Category Archives: Innovation

What’s Your Problem?

What's Your Problem?

GUEST POST from Mike Shipulski

If it’s your problem, fix it. If it’s not your problem, let someone else fix it.

If you fix someone else’s problem, you prevent the organization from fixing the root cause.

If you see a problem, say something.

If you see a problem, you have an obligation to do something, but not an obligation to fix it.

If someone tries to give you their stinky problem and you don’t accept it, it’s still theirs.

If you think the problem is a symptom of a bigger problem, fixing the small problem doesn’t fix anything.

If someone isn’t solving their problem, maybe they don’t know they have a problem.

If someone you care about has a problem, help them.

If someone you don’t care about has a problem, help them, too.

If you don’t have a problem, there can be no progress.

If you make progress, you likely solved a problem.

If you create the right problem the right way, you presuppose the right solution.

If you create the right problem in the right way, the right people will have to solve it.

If you want to create a compelling solution, shine a light on a compelling problem.

If there’s a big problem but no one wants to admit it, do the work that makes it look like the car crash it is.

If you shine a light on a big problem, the owner of the problem won’t like it.

If you shine a light on a big problem, make sure you’re in a position to help the problem owner.

If you’re not willing to contribute to solving the problem, you have no right to shine a light on it.

If you can’t solve the problem, it’s because you’ve defined it poorly.

Problem definition is problem-solving.

If you don’t have a problem, there’s no problem.

And if there’s no problem, there can be no solution. And that’s a big problem.

If you don’t have a problem, how can you have a solution?

If you want to create the right problem, create one that tugs on the ego.

If you want to shine a light on an ego-threatening problem, make it as compelling as a car crash – skid marks and all.

If shining a light on a problem will make someone look bad, give them an opportunity to own it, and then turn on the lights.

If shining a light on a problem will make someone look bad, so be it.

If it’s not your problem, keep your hands in your pockets or it will become your problem.

But no one can give you their problem without your consent.

If you’re damned if you do and damned if you don’t, the problem at hand isn’t your biggest problem.

If you see a problem but it’s not yours to fix, you’re not obliged to fix it, but you are obliged to shine a light on it.

When it comes to problems, when you see something, say something.

But, if shining a light on a big problem is a problem, well, you have a bigger problem.

Image credit: Pixabay

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Implementing Successful Transformation Initiatives for 2024

Implementing Successful Transformation Initiatives for 2024

GUEST POST from Janet Sernack

Transformation and change initiatives are usually designed as strategic interventions, intending to advance an organization’s growth, deliver increased shareholder value, build competitive advantage, or improve speed and agility to respond to fast-changing industries.  These initiatives typically focus on improving efficiency, and productivity, resolving IT legacy and technological issues, encouraging innovation, or developing high-performance organizational cultures. Yet, according to research conducted over fifteen years by McKinsey & Co., shared in a recent article “Losing from day one: Why even successful transformations fall short” – Organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit, and it’s all due to a lack of human skills, and their inability to adapt, innovate, and thrive in a decade of disruption.

Differences between success and failure

The survey results confirm that “there are no short­cuts to successful transformation and change initiatives. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle” and actions taken by the people involved.

Capacity, confidence, and competence – human skills

What stands out is that thirty-five percent of the value lost occurs in the implementation phase, which involves the unproductive actions taken by the people involved.

The Boston Consulting Group (BCG) supports this in a recent article “How to Create a Transformation That Lasts” – “Transformations are inherently difficult, filled with compressed deadlines and limited resources. Executing them typically requires big changes in processes, product offerings, governance, structure, the operating model itself, and human behavior.

Reinforcing the need for organizations to invest in developing the deep human skills that embed transformation disciplines into business-as-usual structures, processes, and systems, and help shift the culture. Which depends on enhancing people’s capacity, confidence, and competence to implement the “annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogue” that delivers and embeds the desired changes, especially the cultural enablers.

Complex and difficult to navigate – key challenges

As a result of the impact of our VUCA/BANI world, coupled with the global pandemic, current global instability, and geopolitics, many people have had their focus stolen, and are still experiencing dissonance cognitively, emotionally, and viscerally.

This impacts their ability to take intelligent actions and the range of symptoms includes emotional overwhelm, cognitive overload, and change fatigue.

It seems that many people lack the capacity, confidence, and competence, to underpin their balance, well-being, and resilience, which resources their ability and GRIT to engage fully in transformation and change initiatives.

The new normal – restoring our humanity

At ImagineNation™ for the past four years, in our coaching and mentoring practice, we have spent more than 1000 hours partnering with leaders and managers around the world to support them in recovering and re-emerging from a range of uncomfortable, disabling, and disempowering feelings.

Some of these unresourceful states include loneliness, disconnection, a lack of belonging, and varying degrees of burnout, and have caused them to withdraw and, in some cases, even resist returning to the office, or to work generally.

It appears that this is the new normal we all have to deal with, knowing there is no playbook, to take us there because it involves restoring the essence of our humanity and deepening our human skills.

Taking a whole-person approach – develop human skills

By embracing a whole-person approach, in all transformation and change initiatives, that focuses on building people’s capacity, confidence, and competence, and that cultivates their well-being and resilience to:

  • Engage, empower, and enable them to collaborate in setting the targets, business plans, implementation, and follow-up necessary to ensure a successful transformation and change initiative.
  • Safely partner with them through their discomfort, anxiety, fear, and reactive responses.
  • Learn resourceful emotional states, traits, mindsets, behaviors, and human skills to embody, enact and execute the desired changes strategically and systemically.

By then slowing down, to pause, retreat and reflect, and choose to operate systemically and holistically, and cultivate the “deliberate calm” required to operate at the three different human levels outlined in the illustration below:

The Neurological Level – which most transformation and change initiatives fail to comprehend, connect to, and work with. Because people lack the focus, intention, and skills to help people collapse any unconscious RIGIDITY existing in their emotional, cognitive, and visceral states, which means they may be frozen, distracted, withdrawn, or aggressive as a result of their fears and anxiety.

