province of Canada, and its program in their public library system to provide maker spaces staffed with library employees and equipped with 3D printers, computers with Apple’s Garage Band and Adobe’s Creative Suite, and more.
Here is a video of Peter Schoenberg of the Edmonton Public Library introducing the EPL MakerSpace:
If you’re not familiar with the Maker movement, then check out these pages:
“According to Atmel, a major backer of the Maker movement, there are approximately 135 million U.S. adults who are makers, and the overall market for 3D printing products and various maker services hit $2.2 billion in 2012. That number is expected to reach $6 billion by 2017 and $8.41 billion by 2020. According to USA Today, makers fuel business with some $29 billion poured into the world economy each year.”
“As someone who has seen firsthand what can happen if the right tools, inspiration and opportunity are available to people, I see the Maker Movement and these types of Maker Faires as being important for fostering innovation. The result is that more and more people create products instead of only consuming them, and it’s my view that moving people from being only consumers to creators is critical to America’s future. At the very least, some of these folks will discover life long hobbies, but many of them could eventually use their tools and creativity to start businesses. And it would not surprise me if the next major inventor or tech leader was a product of the Maker Movement.”
So what do you think?
How much of a contribution to the future of innovation will the Maker Movement make?
How important is supporting the maker movement to the future of an economy?
Is this trend sustainable?
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As innovation becomes increasingly recognized as the sustaining lifeforce of any company, more organizations are investing in improving their connections to startups, entrepreneurs, academic institutions, researchers and other outside entities to strengthen their pipelines for insights, ideas, and collaboration.
To support this effort, some companies are even creating dedicated physical spaces for this collaboration to occur, and regular events to attract startups, entrepreneurs, and the like for collaboration events.
The embedded video provides a peek inside Johnson & Johnson’s Innovation Center and some of their efforts in this area.
Is your organization undertaking similar efforts?
Are they considering it?
And those of you that have done something like this already, have you been satisfied with the results?
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Every once in a while someone comes along and takes what most people believe is a mature category and finds a way to inject new life, new innovation into it.
What’s even more impressive in the case that I’m about to talk about is that a new entrant has found a way to innovate in a category where the dominant player is often held up by innovation consultants and innovation keynote speakers (like myself) as a company that has an innovative culture and working environment, plus an open innovation program worth looking at.
What established player am I speaking of?
Lego
And if you’re not aware of their open innovation program, it is called Lego Cuusoo.
So how could someone come in and realistically challenge Lego?
By coming in with a building toy approach that is both Lego compatible but while simultaneously introducing new design and building capabilities.
The main thing that this new competitor is bringing to bear to compete with the dominant Lego, is motion.
Think about what would happen if you smashed together the basic tenets of Lego with the basic tenets of Hasbro’s Transformers (more than meets the eye), and you’ll start to get an idea of what this new competitor is bringing to their crashing of the Lego party.
Who is this Lego competitor?
They are called Ionix Bricks.
They launched into the marketplace with a Saturday morning cartoon called Tenkai Knights on the Cartoon network.
Here is a video review of some of the initial robot characters, showing how they transform and can be configured and played with:
At first glance they look pretty fun!
Will they catch on and take some of the building toy market away from Lego?
What do you think?
Personally, I think that they have a chance of doing so, and if nothing else I think that Ionix Bricks and the Tenkai Knights are a good reminder that even in categories that people might think are pretty mature and the dominant player is unlikely to be disrupted, that isn’t necessarily the case.
And if you get bored with the pieces that come in any of the Tenkai Knights building sets?
Well, because they are compatible with Lego and other leading building sets, you can attach all kinds of crazy, random Lego pieces that you might already have from castle, space, or other kinds of sets.
Ionix Bricks are a good example of the “C” from SCAMPER – Combine – as they are exactly the kind of outcome you would expect if you combined Legos with Transformers. I wonder what kind of other crazy toys some young toy designer out there could come up with by combining Legos with something else.
In the meantime, I challenge you to keep challenging your own orthodoxies about what your product or service should look like, and how your industry should operate. You never know what kind of crazy new potential innovation you might come up with if you never take your product or service as perfected and keep challenging things at the edges.
What things about your product or service could you challenge? How could SCAMPER or other ideation tools help you?
I will be at the Back End of Innovation conference (November 18-20, 2013) in Silicon Valley. I hope you’ll join me!
