Category Archives: marketing

Partners Wanted – Taking Nine Innovation Roles Global

I was in Boston, MA last week for the Front End of Innovation conference and had the opportunity to train dozens of potential corporate Nine Innovation Roles trainers as part of my quest to set the Nine Innovation Roles free and make this powerful tool available for people to use to improve the effectiveness of their innovation teams and the overall innovation capability of the organization.

Now it is time for the next step, to train other service providers from all around the world on the Nine Innovation Roles so they can use it with their customers.

Already, we have a Spanish language version of the cards and resources in process.

For interested service providers, there are only a few small requirements for becoming a Nine Innovation Roles training partner:

Translate this page on my site (see Spanish example) – will publish and give translation credit with 1-2 links to first translator of each language
Translate this page on my web site – will publish and give translation credit with 1-2 links to first translator of each language
#1 and #2 will allow me to get a translated version of the Nine Innovation Roles cards design created for you
Translate the Nine Innovation Roles presentation embedded in #1 (can leverage #1)
Translate the Nine Innovation Roles worksheet I link to in #1 (can leverage #1)
Attend an inexpensive Nine Innovation Roles train the trainer webinar that I will be holding soon.

To register your interest in becoming a Nine Innovation Roles training partner please fill out the contact form and make a note in the question field.

Build a common language of innovation on your team

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Renting ‘Stoking Your Innovation Bonfire’

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I noticed something new on the Amazon page for my book Stoking Your Innovation Bonfire today when I popped onto their web site.

What was it?

Amazon has introduced a rental option for textbooks.

It makes sense that my book is part of the program because Stoking Your Innovation Bonfire is being used as a text book as part of innovation courses at Creighton and other fine institutions.

Professors can get evaluation copies here from my publisher John Wiley & Sons.

Here is a screenshot:

BUT, one thing that doesn’t make sense is that the rental price of $22.22 is only slightly less than the discounted sale price of $22.53 that Amazon charges for a new copy of my book. Which is a pretty good discount off the retail price of $34.95.

Stoking Your Innovation Bonfire makes a great bulk book buy for organizations seeking to establish a common language of innovation or to identify and remove one or more barriers to innovation they might be struggling against.

I believe in the content so much that I’ve made a downloadable free sample chapter available for everyone.

If you are in the United States and interested in making a bulk purchase of this five-star book, please contact Hooks Book Events – an independent minority women-owned business in Washington D.C.

If you are outside the United States, you might want to check out 800-CEO-Read or you can get FREE shipping to 90 countries is available from Book Depository.

And what better way to get the most value out of a bulk purchase of my book than to invite me to come deliver an innovation keynote or workshop? 🙂

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Optimizing Innovation Resonance

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Optimizing Innovation Resonance What does resonance mean to you?

The word has many different dictionary definitions depending on the context, but most of them focus on vibrations reaching an ideal state.

Here are two of the most relevant dictionary definitions for our innovation resonance context today:

“a quality of evoking response” (Merriam-Webster)

“the effect of an event or work of art beyond its immediate or surface meaning” (Bing)

Here also are a couple of my favorite resonance quotes:

“I think whatever resonance I may be able to achieve is in part simply from the amount of reading and learning that I acquired along the way.” – Robert B. Parker

“I think if the movie has resonance and stimulates the viewer to talk about it, you can have as large an audience as you want.” – Andy Garcia

I’ve written in the past about how innovation is all about value and about how innovation veracity is more important than innovation velocity. Now it is time to take the innovation conversations about value and veracity to the next level – to innovation resonance – and how difficult it is to achieve and maintain.

Optimizing Innovation Resonance Achieving innovation resonance is about going from 1+1=2 to a state where 1+1+1+1=7, where the sum of the valuable parts in some new potential innovation suddenly becomes greater than the individual components and value may be created that you might not have even anticipated. When you reach this state of innovation nirvana, the power of resonance pushes your invention over the line from invention to innovation, and adoption becomes widespread. People start talking about, spreading it like a virus, and ultimately supplementing your marketing efforts in much more effective ways.