You can build your capacity, confidence, and competence to operate at this level by accepting “what is”:

  • Paying attention and being present with whatever people are experiencing neurologically by attending, allowing, accepting, naming, and acknowledging whatever is going on for them, and by supporting and enabling them to rest, revitalize and recover in their unique way.
  • Operating from an open mind and an open heart and by being empathic and compassionate, in line with their fragility and vulnerability, being kind, appreciative, and considerate of their individual needs.
  • Being intentional in enabling them to become grounded, mindful conscious, and truly connected to what is really going on for them, and rebuild their positivity, optimism, and hope for the future.
  • Creating a collective holding space or container that gives them permission, safety, and trust to pull them towards the benefits and rewards of not knowing, unlearning, and being open to relearning new mental models.
  • Evoking new and multiple perspectives that will help them navigate uncertainty and complexity.

The Emotional Cognition Levels – which most transformation and change initiatives fail to take into account because people need to develop their PLASTICITY and flexibility in regulating and focusing their thoughts, feelings, and actions to adapt and be agile in a world of unknowns, and deliver the outcomes and results they want to have.

You can build your capacity, confidence, and competence to operate at this level by supporting them to open their hearts and minds:

  • Igniting their curiosity, imagination, and playfulness, introducing novel ideas, and allowing play and improvisation into their thinking processes, to allow time out to mind wander and wonder into new and unexplored territories.
  • Exposing, disrupting, and re-framing negative beliefs, ruminations, overthinking and catastrophizing patterns, imposter syndromes, fears of failure, and feelings of hopelessness and helplessness.
  • Evoking mindset shifts, embracing positivity and an optimistic focus on what might be a future possibility and opportunity.
  • Being empathic, compassionate, and appreciative, and engaging in self-care activities and well-being practices.

The Generative Level – which most transformation and change initiatives ignore, because they fail to develop the critical and creative thinking, and problem sensing and solving skills that are required to GENERATE the crucial elastic thinking and human skills that result in change, and innovation.

You can build your capacity, confidence, and competence to operate at this level by:

  • Creating a safe space to help people reason and make sense of the things occurring within, around, and outside of them.
  • Cultivating their emotional and cognitive agility, creative, critical, and associative thinking skills to challenge the status quo and think differently.
  • Developing behavioral flexibility to collaborate, being inclusive to maximize differences and diversity, and safe experimentation to close their knowing-doing gaps.
  • Taking small bets, giving people permission and safety to fail fast to learn quickly, be courageous, be both strategic and systemic in taking smart risks and intelligent actions.

Reigniting our humanity – unlocking human potential  

At the end of the day, we all know that we can’t solve the problem with the same thinking that created it. Yet, so many of us keep on trying to do that, by unconsciously defaulting into a business-as-usual linear thinking process when involved in setting up and implementing a transformation or change initiative.

Ai can only take us so far, because the defining trait of our species, is our human creativity, which is at the heart of all creative problem-solving endeavors, where innovation can be the engine of change, transformation, and growth, no matter what the context. According to Fei-Fei Li, Sequoia Professor of Computer Science at Stanford, and co-director of AI4All, a non-profit organization promoting diversity and inclusion in the field of AI.

“There’s nothing artificial about AI. It’s inspired by people, created by people, and most importantly it has an impact on people”.

  • Develop the human skills

When we have the capacity, confidence, and competence to reignite our humanity, we will unlock human potential, and stop producing results no one wants. By developing human skills that enable people to adapt, be resilient, agile, creative, and innovate, they will grow through disruption in ways that add value to the quality of people’s lives, that are appreciated and cherished, we can truly serve people, deliver profits and perhaps save the planet.

Find out more about our work at ImagineNation™

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, and can be customized as a bespoke corporate learning and coaching program for leadership and team development and change and culture transformation initiatives.

Image Credit: Pixabay

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5 Job Titles That Break the Mold and Fuel an Innovation Culture

5 Job Titles That Break the Mold and Fuel an Innovation Culture

GUEST POST from Robyn Bolton

Fabric & Home Care Marketing

That is the job title on my very first business card.  I remember holding the card in my hands, staring at it for entirely too long, and thinking, “This is sooooo boring.  Even my parents won’t be impressed.”

To be fair to P&G, that was the job title on the business card of everyone in marketing in the business units.  The company didn’t put job titles on the card for security reasons (or at least that’s what my boss told me when I politely asked why my title wasn’t on the card).

I am older now and should have the maturity to accept the bland and nondescript title on my first business card.  But I’m not.  It’s still boring, and it shouldn’t be because we were working on innovation projects with code names and outfoxing corporate spies in the airport (another story for another post).  We were doing cool stuff and should have cool titles to show for it!

So, to right the wrong inflicted upon me and the countless others stuck with boring job titles despite doing brave, bold, and daring things, today is Make Your Own Title Day (business cards not included)

Intrapreneur

PRO: Short and sweet with a great original definition – “dreamers who do”

CON: Everyone will think you misspelled Entrepreneur

Pirates in the Navy

PRO: Title of a book by one of the foremost thinkers in the field of corporate innovation and a phrase inspired by Steve Jobs’ statement that it’s better to be a pirate than be in the Navy.  It also creates the excuse to wear an eyepatch, talk like a pirate, and keep a parrot in the office.

CON: People are afraid of pirates.  You don’t want people to be scared of you.

Rebel Smuggler

PRO: Also the basis of a book with the benefit of being a cool title that doesn’t scare people.  Plus, who wanted this to describe them:

Whether you’re are a Rebel in a functional company or a Smuggler in a dysfunctional company, you are the essential part of any transition.  You are the catalyst that transforms the caterpillar into a butterfly.  You disrupt the status quo and create opportunities for growth,

You are not the caterpillar nor the butterfly.  You are the magic that prompts the transition.”Natalie Neelan, Rebel At Work: How to Innovate and Drive Results When You Aren’t the Boss

CON: Legal and Corporate Security may not love the “Smuggler” part of the title

Tempered Radical

PRO: A more “professional” version of Rebel Smuggler, and it’s a term used in HBR, so you know it’s legit.  Here’s how they’re described:

They all see things a bit differently from the “norm.” But despite feeling at odds with aspects of the prevailing culture, they genuinely like their jobs and want to continue to succeed in them, to effectively use their differences as the impetus for constructive change. They believe that direct, angry confrontation will get them nowhere, but they don’t sit by and allow frustration to fester. Rather, they work quietly to challenge prevailing wisdom and gently provoke their organizational cultures to adapt. I call such change agents tempered radicals because they work to effect significant changes in moderate ways.Debra Meyerson, “Radical Change, the Quiet Way” in HBR (October 2001)

CON: Sometimes working quietly doesn’t work.  Sometimes, you need to make a ruckus. 