According to Wikipedia, Chipotle was founded twenty years ago by Steve Ells (1993). Chipotle had 16 restaurants (all in Colorado) when McDonald’s Corporation became a major investor in 1998. By the time McDonald’s fully divested itself from Chipotle in 2006, the chain had grown to over 500 locations. Today, 37,310 employees at more than 1,400 locations in 43 U.S. states and Washington, D.C., three Canadian provinces, the United Kingdom, and France (all company-owned, no franchises), help Chipotle generate an annual net income of US$278 million (2012).
Also according to Wikipedia, founder Steve Ells attended the Culinary Institute of America before becoming a line cook for Jeremiah Tower at Stars in San Francisco. It was there that Ells observed the popularity of the burritos in the Mission District taquerías. In 1993, Ells took what he learned in San Francisco and opened the first Chipotle in Denver, Colorado, in a former Dolly Madison Ice Cream Store near the University of Denver campus using an $85,000 loan from his father. Ells and his father calculated that the original restaurant would need to sell 107 burritos per day to be profitable, but after one month, it was selling over 1,000 burritos a day.
But according to Steve Ells himself in the video below, he didn’t start out to create a chain of burrito shops, but instead opened the first one as a means to generate cash to open the restaurant he dreamed of opening. So he didn’t set out to help create the growing casual dining category, he didn’t set out to be the head of a multi-billion dollar company, but he did set out with a vision to create a restaurant that would serve fast and fresh Mexican-inspired cuisine.
See the Chipotle Story – How it All Started:
See more about the Chipotle Culinary Story:
Watch One Man’s Quest for Better Tasting Pork (while released in 2011 it, according to Wikipedia, details a journey made in 1999):
And it is in this journey to understand how he can source better ingredients at scale a couple of years ago that led to the 2001 launch of their Food with Integrity mission. Some of the most recent efforts to support this mission have become more fun and more social. This includes activities like the release of a video called Back to the Start that features a Coldplay song ‘The Scientist’ sung by country music legend Willie Nelson that was made available for download with proceeds benefiting the Chipotle Cultivate Foundation and its dedication to creating a sustainable, healthful and equitable food future.
And most recently, this year they have created an App called Chipotle Scarecrow that rails against factory farming and they’ve created this movie called The Scarecrow to promote the App:
Don’t worry, all of this is leading somewhere.
It has led me to an idea that I want you to consider as you look at your innovation efforts.
It is the idea of Backwards Innovation.
What is Backwards Innovation?
It is the idea that in our quest to become ever more efficient and more effective, sometimes we go too far.
Or we pass a point from which, we can actually create innovation by going…backwards.
So today, the area of greatest opportunity for innovation in the food industry is in backwards innovation, by creating value by seeking in some ways LESS efficiency and by becoming MORE effective in DIFFERENT ways.
So, as you all continue to seek innovation, you must sometimes ask yourselves:
In our quest for efficiency have we gone too far in some ways, or have we reached a point where opportunities are created that might at first glance look less efficient?
In our quest for greater effectiveness, should we now be seeking to be more effective in different ways?
Have we been seeking increased technology for so long now in this area that now people almost want less technology?
These are just three backwards innovation questions you might ask yourself.
What other backwards innovation questions can you think of?
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As the saying goes, ‘what’s old is new again’. Only this time robots and hand-held computers (aka smartphones) are involved.
I was having a conversation recently with a colleague about the retail industry and I made the point that all retail stores are warehouses, only some are prettier than others.
Walk into the average Macy’s or other department store and you’ll see piles of inventory out on display in the store, of every size (from small to XXXL) and variety (white, black, brown, etc.) with even more in the back. All of this inventory has been tagged for individual sale and is there every day, just in case the person who wants that size, color, style, whatever, walks into the store ready to take it home today.
Contrast this with Argos in the UK or the now-defunct Best and Service Merchandise in the United States whose business model was to have only certain items out on display in the retail store, with the rest of the inventory in the back ready to be picked (much like an eCommerce environment) once the product(s) were ordered.
Apple Stores are a hybrid between the two. Accessories are out on the floor boxed for individual sale, while iMac and iBook computers, iPad tablets, and iPod mp3 players are all out of the box and display in droves for customers to try out and hopefully purchase. Then if they do, the box appears from the warehouse in the back.
But there is a new wave of entrepreneurs trying to bring back the catalog retailing business model into the modern age. Version 1 was standard eCommerce where the catalog was available online instead of in the store and no physical retail stores had to be maintained, leading to a financial advantage for online retailers like Amazon. But eCommerce has a weakness, and that is in product categories need to know how something fits or feels or otherwise fits their style or life.