To achieve innovation resonance you must create value with innovation veracity and deliver it in a product or service with the right velocity and course corrections as you bring your potential innovation into the marketplace. Innovation veracity is about identifying the truths that are important to the customer in the problem space you are investigating, the inspirations and the insights that will hopefully lead to better ideas, more value creation, and hopefully, eventually – innovation resonance.

You’ll notice that I used the words hopefully and eventually in the last sentence in relation to achieving innovation resonance, and this is because our best attempts to anticipate the wants and needs of the marketplace will not always be immediately correct, and may require course corrections in the product or service to better match the expected or desired value.

And the ultimate value encompassed in a potential innovation attempting to achieve resonance, comes from three main sources:

1. Value Creation
2. Value Access
3. Value Translation

Innovation = Value Creation * Value Access * Value Translation

You’ll notice in this equation that the parts multiply, and as a result if you do any of the three badly, your potential innovation will fail. But do ALL three well and you will have the opportunity to achieve innovation resonance.

Innovation Resonance Venn Diagram

Optimizing Innovation Resonance

To optimize the value creation component of innovation, you must seek innovation veracity early on, identifying the fundamental truths upon which your potentially innovative solution will be built. During the value creation process you must prototype early and often to test and learn whether your insights are correct and resonating in their expression within the product or service as you expect. From the reactions to your prototypes you must evolve the solution to create more value.

To optimize the value access piece of innovation, you must seek to identify where friction is created in the delivery of your solution and seek to remove it. Carefully observe both where things are awkward or difficult for you to produce and scale the solution, and for your customer to consider and consume it. These friction points represent an opportunity to remove barriers to adoption and to increase potential innovation resonance through better production, purchase and consumption experiences.

To optimize the value translation piece of innovation, you must first identify the gaps in understanding and readiness among your target customers, your plan for working to close these gaps and prepare the market for your launch, and then you’ll want to find your picture or image that communicates a thousand words. Most importantly, you must be aware that the more disruptive your potential innovation the more you may have to educate your potential customers before you even try to sell to them, and so you must build the appropriate amount of market preparation time into the launch plan for your potential innovation plan. Thought leadership marketing and innovation marketing strategies can be very powerful here to help customers understand how the new solution will fit into their lives and why they will want to abandon their existing solution – even if it is the ‘do nothing’ solution.

Resonance Example #1 – The BMW Mini – Barbie in Motion

Barbie Mini Cooper One of those most fun, visually appealing vehicles on the road has to be BMW’s re-release of the Mini. I don’t have one, have only ridden in one once, but whenever I see one driving around, it makes me smile. And if you have any question about whether or not the Mini has achieved a level of resonance (at least in the USA and probably elsewhere), then how would you explain the photo of the Mini on the left that shows you can buy a Mini to drive Ken and Barbie around in? Can you buy a convertible Chrysler LeBaron for Barbie to drive around in? No, but you can buy a Fiat 500, another car achieving resonance here in the USA.

Resonance Example #2 – iPod Nano – Falling from the Pinnacle

iPod Nano 6th Generation The iPod Nano is a great example of the rise and fall of innovation resonance. The iPod took three years to take off (right about the time the iPod Nano was released). The trigger for innovation resonance was the Windows version of iTunes (Value Creation), combined with the launch of Apple Retail Stores (Value Access), combined with the iconic advertising campaigns (Value Translation). The iPod became a phenomenon with sales peaking in 2008 right after the iPhone release. Sales have been falling since then, but during this decline came the September 2010 release of the 6th Generation iPod Nano – which resonates to this day – so much so that Apple replaced the design six months ago to protect the market for their upcoming iWatch.

Maintaining Innovation Resonance

As we know from music, to maintain resonance, you must continue to inject energy and focus into the system – a bell won’t ring forever. And as we know from human psychology, just because you continue to ring the bell doesn’t mean that people will continue to want to listen to it in the same way forever. Tastes change, preferences change, the definition of value for each component creating value for customers can potentially change. And so to remain the market leader, to maintain innovation resonance, you must continue to observe, to learn, and to modify your solution to optimize the innovation value equation as needed over time.