[YOUR TITLE HERE]

What title do you want to give yourself and other innovators?

Drop your suggestion in the comments (and feel free to print up new business cards)!

Image credit: Pexels

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Business Pundits Love to Say These 4 Untrue Things

Business Pundits Love to Say These 4 Untrue Things

GUEST POST from Greg Satell

Go to just about any business conference and you will see a pundit on stage. He or she will show some company that failed and explain the silly mistakes that they made, then follow-up with a few basic rules to help you avoid those pitfalls and become super successful. You leave feeling confident, because it all seems so simple and easy.

Yet look a little closer and the illusion falls away. Very few of these pundits have ever run a successful business. At the same time, many of the executives that are shown to be so silly today, were hailed as visionaries of their time, often by the same pundits that ridicule them now. Some went on to great success later on.

The truth is that managing a successful enterprise is a very hard and complex thing to do well. It can’t be boiled down to a few simple rules. For every great enterprise that does things one way, you will find one that’s equally successful that goes about things very differently. So to succeed in the long term, we often need to ignore the myths pundits love to repeat.

1. You Need To Move Fast And Break Things

When the iPhone came out in 2007, Microsoft CEO Steve Ballmer dismissed it, saying, “There’s no chance that the iPhone is going to get any significant market share. No chance.” The tech giant recognized the switch too slowly and largely missed out on the mobile market. Microsoft, it seemed, was a dinosaur, soon to become extinct.

Yet actually the opposite happened. Over the next 10 years, the company grew revenues at the impressive annual rate of better than 10% and maintained margins of nearly 30%. Those are very strong numbers. How can a company miss such an enormous opportunity and still survive, much less thrive?

They key to understanding Microsoft’s business isn’t what it missed, but what it was patiently building. While the world was obsessed with mobile, it was developing its servers and tools division, which eventually became the core of its cloud business that is now growing at stellar rates. That’s why Microsoft is once again vying to be the world’s most valuable company.

While agility can be an important asset for developing applications based on technology that is well understood, it is not a great strategy for developing technology that is truly new and different. To do that, you need to explore, discover and invent from scratch. That takes time and patience.

2. Innovation Is About Ideas

There is nothing that pundits and self-styled gurus like to talk about more than the power of ideas. They put up a picture of someone famous, like Albert Einstein, Mahatma Gandhi, Martin Luther King Jr. or, most enthusiastically, Steve Jobs, and revel the audience with a fascinating story about how their ideas changed the world.

The implication is that you can change the world too if only you could find the right idea. So they suggest all manner of exercises, from brainstorming techniques to meditation and mindfulness, designed to get your creative energy flowing so that you can generate more ideas and rise to greatness, just like those fabulous and famous people.

Yet that’s not how innovation happens. Consider Einstein. He didn’t start with an idea, but with a problem. More specifically, he wanted to know what would happen if you shined a lantern while traveling at light speed. It took him ten years to solve that problem with his theory of special relativity. It took him another ten to solve his next problem and arrive at general relativity.

The truth is that if you want to make a real impact, you don’t start with an idea, but by identifying a meaningful problem to be solved. Revolutions don’t begin with a slogan, they begin with a cause.

3. Lowering Costs Will Make You More Competitive

Not all pundits are pie-in-the-sky dreamers. Some are hard-nosed realists and they will tell you that the key to success is focusing on the bottom line. That means a relentless drive toward efficiency and driving down costs so that you can increase margins and achieve a sustainable competitive advantage.

Yet as MIT Professor Zeynep Ton, explains in The Good Jobs Strategy, that’s often not the case, even in the notoriously stingy retail industry, she points to companies like Costco, Trader Joe’s and Spain’s Mercadona as examples of how you can get better results by investing in training and retaining employees to better serve your customers.

The problem with a relentless drive to cut costs and drive efficiency is you often end up impeding the interoperability and exploration it takes to create value. That’s the efficiency paradox. The more we try to optimize operations, the less we are able to identify improvements, react to changes and discover new possibilities.

This is becoming even more important in the age of automation, where it is all too easy to replace employees with robots and algorithms. The truth is that racing to the bottom of the cost curve will almost guarantee that you will become a commodity business. Value never disappears, it just moves to a new place. To compete for the long term, you need to identify value at a higher level, develop new business models and redesign work.

4. Companies That Fail Weren’t Paying Attention

The one thing that you can almost guarantee at any conference is that at least one of the fancy pants gurus will tell a story about a great big company, usually Blockbuster, Kodak or Xerox, that was run by eminently silly people. Because these dull executives were asleep at the wheel, they failed to notice the change swirling around them and drove their enterprises into the ground.

The problem is that these stories are almost never true. Make no mistake, it takes talent, intelligence and ambition to run a significant enterprise. So whenever anybody tells you that there was a simple fix to a complex problem, you should raise your B.S. antenna. You’re probably being sold a fairy tale.

Reality is never simple or clear cut. Executives need to make tough decisions with incomplete information, often in a complex time frame. So rather than looking for easy answers, you would do yourself a much greater service by trying to uncover why smart, diligent leaders with good intentions so often get it wrong and learning from them.

Most of all, you need to internalize the fact that success or failure never boil down to a single decision or event. Even the best of us have bad moments and sometimes the least deserving get lucky. The best you can do is to keep moving forward, continue to learn and, most of the time, ignoring the pundits.

— Article courtesy of the Digital Tonto blog and previously appeared on Inc.com
— Image credit: Dall-E on Bing

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Innovation the Star of the 2024 NBA All-Star Game

Innovation the Star of the 2024 NBA All-Star Game

by Braden Kelley

Eight years ago, back in 2016, I wrote an article titled What April Fool’s Day Teaches Us About Innovation about an April Fool’s prank played my alma mater, the University of Oregon involving an announcement that football games at Autzen Stadium would no longer played on artificial turf, but would be played on a giant digital screen instead. Here is the video:

It seemed preposterous at the time (2016) during the era of the technologically ancient Apple iPhone 7 and Samsung Galaxy S7 when the average LCD TV size according to Statista was only 43 inches.