This has led to the rise of what physical retailers rail against, the concept of showrooming. If you’re not familiar with what showrooming is, it is the pattern of behavior where potential customers come into a physical retail store, explore the product, try it on if necessary, and then leave the store and buy the product online from a competitor like Amazon.
Some entrepreneurs are beginning to recognize the collision of some of the mobile technologies that underlie the showrooming trend together with automated robotic picking technologies and the recognition of inefficiencies in the traditional retail warehousing model.
One example is a Seattle area entrepreneur who left Amazon to launch a business called Hointer that while they are talking about how they are revolutionizing the premium jean shopping experience for men, their real strategy is to use their store as a rapid prototyping and testing environment to develop a technology platform supporting the browsing, trying, and checkout process that they hope to sell to a number of different retailers all around the world. Their modernization of the catalog showroom business model is predicated on reducing the square footage and personnel required to operate a store, thus increasing (hopefully) the dollars per square foot ratio that most retailers use as their success metric. One side benefit of the approach is that salespeople will be able to spend less time folding clothes and more time helping customers. Imagine that.
Will this robotic retailing concept catch on with more than utilitarian shoppers?
Image Credits: Daily UW, Hointer
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Somewhere across the vast reaches of social media (I can’t remember where) I came across a small but growing internet television service called Aereo that allows you to stream live television over the internet on any device or even to record up to two shows at once like you would with a DVR – for only about $80 per year. Imagine a roof antenna or rabbit ears on your TV that happened to be somewhere you never had to see them. Aereo makes that possible. Here’s how:
1. They’ve made the TV antenna unbelievably small
So small it fits on the tip of your finger. But it still gets awesome HD reception.
2. They’ve connected those antennas to the Internet
They designed a way to put tons of these antennas in data centers, along with massive amounts of storage and super-fast Internet connections.
3. They give you control of your own antenna
They’ve built a simple, elegant interface to let you control this antenna. With any device you want, over the internet. All without boxes, cables, or cords.
The company has been around for about one year now and is now expanding to 22 additional cities. Cable Television Distributors are of course fighting back against this potential disruption, but Aereo maintains that their solution is legal. The bigger questions though are:
Is Aereo disruptive? Does it have the potential to make people switch? (possibly when combined with Hulu and/or Netflix and Amazon Prime)
Will Aereo be able to gain enough momentum to make cable television stations jump on board what might become part of an expanded premium offering?
What do you think?
UPDATE (2022): Eventually the cable companies won in court and Aereo was forced into bankruptcy where Tivo ended up buying them for $1 million. Sad but true. And now we have multiple offerings like YouTubeTV that have not been forced to cease operations – but at a much higher cost.
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I came across an IndieGogo project that is focused on building and trialing a gravity-powered power station that can serve either as a lantern or as a flexible power source that can be used to power a task light, recharge batteries, or potentially other things that users might dream up that the designers can’t yet imagine.
Check out their video from IndieGogo:
They have already raised FIVE TIMES the money they set out to raise on IndieGogo.
I found it interesting in their promotional video that initially they started with a design challenge of designing a system that would charge a light for indoor use using a solar panel, but that they decided to abandon the approach specified from the outset and pursue alternate power sources.
Also interesting from the IndieGogo project page are the following facts:
The World Bank estimates that, as a result, 780 million women and children inhale smoke which is equivalent to smoking 2 packets of cigarettes every day. 60% of adult, female lung-cancer victims in developing nations are non-smokers. The fumes also cause eye infections and cataracts, but burning kerosene is also more immediately dangerous: 2.5 million people a year, in India alone, suffer severe burns from overturned kerosene lamps. Burning Kerosene also comes with a financial burden: kerosene for lighting ALONE can consume 10 to 20% of a household’s income. This burden traps people in a permanent state of subsistence living, buying cupfuls of fuel for their daily needs, as and when they can.
The burning of Kerosene for lighting also produces 244 million tonnes of Carbon Dioxide annually.
So, what do you think, a meaningful innovation or an interesting but impractical invention?
More information available on their web site here.
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A while back on the drive home from the Seattle-Tacoma airport (SEA) after a trip where I served as an innovation speaker at an event, I noticed a large building by the side of the freeway advertising Indoor Sky Diving. The sign peaked my curiosity to investigate what indoor sky diving could possibly mean and so I set up a visit with iFly Seattle co-founder Lysa Adams.