One great example of an innovative organization losing resonance over time was Dell. They (and a handful others) came into the PC marketplace with a disruptive business model, captured market share, rose to #1, and then gradually started to lose their position because they didn’t recognize a shift in the relative value of cost vs. design in the marketplace, causing them to lose market share to HP, Apple and others.

One way to look at the difference in strategies between HP and Dell might be to use the Strategy Canvas from the Blue Ocean Strategy methodology. You can see an example of a Strategy Canvas for the wine industry here:

But traditional Blue Ocean Strategy (or Value Innovation) is very static. As you can see, building a Strategy Canvas using Blue Ocean Strategy methods is a snapshot in time looking at the relative performance of a company on a selected set of value dimensions against its competition. To sail into a Blue Ocean the theory goes, you must select certain value dimensions to either:

Raise
Eliminate
Reduce
Create

But as we know, value dimension performance, value dimension importance, and the competitive dynamics within the industry are not static, but change over time.

It is because of this weakness in the Blue Ocean Strategy methodology that I layer on the investigation of value dimension performance and importance onto any Value Innovation work that I might do. You can see in the two example images below related to the Dell vs. HP example about how changes in performance over time on certain value dimensions relative to what is “good enough” in the minds of customers can lead to changes in the relative importance of various value dimensions in the mind of the customers.

Value Dimension Performance Value Dimension Importance

Because we cannot perfectly predict how customers will consume our product or service when we bring it to market, and because of the shifting sands of value force you to continuously re-evaluate the current situation with value dimensions and value importance, we must re-evaluate where we see the innovation process beginning and ending. Smart companies are recognizing that is not just about coming up with a great idea, or having a great launch, but about creating a commitment to launching, learning, and dialing in success by working to create and then maintain innovation resonance. Whirlpool Corporation, one of the early pioneers of a systematic pursuit of innovation excellence, has seen this and has created a commitment to launching and learning and has added a third diamond to their double diamond innovation methodology called ‘Deliver and Grow’.

Moises Norena, the Global Director of Innovation at the Whirlpool Corporation, was kind enough to share these thoughts:

“While we put a significant emphasis in the front end of innovation and in the commercialization phase, we recognize that you can not launch a product and sit and wait for its success. With the third diamond we assure that innovation teams stay engaged in the product management while it is in the market, contrasting the results with the predictions, not only on business performance but against the consumer and trade promise they were designed to deliver. We also ask these teams to use the innovation tools and process to identify opportunities to experiment and to maximize value extraction from the market.”

Conclusion

To achieve and maintain innovation resonance, you must nurture a commitment to learning fast, both during the innovation development process and after the launch of a potential innovation. You must maintain a laser focus on how you are creating value, helping people access that value, and translating that value for people so they can understand how your potential innovation may fit into their lives. So, do you have processes in place as part of your innovation methodology for measuring and evolving solutions in place to help you get to innovation resonance?

If not, keep a focus on value creation, value access, and value translation, use my evolutions of the Blue Ocean Strategy framework, and have a look at The Eight I’s of Infinite Innovation framework that I created or at the Whirlpool Corporation’s Triple Diamond methodology to help you deliver and grow more successful innovation into your organization, and hopefully reach some level of innovation resonance.

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Showrooming vs. Retail Warehousing

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Showrooming vs. Retail Warehousing Old School vs. Old School

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. Retail Warehousing 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.

Showrooming and Retail Warehousing Hybrid 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.

Hointer Founder

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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Amazon Makes Copy and Paste Fun

Marketing Throwdown – Pull versus Push

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Marketing Throwdown - Pull versus Push Describing push marketing is easy (or at least it should be). Push marketing is the traditional marketing and advertising seen everywhere. Push marketing starts with the product or service, identifies the features or benefits that potential customers will find most compelling, and then utilizes targeting and segmentation to “push” carefully crafted marketing messages out via a variety of advertising, sales, and social media channels to the most likely potential customers.