Fast forward to February 16, 2024 and NBA All-Star Weekend in Indianapolis, Indiana and we saw the first ever basketball game of note held on a glass basketball court. But isn’t glass slippery when wet? Yes, but so is a heavily lacquered hardwood court – believe me I know from repeated spills during pickup basketball games. To help give it the traction of a hardwood court they’ve engineered thousands (or maybe millions) of tiny raised dots onto the glass surface.

Sports are always experimenting with various technologies, some of which don’t work out (like the tail following the puck on hockey broadcasts), and others which are executed so well that they enhance the viewing experience (first down yardage line in American football) or that most people don’t even know that they exist (advertisements projected onto the court in basketball television broadcasts that aren’t actually on the court but look as if they are).

So, how has this 2016 April Fool’s prank visualization evolved into a 2024 reality? What does it look like? Here is a video that will give you a sense of its capabilities:

First let me say this a pretty incredible technology that has definitely added to the excitement of this year’s NBA All-Star Weekend, but second I must also say that I would NEVER want to watch a regular NBA, college or international game played on a court like this because for me, sporting events are a time to unplug from technology, not be over-stimulated by it. But, for a special event like NBA All-Star Game Weekend or maybe the Harlem Globetrotters I think it makes sense.

How does this court make the leap from invention to innovation you might ask?

How does this court not find itself in the digital trash can next to the tail on the hockey puck?

The short answer is that scores well on my Innovation is All About Value framework. It creates value by adding value to the contest (skills challenge, celebrity all-star game), translates that value very quickly because it’s all visual, and the barriers to value access are non-existent for all but the visually impaired.

The court allowed the NBA to hold different games with different rules and lines on the same court without changing courts or making physical modifications. For example, the celebrity all-star game had a four point line (sponsored by Frito Lay) and at times the three point and four point lines even were actively moving. There was also a micro competition in game where three people ran to stars that appeared on the floor and shot and when they made a shot there a new star appeared and you could see over time which side of the court was winning because you could see which side had more stars. There was another moment where for a limited time the coaches faces appeared on the court and six points were awarded for each shot made from that spot. The dynamic nature of the game meant that you almost didn’t know what might come next – which was kind of exciting.

The integration of the court into the competition occurring upon it is what helps this technology make the leap from invention to innovation. But again, for me, only in special use cases like an All-Star game, an entertainment-based event or skills competition, but NOT for a pure competition use case where in my mind it distracts from the sport.

Here is a video of the skills challenge relay race – notice that the floor shows the player which way to go, but despite that Tyrese Maxey still goes the wrong way and has to double back. 😉

Then in the skills challenge passing team event the floor showed players where to stand and how many points had been scored at each of three targets. Again, it felt like part of the event and it allows the court to be instantly and uniquely re-configured.

And here are video highlights of the celebrity all-star game where you can see some of what I mentioned above:

So, what do you think? Innovation or not?

Image credit: NBA.com

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This One Word Will Transform Your Approach to Innovation

This One Word Will Transform Your Approach to Innovation

GUEST POST from Robyn Bolton

Have you heard any of these sentences recently?

“We don’t have time”

“Our people don’t have the skills”

“We don’t have the budget”

“That’s not what we do”

I hear them all the time.  

Sometimes they’re said when a company is starting to invest in building their innovation capabilities, sometimes during one-on-one stakeholder interviews when people feel freer to share their honest opinions, and sometimes well after investments are made.

Every single time, they are the beginning of the end for innovation.

But one word that can change that.

“We don’t have time – yet.”

“Our people don’t have the skills – yet.”

“We don’t have the budget – yet.”

“That’s not what we do – yet.”

Yet.

Yet creates space for change.  It acknowledges that you’re in the middle of a journey, not the end.  It encourages conversation.

“We don’t have time – yet.”

“OK, I know the team is busy and that what they’re working on is important.  Let’s look at what people are working on and see if there are things we can delay or stop to create room for this.”

“Our people don’t have the skills – yet.”

“Understand, we’re all building new skills when it comes to innovation.  Good news, skills can be learned.  Let’s discuss what we need to teach people and the best way to do that.”

“We don’t have the budget – yet.”

“I get it.  Things are tight. We know this is a priority so let’s look at the budget and see if there’s a way to free up some cash.  If there’s not, then we’ll go back to leadership and ask for guidance.”

“That’s not what we do – yet.”

“I know.  Remember, we’re not doing this on a whim, we’re doing this because (fill in reason), and we have a right to do it because of (fill in past success, current strength, or competitive advantage.”

You need to introduce the YET.

It is very rare for people to add “yet” to their statements.  But you can.

When someone utters an innovation-killing statement, respond with “Yet.” Maybe smile mischievously and then repeat their statement with “yet” added to the end.

After all, you’re not disagreeing with them. You’re simply qualifying what they’re saying.  Their statement is true now, but that doesn’t mean it will be true forever.  By restating their assertion and adding “yet,” you’re inviting them to be part of the change, to take an active role in creating the new future state.

There’s a tremendous amount of research about the massive impact of this little word.  It helps underperforming students overachieve and is closely associated with Dr. Carol Dweck’s research into fixed and learning mindsets.

The bottom line is that “YET” works.

Put YET to work for you, your organization, and your efforts to innovate and grow.

Image credit: Unsplash

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Science Fiction Becomes Innovation Reality This Way

Science Fiction Becomes Innovation Reality This Way

GUEST POST from Greg Satell

When H.G. Wells was born in 1866, there was no electricity or cars or even indoor plumbing. Still, his active imagination conjured up a world of time machines, space travel and genetic engineering. This was all completely fantasy, but his books foresaw many modern inventions, such as email, lasers and nuclear energy.

It’s no accident that people who invent the future are often fans of science fiction. In fact, in Leading Transformation, the former head of Lowe’s innovation lab explains how he hired science fiction writers to help inspire the company to leverage virtual reality and build a new future for the company.

To create anything truly new and different, you often need to discard the constraints of the present. Yet that comes with a problem. How do you transform fantasy into something real and useful? What makes great innovators truly different is how they combine imagination with practical problem solving in order to bring even the wildest pipe dreams into reality.

How A “Memex” Machine Became The Internet

“Consider a future device for individual use,” Vannevar Bush wrote in The Atlantic in 1945, “which is a sort of mechanized private file and library. It needs a name, and, to coin one at random, “memex” will do. A memex is a device in which an individual stores all his books, records, and communications, and which is mechanized so that it may be consulted with exceeding speed and flexibility. It is an enlarged intimate supplement to his memory.”