My visit surfaced three key innovation-related concepts I would like to discuss:
Challenging Orthodoxies
Changing Perspectives
Tunnel Vision
1. Challenging Orthodoxies
Rowan and I talk a lot here on Innovation Excellence about how challenging orthodoxies is one way to identify insights to drive innovation efforts, and it made me wonder:
Have they successfully challenged the skydiving orthodoxies that you need the following to experience the thrill of skydiving or ‘flying’?
To jump out of an airplane
To carry and deploy a parachute
To learn several parachuting skills before progressing to sky diving
What if you could experience experience sky diving without the parachute and the airplane and the training?
Well, after my visit it was clear that iFly and SkyVenture have successfully challenged these orthodoxies with the indoor flying centers they’ve built here in Seattle and 22 other locations around the world including Hollywood, Dubai, and Singapore.
The facility itself seemed to be well-designed, recycling the air through two fan-driven intersecting circles of air that are accelerated from about 30mph through the basement up to 100-160 mph through the chamber up and back around again. Integrated into the space around the necessary apparatus are meeting rooms for corporate team-building events and party rooms for private functions. Organizations as diverse as Microsoft, Boeing, and the military have used the facility. It’s a pretty a cool facility and it was even a fair amount of fun just to watch others fly from the integrated viewing area.
So what is indoor skydiving and how can you experience the thrill of skydiving and ‘flying’ without the plane or the parachute? Well here is a video that shows an amateur learning the basic skills in their first session:
In a vertical wind tunnel people are able to fly in any of the four different skydiving positions – stomach, back, sitting, and head down (after mastering the previous one) – supported by wind speeds typically of 100 miles per hour or higher (an indoor hurricane). The vertical wind tunnel at iFly Seattle is state of the art, allowing wind speeds of up to 160 miles per hour.
I had the opportunity to learn how to fly and try it out for a couple of minutes, and I looked pretty much like the novices in the video above. I was flying successfully by my second minute, floating up beyond the reach of the instructor temporarily, and never felt any of the fear I might have felt if I had done my ‘flying’ by jumping out of an airplane. It was an amazing experience, and I could see how it could be very addictive.
So other than challenging orthodoxies, what does any of this have to do with innovation?
2. Changing Perspectives
Innovation often comes from looking at things from a different perspective, or from observing something potentially valuable to your target customers in another context that you can adapt and bring to them as a new solution offering.
This change in perspective can come from using creativity tools like Edward de Bono’s ‘Six Thinking Hats’ or other tools like mind mapping, brainstorming, brainwriting, SCAMPER, SIT, or from building and tapping into a Global Sensing Network.
Or it can come from physically changing your orientation. In the case of sky diving, sometimes sky diving teams have to get down on their bellies on wheelie boards on the concrete to show each other the tricks they plan to do in the air or in the vertical wind tunnel. It’s hard for the brain to imagine in a vertical orientation what is going to take place in a horizontal orientation, and this simple physical shift makes all the difference.
If it doesn’t come natural to our brains to imagine the horizontal from the vertical, imagine the trouble our brains have imagining different business contexts without being immersed in them. We often have to go see the other context for ourselves as a result, but a Global Sensing Network can help avoid this need to some extent. But this requirement to see things for ourselves highlights something very important. Because changing perspectives presents a challenge for our human brains, it presents an opportunity for us to work to achieve competitive separation.
Imagine the competitive advantage your organization could build over the other organizations in your context if you could build up your perception shifting muscles to recognize the relevant challenges and opportunities in other geographies and contexts faster than the competition?
3. Tunnel Vision
Do you remember what is like the first time you learned to drive a car? Do you remember how much you had to focus on every little detail from how hard you were pushing the accelerator to how fast you were moving the steering wheel left or right? But how much attention do you pay to these things now?
It came to me as I was staring at the vertical wind tunnel and talking with Lysa Adams about the challenges that beginners have when they learn to jump out of a plane and deploy a parachute, that when it comes to the human brain we have tunnel vision while learning a new skill. This tunnel vision, caused by our lack of experience, causes us to focus on a very small subset of parameters in the environment and makes it impossible for us to notice a lot of the other things going on around us or to focus our attention more broadly.