But, stray into the pull marketing universe and prepare to be inundated by a plethora of widely divergent definitions. Some people would define pull marketing as similar to push, but instead of marketing to potential customers, potential decision makers or consumers (or even influencers) are targeted so that hopefully they will pull customers to the business. Still other people talk about technology push versus market pull in the context of determining which products get developed and sold (or should be developed and sold). Making it even more confusing, some people call the direct advertising to consumers of prescription medications like Viagra a pull marketing strategy. So just what is a pull marketing strategy then anyways? Who’s right?

I would argue that none of them are correct. While the communications produced might to talk to different groups of people than traditional marketing or in a slightly different way, they all are still, at their core, push marketing strategies. Pull marketing is something else entirely (and should be in order to maximize your investment in marketing). While push marketing focuses on the most likely potential customers, pull marketing should be focused on a totally different group of people – non-customers who are not yet ready to become customers at this time.

An effective pull marketing strategy begins with extensive research into what makes a person evolve from someone who is disinterested and unaware of a solution area, to seeing how it might fit into their personal or professional lives and make it better. This usually involves the creation of content that will raise awareness, interest, inspiration, and understanding of the whole solution area, and the need for it, not just the features and benefits of one company’s particular product or service. Pull marketing strategies are very uncomfortable for most marketers, and as a result most companies have no pull to balance their push.

So which is better push marketing or pull marketing?

Any organization that is interested in sustained revenue and profitability growth over time should invest in both, but most companies are seduced by the immediate payback of push marketing and pursue only push marketing strategies. Meanwhile, pull marketing helps grow new potential customers (or accelerates their purchase readiness timeline), so it is equally important in the long run. Smart companies, organizations that intend to succeed in the long run, need to invest in both push and pull marketing strategies in order to keep their sales pipeline full both for now AND for the future. And if your company is focused on innovation, then the more disruptive that you try to be, the more important that having a pull component to your marketing strategy will become. Push or pull? The answer lies in… the balance.

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Eight I’s of Infinite Innovation – PDF Version

Rise of the Social Business Architect

Download the Rise of the Social Business Architect PDF

The world is changing and needs Social Business Architects. Gone is the epoch of the passive consumer, now customers want a say. At the same time, the quest for survival and growth is causing companies to stop looking at suppliers as someone to squeeze on price and instead as partners in innovation. And, employers are realizing that to maximize their success they need to attract and engage the best talent not just into internal talent pools, but external ones as well.

It feels like you can’t go a day without hearing someone or some publication mention Facebook, Twitter or some other component of the social media universe. The fact is that social media has invaded the public consciousness and people are now more suspicious of someone who doesn’t have a social media presence than someone who does. People are starting to judge others based on their Facebook or LinkedIn profile they ever meet them, and expecting companies to answer the tweet they’ve sent them or the question they’ve posted on their Facebook wall within the day, the hour, the minute (believe me the expected pace of response is accelerating).

Social media has become so important and pervasive that it is beginning to co-opt the term ‘social business’ into its lexicon to describe an organization’s engagement with people outside of its borders across a variety of channels and for a variety of purposes. Social media is stealing the term ‘social business’ away from the social enterprise folks, and that’s okay – they can’t possibly use ‘social business’ and ‘social enterprise’ at the same time anyways.

The importance of ‘social business’ and social business design has grown as our technologies have matured from contact management to customer relationship management (CRM) systems, from bulletin boards to discussion forums, from static to dynamic html, from social networks to social media, and from media consumer to media producer. Ultimately ‘social business’ is the science of optimizing the intersection of people, process, and technology. If we look at ‘social business’ as the discipline managing that intersection and helping an organization focusing on how it engages with others and maximizes the value of its relationships, I’ve been working in social business for more than 15 years as what I like to call a Social Business Architect.

In addition to facilitating and optimizing the group dynamics and interactions inside the organization, a Social Business Architect specializes in identifying the different parts of an organization that need to interact with groups of people outside the organization, how those parts of the organization should work together to communicate with people outside the organization, and helps to identify and implement communications solutions that connect the organization with the target groups so that a meaningful connection and conversation can be built, and then helps to manage the conversations and the information and learnings from their outcomes for the benefit of the organization.