It was an unlikely vision for the time. The first computers were just being developed then and were themselves somewhat impractical devices, which is why Bush imagined that the memex would be based on microfilm. Yet Bush was no inveterate dreamer, but in many ways the architect of America’s path to scientific dominance and people took him seriously.

One of those was a young radar technician stationed in the Philippines named Douglas Engelbart, who would return to school to study electrical engineering. It was that expertise, along with Bush’s vision that led him to think of computers, still primitive at the time, as machines that could do more than merely calculate, but “augment the human intellect.”

Engelbart would showcase these ideas in what is now known as the Mother of All Demos in 1968 and Xerox began an enormous research project to bring his vision to market. By 1973, a functional prototype, called the Alto, was built and, a decade later, a young entrepreneur named Steve Jobs would use it to create the Macintosh. The world was never the same.

When Feynman Found “Plenty Of Room At The Bottom”

Richard Feynman was an usual scientist, known almost as much for his pranks as he was for his discoveries. So few were probably surprised at the unconventional title for his address the American Physical Society a few days after Christmas in 1959, There’s Plenty of Room at the Bottom. It was something they had come to expect from the young genius.

Feynman’s fantasy was not unlike Bush’s, except that it was more ambitious. While Bush imagined putting all the world’s knowledge on microfilm, Feynman imagined writing the entire 24 volumes of the Encyclopedia Britannica on the head of a pin. It was just the sort of impractical idea that usually gets people thrown out on physics conferences, not given the stage.

Yet Feynman immediately got down to brass tacks. He proposed using an electron microscope as a writing tool, much like a cathode ray oscilloscope projected images on television screens at the time. He then asked if we can write things on a microscopic scale, why not build things too? Again, he identified problems and proposed potential solutions.

That day, almost single handedly, Feynman invented the field of nanotechnology, although that term wasn’t coined until 1974. These days we use it to etch transistors in silicon wafers to make computer chips and create advanced materials for things like solar cells. Yet the truth is that even now, 60 years after that initial talk, we are just beginning to scratch the surface of Feynman’s vision.

Spacemen, Cavemen And Small World Networks

In the late 1990s, a young graduate student named Duncan Watts was struggling to understand an obscure phenomenon that had baffled scientists for centuries. Known as coupled oscillation, it was a mysterious force that allowed a disparate group of entities, like pacemaker cells in the human heart or certain species of crickets in a forest, to synchronize their behavior.

Nobody could figure out how it worked. Was there some kind of leadership structure with “conductor” leading the synchronized orchestra? Or maybe some complicated web of influence? As much as he pored through the research, tracked the chirping of crickets and tested out formulas to describe behavior, he was still baffled.

What helped break the logjam was two books by the science fiction writer Isaac Asimov. In the first, Caves of Steel, people lived in underground caves and, while everybody was connected to everybody else in their cave, they knew no one outside of it. In the second, The Naked Sun, space colonists led a hermit-like existence, linked to others only through long-range connections.

Neither of these, of course, told Watts anything about pacemaker cells or crickets, but it allowed him to reframe the problem as one of relationships. By imagining the two extremes of the cave people and the space colonists, he was able to come up with a model of relationships that led to the mass synchronization of coupled oscillators.

The paper he would write based on his fantasy-inspired formulas would prove to be a landmark. It would establish an exciting new field of small world networks and lead to a new era in the science of how things are connected, helping to transform fields as diverse as neuroscience, epidemiology and computer science.

Venturing Into The Visceral Abstract

Today we are beset with an dizzying array of problems in the world, climate change, income inequality and the rise of authoritarianism being just a few. Successful businesses face extinction by a seemingly endless wave of disruptions ranging from new technologies to new social phenomenons. It can all seem overwhelming.

It’s important to view these problems from a practical perspective. Each needs to be solved within constraints of economics, politics and competitive pressures. Yet it is also important to realize that the solutions to tough problems will rarely be found in the realm of our experiences. If a solution to any of these problems already existed, they wouldn’t be such tough problems.

The only path through that troubling tautology is fantasy. Once we have exhausted the realm of the possible, we often must venture into the realm of the impossible to see a new direction. A memex machine, a world with “plenty of room at the bottom,” cave societies and space colonies were all ideas of little practical import at the time they were conceived, but benefit us today in important ways through the discoveries they inspired.

We need to accept that we live in a world of the visceral abstract, where the technologies we use to solve the practical problems in our lives are all based on what were once considered utterly impractical ideas. That means to make an impact on reality, we often need to indulge ourselves with fantasy, identify a different path to travel and then begin the work anew.

— Article courtesy of the Digital Tonto blog and previously appeared on Inc.com
— Image credit: Pexels

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Will Innovation Management Leverage AI in the Future?

Will Innovation Management Leverage AI in the Future?

GUEST POST from Jesse Nieminen

What role can AI play in innovation management, and how can we unlock its true potential?

Unless you’ve been living under a rock, you’ve probably heard a thing or two about AI in the last year. The launch of ChatGPT has supercharged the hype around AI, and now we’re seeing dramatic progress at a pace unlike anything that’s come before.

For those of us into innovation, it’s an exciting time.

Much has been said about the topic at large so I won’t go over the details here. At HYPE, what we’re most excited about is what AI can do for innovation management specifically. We’ve had AI capabilities for years, and have been looking into the topic at large for quite some time.

Here, I share HYPE’s current thinking and answer some key questions:

  • What can AI do for innovation management?
  • What are some common use cases?
  • How can you operationalize AI’s use in innovation management?

The Current State of Innovation Management

Before we answer those questions, let’s review how most organizations carry out innovation management.

We’re all familiar with the innovation funnel.

Hype Innovation Image 1

To oversimplify, you gather ideas, review them, and then select the best ones to move forward to the pilot stage and eventual implementation. After each phase, poor ideas get weeded out.

It’s systematic, it’s conceptually simple, and investment is tiered so that you don’t spend too much time or money before an idea has shown its potential. What’s not to love?

Well, there are a few key challenges: the process is slow, linear, and is usually biased due to the evaluation criteria selected for the gates or decision points (if you use a Phase-Gate model).

Each of these challenges can be mitigated with smart adaptations of the process, but the funnel has another fundamental limitation: It’s generally built for a world where innovation requires significant capital expenditures and vast amounts of proprietary information.