When it comes to innovation, most organizations suffer from innovation tunnel vision because as they look to involve more employees in their innovation efforts, they don’t give their employees the opportunity to learn and practice new innovation skills. Instead in many organizations we expect employees to just be innovative.
When it comes to creativity skills that tap into our right brain capacity, it is important to remember that as we master right brain skills they move to the left brain. And, when your left brain is occupied, then the right brain can go into a more creative mode. This is why you have many of your most creative ideas in the shower, or while you are driving, etc.
When the left brain is occupied it is less likely to intervene and criticize the ideas your right brain comes up with while they are embryonic and partially formed and kill them before you develop them further. When the left brain is not jumping in and trying to determine whether the ideas are logical or not, the right brain can focus on pure creativity.
This is why it is so important to create things like a common language of innovation, a shared innovation vision/strategy/goals, and to have a structured innovation process. If these things are all very clearly understood across the organization, then your innovation tunnel vision opens up a bit wider to allow you to identify more relevant insights and come up with better ideas. But you can’t stop there. If you want to engage all employees in innovation in your organization (or even a subset), and you want to open up the innovation tunnel vision in your organization even wider, then you must provide innovation training to every employee in the organization (or your chosen subset).
The faster you can get your employees to a level of comfort with your innovation language, vision/strategy/goals, process, and tools, the sooner they will be driving innovation with their knees, eating a Big Mac, and changing your innovation soundtrack – all with the windows down letting in new stimulus and fresh air into your innovation efforts.
Every organization has innovation tunnel vision, the question is how wide or narrow your field of vision is and how much you’re doing to pry the blinders farther apart.
Conclusion
We all are innovative in our own way, which is why I created the Nine Innovation Roles. But at the same time, we all have a certain level of innovation capacity, and if we develop that capacity we can achieve much more. If you want to get better at innovation as an individual or as an organization, you must learn new skills and you must practice them. Otherwise you will be an innovation belly flier forever. Thanks to Darren (my instructor at iFly Seattle – who used to be involved with Cirque du Soleil) and to Lysa Adams I was able to fly for the first time, but if I want to progress to back flying or sit flying on the way to head down flying and doing tricks, I must practice – in the same way that you must practice innovation in your organization. To conclude, I’ll leave you with this video of one of the instructors showing off and some team flying:
If you ever get the chance to try out indoor skydiving or ‘flying’, I highly recommend it as an amazing, fun experience. The cost runs about $60 for some basic instruction and a couple of instructor monitored flights (without the whole parachute or jumping out of the plane part). Happy innovating (or flying)!
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The Maker movement is steadily gaining steam and some cities are looking to help it grow and thrive, seeing it as an opportunity to inspire artists and entrepreneurs. One such city is Edmonton, which lies in the Alberta province of Canada, and its program in their public library system to provide maker spaces staffed with library employees and equipped with 3D printers, computers with Apple’s Garage Band and Adobe’s Creative Suite, and more.
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According to 
Old School vs. Old School
All of this inventory has been tagged for individual sale and is there every day, just in case the person who wants that size, color, style, whatever, walks into the store ready to take it home today.
Apple Stores are a hybrid between the two. Accessories are out on the floor boxed for individual sale, while iMac and iBook computers, iPad tablets, and iPod mp3 players are all out of the box and display in droves for customers to try out and hopefully purchase. Then if they do, the box appears from the warehouse in the back.
This has led to the rise of what physical retailers rail against, the concept of showrooming. If you’re not familiar with what showrooming is, it is the pattern of behavior where potential customers come into a physical retail store, explore the product, try it on if necessary, and then leave the store and buy the product online from a competitor like Amazon.
Somewhere across the vast reaches of social media (I can’t remember where) I came across a small but growing internet television service called Aereo that allows you to stream live television over the internet on any device or even to record up to two shows at once like you would with a DVR – for only about $80 per year. Imagine a roof antenna or rabbit ears on your TV that happened to be somewhere you never had to see them. Aereo makes that possible. Here’s how:
A while back on the drive home from the Seattle-Tacoma airport (SEA) after a trip where I served as an 
It came to me as I was staring at the vertical wind tunnel and talking with Lysa Adams about the challenges that beginners have when they learn to jump out of a plane and deploy a parachute, that when it comes to the human brain we have tunnel vision while learning a new skill. This tunnel vision, caused by our lack of experience, causes us to focus on a very small subset of parameters in the environment and makes it impossible for us to notice a lot of the other things going on around us or to focus our attention more broadly.