A Social Business Architect keeps the organizations focused on the goals of its relationships with the outside, works with the organization’s technologists and other specialists in other departments to enable the necessary conversations to take place for the benefit of the organization.

From building Symantec’s first web-based multi-lingual technical support and customer service capabilities to working with the Windows Live team at Microsoft to building the world’s most popular innovation community centered around https://www.disruptorleague.com, I’ve seen the importance of finding the right intersection between primary connection points and sources of value for the community to establish itself, grow and thrive.

To build a successful community and attract talent to your organization you must try to identify as an organization what resources you already have (or could create) that will have some value to the community that you are trying to build. These sources of value to the community could be:

Financial
Informational
Educational
Social
Or come from another store of value

You must give people a reason to want to connect with you and to stay close – and yes, hopefully contribute over time.

In addition to identifying the value that you can bring to the community you must also identify which connection points will multiply the attractive power of the sources of value you choose to focus on. There are three primary connection points to consider:

1. Passion – One of the ways that you can attract people to your community is to leverage the power of passion. Seek to identify what people are passionate about when it comes to your company or your products. Passion can be extremely contagious. Is there a way that you can inject the passion that people may have for your company or products into your community?

2. Purpose – Another connection point to consider is to tap into the power of purpose. Not all organizations are committed to serving a larger social purpose, but all can consider introducing elements of public outreach or philanthropy that the community can engage with and feel good about contributing to. Are you building walls to keep people out? Or are you creating something that people can feel a part of?

3. Fun – And don’t forget the power of fun. One of the ways of connecting people to your community is to have something fun for people to do. Recognize people for their participation in your community in fun and different ways to keep them interested and engaged, and have some fun reinforcing the ethos of the community.

And when you bring the right sources of value together with the right connection points that is when the magic of attraction and engagement happens and a community starts to grow its membership and participation. But we are not just seeking to build a community; we are looking to activate it as well (to get people engaged, contributing, discussing, connecting, etc.).

This is where Social Business Architects prove their worth to the organization. They can use social media, digital communications, value analysis, and other collaborative tools to help organizations attract and engage customers, partners and employees to help the organization achieve its commercial goals. Whether the future direction of your social business architecture includes beginning collaborative innovation, increasing employee retention, building stronger partnerships, growing customer lifetime value, or another effort, be sure that you are involving the Social Business Architects in your organization to help set the right goals and find the right tools to ensure the effort’s success. Only then will you put your organization on the path it needs to be to transform itself from an internally focused product and service factory to a truly internally and externally focused and integrated social business capable of sustainable innovation, retention of the growing millennial work force, long-term customer relationships and loyalty, and true partnerships with its vendors and suppliers for mutual benefit.

Are you ready to architect a social business foundation under your organization?

Stay tuned for more on this topic in a white paper I am publishing with Innocentive very soon.

UPDATE: You can find all of my commissioned white papers here (including the Innocentive White Paper – “Harnessing the Global Talent Pool to Accelerate Innovation”) or contact me to commission one for your company’s inbound or content marketing efforts here.

Download a PDF version of this article

Image credit: Ringling Bros.

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VIDEO – Innovation is All About Value

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I share my definition of innovation and the role of value in innovation in this clip from one of my many innovation speeches. This clip is from a corporate event to kick off the next phase of innovation efforts at FCS America.

This video brings to life some of the content in the popular article Innovation is All About Value.

I am the author of the popular book Stoking Your Innovation Bonfire from John Wiley & Sons, and advise clients beginning their innovation journey or seeking to enhance the innovation efforts they’ve begun already.

I am an experienced innovation keynote speaker at conferences and private innovation events for corporations, government, and other organizations, and also deliver a two-day Masterclass around the content in Stoking Your Innovation Bonfire to organizations around the world.

To book me for your conference or event, please click here.

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Innovation is Up in the Air

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Innovation is Up in the Air 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?

Innovation Blinders 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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Human-Centered Change and Innovation

Innovation, change and transformation thought leadership, lovingly curated by Braden Kelley

Category Archives: marketing

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