But, regardless of your industry, that just isn’t the case anymore. Now most information is freely available, and technology has come a long way, in many cases because of AI. For example, pharmaceutical companies use AI to accelerate drug discovery while infrastructure and manufacturing companies use advanced simulation techniques, digital twins (virtual replicas of physical objects or systems), and rapid prototyping.

It’s now possible to innovate, test, and validate ideas faster than ever with minimal investment. With the right guidance, these tasks don’t have to be limited to innovation experts like you anymore. That can be an intimidating thought, but it’s also an empowering one. Soon, thanks to AI, you’ll be able to scale your expertise and make an impact significantly bigger than before.

For more than 20 years, we’ve been helping our customers succeed in this era of systematic innovation management. Today, countless organizations manage trends at scale, collect insights and ideas from a wide and diverse audience, and then manage that funnel highly effectively.

Yet, despite, or maybe because of this, more and more seemingly well-run organizations are struggling to keep up and adapt to the future.

What gives?

Some say that innovation is decelerating. Research reveals that as technology gets more complex, coming up with the next big scientific breakthrough is likely to require more and more investment, which makes intuitive sense. This type of research is actually about invention, not innovation per se.

Innovation is using those inventions to drive measurable value. The economic impact of these inventions has always come and gone in waves, as highlighted in ARK Investment’s research, illustrated below.

Throughout history, significant inventions have created platforms that enable dramatic progress through their practical application or, in other words, through innovation. ARK firmly believes that we’re on the precipice of another such wave and one that is likely to be bigger than any that has come before. AI is probably the most important of these platforms, but it’s not the only one.

Mckinsey Hype Innovation Image 2

Whether that will be the case remains to be seen, but regardless, the economic impact of innovation typically derives from the creative combination of existing “building blocks,” be they technologies, processes, or experiences.

Famously, the more such building blocks, or types of innovation, you combine to solve a specific pain point or challenge holistically, the more successful you’re likely to be. Thanks to more and more information and technology becoming free or highly affordable worldwide, change has accelerated rapidly in most industries.

That’s why, despite the evident deceleration of scientific progress in many industries, companies have to fight harder to stay relevant and change dramatically more quickly, as evidenced by the average tenure of S&P500 companies dropping like a stone.

Hype Innovation 3

In most industries, sustainable competitive advantages are a thing of the past. Now, it’s all about strategically planning for, as well as adapting to, change. This is what’s known as transient advantage, and it’s already a reality for most organizations.

How Innovation Management Needs to Change

In this landscape, the traditional innovation funnel isn’t cutting it anymore. Organizations can’t just focus on research and then turn that into new products and expect to do well.

To be clear, that doesn’t mean that the funnel no longer works, just that managing it well is no longer enough. It’s now table stakes. With that approach, innovating better than the next company is getting harder and more expensive.

When we look at our most successful customers and the most successful companies in the world in general, they have several things in common:

  • They have significantly faster cycle times than the competition at every step of the innovation process, i.e., they simply move faster.
  • For them, innovation is not a team, department, or process. It’s an activity the entire organization undertakes.
  • As such, they innovate everything, not just their products but also processes, experiences, business models, and more.

When you put these together, the pace of innovation leaves the competition in the dust.

How can you then maximize the pace of innovation at your organization? In a nutshell, it comes down to having:

  • A well-structured and streamlined set of processes for different kinds of innovation;
  • Appropriate tools, techniques, capabilities, and structures to support each of these processes;
  • A strategy and culture that values innovation;
  • A network of partners to accelerate learning and progress.

With these components in place, you’ll empower most people in the organization to deliver innovation, not just come up with ideas, and that makes all the difference in the world.

Hype Innovation 4

What Role Does AI Play in Innovation Management?

In the last couple of years, we’ve seen massive advancements not just in the quality of AI models and tools, but especially in the affordability and ease of their application. What used to be feasible for just a handful of the biggest and wealthiest companies out there is now quickly commoditizing. Generative AI, which has attracted most of the buzz, is merely the tip of the iceberg.

In just a few years, AI is likely to play a transformative role in the products and services most organizations provide.

For innovation managers too, AI will have dramatic and widely applicable benefits by speeding up and improving the way you work and innovate.

Let’s dive a bit deeper.

AI as an Accelerator

At HYPE, because we believe that using AI as a tool is something every organization that wants to innovate needs to do, we’ve been focusing on applying it to innovation management for some time. For example, we’ve identified and built a plethora of use cases where AI can be helpful, and it’s not just about generative AI. Other types of models and approaches still have their place as well.

There are too many use cases to cover here in detail, but we generally view AI’s use as falling into three buckets:

  • Augmenting: AI can augment human creativity, uncover new perspectives, kickstart work, help alleviate some of the inevitable biases, and make top-notch coaching available for everyone.
  • Assisting: AI-powered tools can assist innovators in research and ideation, summarize large amounts of information quickly, provide feedback, and help find, analyze, and make the most of vast quantities of structured or unstructured information.
  • Automating: AI can automate both routine and challenging work, to improve the speed and efficiency at which you can operate and save time so that you can focus on the value-added tasks at the heart of innovation.

In a nutshell, with the right AI tools, you can move faster, make smarter decisions, and operate more efficiently across virtually every part of the innovation management process.

While effective on their own, it’s only by putting the “three As” together and operationalizing them across the organization that you can unlock the full power of AI and take your innovation work to the next level.

In a nutshell, with the right AI tools, you can move faster, make smarter decisions, and operate more efficiently across virtually every part of the innovation management process.

While effective on their own, it’s only by putting the “three As” together and operationalizing them across the organization that you can unlock the full power of AI and take your innovation work to the next level.

Putting AI Into Practice

So, what’s the key to success with AI?

At HYPE, we think the key is understanding that AI is not just one “big thing.” It’s a versatile and powerful enabling technology that has become considerably cheaper and will likely continue on the same trajectory.

There are significant opportunities for using AI to deliver more value for customers, but organizations need the right data and talent to maximize the opportunities and to enable AI to support how their business operates, not least in the field of innovation management. It’s essential to find the right ways to apply AI to specific business needs; just asking everybody to use ChatGPT won’t cut it.

The anecdotal evidence we’re hearing highlights that learning to use a plethora of different AI tools and operationalizing these across an organization can often become challenging, time-consuming, and expensive.

To overcome these issues, there’s a real benefit in finding ways to operationalize AI as a part of the tools and processes you already use. And that’s where we believe The HYPE Suite with its built-in AI capabilities can make a big difference for our customers.

Final Thoughts

At the start of this article, we asked “Is AI the future of innovation management?”

In short, we think the answer is yes. But the question misses the real point.

Almost everyone is already using AI in at least some way, and over time, it will be everywhere. As an enabling technology, it’s a bit like computers or the Internet: Sure, you can innovate without them, but if everyone else uses them and you don’t, you’ll be slower and end up with a worse outcome.

The real question is how well you use and operationalize AI to support your innovation ambitions, whatever they may be. Using AI in combination with the right tools and processes, you can innovate better and faster than the competition.

At HYPE, we have many AI features in our development roadmap that will complement the software solutions we already have in place. Please reach out to us if you’d like to get an early sneak peek into what’s coming up!

Originally published at https://www.hypeinnovation.com.

Image credits: Pixabay, Hype, McKinsey

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3 Steps to Building a Psychologically Safe Environment

or The No-Cost, No-Hug Secret to Smarter Teams

3 Steps to Building a Psychologically Safe Environment

GUEST POST from Robyn Bolton

Welcome to the exciting conclusion of “Everything You Ever Wanted to Know About Psychological Safety but Were Afraid to Ask.”

Our generous expert, Alla Weinberg, CEO and Culture designer at Spoke & Wheel, has been patiently leading us beyond and through the buzzy frothiness that we (I) usually associate with Psychological Safety and into the deeply powerful and absolutely essential core elements.

In Part 1, we learned that psychological safety is more neuroscience than psychology (and required to be your smartest self).

In Part 2, we learned the first step to creating safety (and why corporate mandates are antithetical to the goal). 

Today, we’re going where we need but don’t want to go – how to create a psychologically safe environment so everyone can thrive.


If Step 1 in creating Psychological Safety is verbalizing your emotions and understanding others’ emotions, I’m hoping Step 2 is easier.

Step two is relational intelligence.

There are three intelligences: emotional, relational, and systems

Relational intelligence is about understanding how to connect with different people, being aware when disconnection happens, and then acknowledging and repairing it. That last part is the most important because, without repair, there’s no safety.

Are you saying that saying, “I’m sorry” is essential to building psychological safety?  Because I would much rather ignore the issues and move on.  Or, better yet, pretend it never happened.

Nice try.  But you know as well as I do that people are messy, and when we come together, there’s tension and conflict, and someone will get hurt or make mistakes. It’s normal.  It’s okay as long as you know how to recover, repair, and heal.

The issue isn’t the conflict but how we handle it and whether we can repair it. I have a diagram of a relationship, which is a circle of connection, disconnection, and repair. We go around this circle just like breathing is inhaling and exhaling.  Relating, connecting, disconnecting, and repairing is what a relationship is.

OK, step 2 is relational intelligence which requires repairing relationships, so how do I do that?  Bonus points if I don’t have to admit to being wrong.

Not only do you have to admit that, but you also need to take responsibility for your impact, not just your intentions. Intentions are great, but without action, they don’t mean much.

When apologizing, we tend to try to explain ourselves.  For example, we say, “I didn’t say anything in that meeting, and I’m sorry, but that wasn’t my intention, and I wanted to, but I had my own issue.” Instead, we should say, “I didn’t say anything in that meeting, and I’m sorry.”

When you apologize, don’t say “but.” To repair a relationship, you must take responsibility for your actions and their impact. Saying “but” negates all of that.

(head now on the desk because this is a lot to take in): I’m afraid to ask what Step 3 is, but I will practice verbalizing my feelings and ask anyway.  What’s Step 3?

You’re doing great.  This is a lot, and it’s ok that you feel overwhelmed.

Step 3 is systems intelligence, which focuses on the relationships within an organization that gives rise to its culture. Systems thinking is about understanding how structures, policies, processes, and relationships interact to create a greater whole,

Systems thinking!  We’re getting back to left-brained stuff now.  I’m feeling better.

Yes, and since connection is core to psychological safety, systems thinking tells us that we must fundamentally rethink how people work together by centering connection.

How do we do that?

We must reinvent, innovate, and rethink how we work together.

Lack of safety leads to power struggles, walls, and departmental rivalries, creating divisions and “othering.”

Hierarchy doesn’t align with connection, but shared leadership does. Hierarchy erodes trust because you need manager approvals, beg for budgets, or are told to prove your worth to get a seat at the table.

Silos are another problem because they lead to turf wars and people making decisions to protect themselves or their team rather than do what’s best for the greater good. 

Look, I love challenging the status quo, but you’re suggesting that we burn it all to the ground and start over.

(Laughing) I don’t lead with that.  When I work with organizations, I start with meetings.

Most meetings focus on work topics like status, decisions, and updates. But where are the meetings where we discuss emotions, share personal stories, and express hurt feelings? Everything shifts when we center connection.

Isn’t that called therapy?

Organizations value information, right?  Emotions are information.

Emotions reside in our bodies, but in many organizations, the focus is on the intellect.  It’s as if the head is the only important part, and the body is merely a vessel to transport the head from meeting to meeting.

And that brings us full circle to why psychological safety is mostly neuroscience.  Our body houses our nervous system, where we feel safety or the lack thereof. So, when people talk about bringing their whole selves to work, I mean our entire body, not just the intellect. Our bodies contain wisdom and information that we often overlook and undervalue, yet this is where the crucial information resides to create psychological safety.

We don’t think of emotions as information.  We think of them as signs of weakness, and you can’t be weak and successful.

It’s a lot of fear because how we’ve worked for the last 50 years gave us an illusion of certainty.  Acknowledging that there is no certainty and that we’re in entirely uncharted territory is scary, and there’s a fear that everything will fall apart. We think the business won’t survive if we do it the other way.

I respect that fear. It’s okay to be afraid. But if we acknowledge that all of this comes from fear, we will be open to new ideas or thoughts. For organizations that want to innovate, they must change how they work. You can’t keep doing the same thing and expect different results. You need to innovate your approach to work.

Thank you so much for all of this.  You’ve shared so much.  Some of it was hard to hear, but I think that’s also a sign that it’s important to hear.  Any last words of advice?

Give yourself and others permission to be human beings again.  Not robots or cogs, not human resources, but to be human beings. That includes our bodies, our emotions, our messiness, and our relationships with each other.


If you would like to learn more about Alla and her work, please visit her firm’s website, www.spokeandwheel.coand definitely download a FREE digital copy of her book, A Culture of Safety: Building a Work Environment Where People Can Think, Collaborate, and Innovate

Image Credit: Pexels

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The Event That Made Einstein an Icon

The Event That Made Einstein an Icon

GUEST POST from Greg Satell

On April 3rd, 1921, a handful of journalists went to interview a relatively unknown scientist named Albert Einstein. When they arrived to meet his ship they found a crowd of thousands waiting for him, screaming with adulation. Surprised at his popularity, and charmed by his genial personality, the story of Einstein’s arrival made the front page in major newspapers.

It was all a bit of a mistake. The people in the crowd weren’t there to see Einstein, but Chaim Weizmann, the popular Zionist leader that Einstein was traveling with. Nevertheless, that’s how Einstein gained his iconic status. In a way, Einstein didn’t get famous because of relativity, relativity got famous because of Einstein.

This, of course, in no way lessens Einstein’s accomplishments, which were considerable. Yet as Albert-László Barabási, another highly accomplished scientist, explains in The Formula, there is a big difference between success and accomplishment. The truth is that success isn’t what you think it is but, with talent, persistence and some luck, anyone can achieve it.

There Is Virtually No Limit To Success, But There Is To Accomplishment

Einstein was, without a doubt, one of the great scientific minds in history. Yet the first half of the 20th century was a golden age for physics, with many great minds. Niels Bohr, Einstein’s sparring partner at the famous Bohr–Einstein debates (which Bohr is widely considered to have won) was at least as prominent. Yet Einstein towers over all of them.

It’s not just physicists, either. Why is it that Einstein has become a household name and not, say, Watson and Crick, who discovered the structure of DNA, an accomplishment at least as important as relativity? Even less known is Paul Erdős, the most prolific mathematician since Euler in the 18th century, who had an outrageous personality to boot?

For that matter, consider Richard Feynman, who is probably the second most famous physicist of the 20th century. He was, by all accounts, a man of great accomplishment and charisma. However, his fame is probably more due to his performance on TV following the Space Shuttle Challenger disaster than for his theory of quantum electrodynamics.

There are many great golfers, but only one Tiger Woods, just as there are many great basketball players, but only one Lebron James. The truth is that individual human accomplishment is bounded, but success isn’t. Tiger Woods can’t possibly hit every shot perfectly any more than Lebron James can score every point. But chances are, both will outshine all others in the public consciousness, which will drive their fame and fortune.

What’s probably most interesting about Einstein’s fame is that it grew substantially even as he ceased to be a productive scientist, long after he had become, as Robert Oppenheimer put it, “a landmark, not a beacon.”

Success Relies On Networks

Let’s try and deconstruct what happened after Einstein’s arrival in the United States. The day after thousands came to greet Weizmann and the reporters mistakenly assumed that they were there for Einstein, he appeared on the front pages of major newspapers like The New York Times and the Washington Post. For many readers, it may have been the first time they had heard of any physicist.

As I noted above, this period was something of a heyday for physics, with the basic principles of quantum mechanics first becoming established, so it was a topic that was increasingly discussed. Few could understand the details, but many remembered the genius with the crazy white hair they saw in the newspaper. When the subject of physics came up, people would discuss Einstein, which spread his name further.

Barabási himself established this principle of preferential attachment in networks, also known as the “rich get richer” phenomenon or the Matthew effect. When a particular node gains more connections than its rivals, it tends to gain future connections at a faster rate. Even a slight change in early performance leads to a major advantage going forward.

In his book, Barabási details how this principle applies to things as diverse as petitions on Change.org, projects on Kickstarter and books on Amazon. It also applies to websites on the Internet, computers in a network and proteins in our bodies. Look at any connected system and you’ll see preferential attachment at work.

Small Groups, Loosely Connected

The civil rights movement will always be associated with Martin Luther King Jr., but he was far from a solitary figure. In fact, he was just one of the Big Six of civil rights. Yet few today speak of the others. The only one besides King still relatively famous today is John Lewis and that’s largely because of his present role as a US congressman.

Each of these men were not solitary figures either, but leaders of their own organizations, such as the NAACP, The National Urban League and CORE and these, in turn, had hundreds of local chapters. It was King’s connection to all of these that made him the historic icon we know today, because it was all of those small groups, loosely connected, that made up the movement.

In my book, Cascades, I explain how many movements fail to bring change about by trying to emulate events like the March on Washington without first building small groups, loosely connected, but united by a shared purpose. It is those, far more than any charismatic personality or inspirational speech, that makes a movement powerful.

It also helps explain something about Einstein’s iconic status. He was on the ship with Weizman not as a physicist, but as a Zionist activist and that dual status connected him to two separate networks of loosely connected small groups, which enhanced his prestige. So it is quite possible, if not probable, that we equate Einstein with genius today and not, say, Bohr, because of his political activity as much as for his scientific talent.

Randomness Rewards Persistence

None of this should be taken to mean that Einstein could have become a legendary icon if he hadn’t made truly landmark discoveries. It was the combination of his prominence in the scientific community with the happy accident of Weizmann’s adoring crowds being mistaken for his own, that made him a historic figure.

Still, we can imagine an alternate universe in which Einstein becomes just as famous. He was, for example, enormously quotable and very politically active. (He was, at one time, offered the presidency in Israel). So it is completely possible that some other event, combined with his very real accomplishments, would have catapulted him to fame. There is always an element of luck and randomness in every success.

Yet Einstein’s story tells us some very important things about what makes a great success. It is not, as many tell us, simply a matter of working hard to achieve something because human performance is, as noted above, bounded. You can be better than others, but not that much better. At the same time, it takes more than just luck. It is a combination of both and we can do much to increase our chances of benefiting from them.

Einstein was incredibly persistent, working for ten years on special relativity and another ten for general relativity. He was also a great connector, always working to collaborate with other scientists as well as political figures like Weizmann and even little girls needing help with their math homework. That’s what allowed him to benefit from loosely connected small groups.

Perhaps most importantly, these principles of persistence and connection are ones that any of us can apply. We might not all be Einsteins, but with a little luck, we just might make it someday.

— Article courtesy of the Digital Tonto blog and previously appeared on Inc.com
— Image credit: misterinnovation.com

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