Tag Archives: Inspiration

Can Leaders Defy Gravity?

Can Leaders Defy Gravity?

GUEST POST from Mike Shipulski

If you pull hard on your team, what will they do? Will they rebel? Will they push back? Will they disagree? Will they debate? And after all that, will they pull with you? Will the pull for three weeks straight? Will they pull with their whole selves? How do you feel about that?

If you pull hard on your peers, what will they do? Will they engage? Will they even listen? Will they dismiss? And if they dismiss, will you persist? Will you pull harder? And when you pull harder, do they think more of you? And when you pull harder still, do they think even more of you? Do you know what they’ll do? And how do you feel about that?

If you push hard on your leadership, what will they do? Will they listen or dismiss? And if they dismiss, will you push harder? When you push like hell, do they like that or do they become uncomfortable, what will you do? Will they dislike it and they become comfortable and thankful you pushed? Whatever they feel, that’s on them. Do you believe that? If not, how do you feel about that?

When you say something heretical, does your team cheer or pelt you with fruit? Do they hang their heads or do they hope you do it again? Whatever they do, they’ve watched your behavior for several years and will influence their actions.

When you openly disagree with the company line, do your peers cringe or ask why you disagree? Do they dismiss your position or do they engage in a discussion? Do they want this from you? Do they expect this from you? Do they hope you’ll disagree when you think it’s time? Whatever they do, will you persist? And how do you feel about that?

When you object to the new strategy, does your leadership listen? Or do they un-invite you to the next strategy session? And if they do, do you show up anyway? Or do they think you’re trying to sharpen the strategy? Do they think you want the best for the company? Do they know you’re objecting because everyone else in the room is afraid to? What they think of your dissent doesn’t matter. What matters is your principled behavior over the last decade.

If there’s a fire, does your team hope you’ll run toward the flames? Or, do they know you will?

If there’s a huge problem that everyone is afraid to talk about, do your peers expect you get right to the heart of it? Or, do they hope you will? Or, do they know you will?

If it’s time to defy gravity, do they know you’re the person to call?

And how do you feel about that?

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Disagreements Can Be a Good Thing

Disagreements Can Be a Good Thing

GUEST POST from Mike Shipulski

When you have nothing to say, don’t say it.

But, when you have something to say, you must say it.

When you think your response might be taken the wrong way, it will.

When you take care to respond effectively, your response might be taken the wrong way.

When you have disagreement, there’s objective evidence that at least two people are thinking for themselves.

When you have disagreement, confrontation is optional.

When you have disagreement, everyone can be right, even if just a little.

When you have disagreement, that says nothing about the people doing the disagreeing.

When you have disagreement at high decibels, that’s an argument.

When you have disagreement, disagreeing on all points is a choice.

When you have disagreement, if you listen to sharpen your response, it’s a death spiral.

When you have disagreement, it’s best to disagree wholeheartedly and respectfully.

When you have disagreement, if you listen to understand, there’s hope.

When you have disagreement, it’s a disagreement about ideas and not moral character.

When you have disagreement, intentions matter.

When you have disagreement, decision quality skyrockets.

When you have disagreement, thank your partner in crime for sharing their truth.

When you have disagreement, there is sufficient trust to support the disagreement.

When you have disagreement, sometimes you don’t, but you don’t know it.

When you have disagreement, converging on a single point of view is not the objective.

When you have disagreement about ethics, you may be working at the wrong company.

When you have disagreement, there are no sides, only people doing their best.

When you have disagreement, the objective is understanding.

When you have disagreement, it’s the right thing to have.

When you have disagreement, there may be disagreement on the topic of the disagreement.

When you have disagreement, you are a contributing member, even if you stay quiet.

When you have disagreement, why not be agreeable?

When you have disagreement, it’s okay to change your mind.

When you have disagreement, you may learn something about yourself.

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Let Yourself Draw Inspiration from Others

Let Yourself Draw Inspiration from Others

GUEST POST from Mike Shipulski

When you try something new, check to see who has done something similar. Decompose their design approach. What were they trying to achieve? What outcome were they looking for? Who were their target customers? Do this for at least three existing designs – three real examples that are for sale today.

Here’s a rule to live by: When trying something new, don’t start from scratch.

What you are trying to achieve is unique, but has some commonality with existing solutions. The outcome you are looking for is unique, but it’s similar to outcomes others have tried to achieve. Your target customers are unique, but some of their characteristics are similar to the customers of the solutions you’ll decompose.

Here’s another rule: There are no “clean sheet” sheet designs, so don’t try to make one.

There was an old game show called Name That Tune, where contestants would try to guess the name of a song by hearing just a few notes. The player wins when they can name the tune with the *fewest* notes. And it’s the same with new designs – you want to provide a novel customer experience using the fewest new notes.

A rule: Reuse what you can, until you can’t.

Because the customer is the one who decides if your new offering offers them new value, the novel elements of your design don’t have to look drastically different in a side-by-side comparison way. But the novel elements of your offering do have to make a significant difference in the customer’s life. With that said, however, it can be helpful if the design element responsible for the novel goodness is visually different from the existing alternatives. But if that’s not the case, you can add a non-functional element to the novelty-generating element to make it visible to the customer. For example, you could add color, or some type of fingerprint, to the novel element of the design so that customers can see what creates the novelty for them. Then, of course, you market the heck out of the new color or fingerprint.

A rule: It’s better to make a difference in a customer’s life than, well, anything else.

Don’t be shy about learning from what other companies have done well. That’s not to say you should violate their patents, but it’s a compliment when you adopt some of their best stuff. Learn from them and twist it. Understand what they did and abstract it. See the best in two designs and combine them. See the goodness in one domain and bring it to another.

Doing something for the first time is difficult, why not get inspiration from others and make it easier?

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

What Do You Like to Do?

What Do You Like to Do?

GUEST POST from Mike Shipulski

I like to help people turn complex situations into several important learning objectives.

I like to help people turn important learning objectives into tight project plans.

I like to help people distill project plans into a single-page spreadsheet of who does what and when.

I like to help people start with problem definition.

I like to help people stick with problem definition until the problems solve themselves.

I like to help people structure tight project plans based on resource constraints.

I like to help people create objective measures of success to monitor the projects as they go.

I like to help people believe they can do the almost impossible.

I like to help people stand three inches taller after they pull off the unimaginable.

I like to help people stop good projects so they can start amazing ones.

If you want to do more of what you like and less of what you don’t, stop a bad project to start a good one.

So, what do you like to do?

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Did You Make a Difference Today?

Did You Make a Difference Today?

GUEST POST from Mike Shipulski

Did you engage today with someone that needed your time and attention, though they didn’t ask?

You had a choice to float above it all or recognize that your time and attention were needed. And then you had a follow-on choice: to keep on truckin’ or engage. If you recognized they needed your help, what caused you to spend the energy needed to do that?

And if you took the further step to engage, why did you do that?

For both questions, I bet the answer is the same – because you care about them, and you care about the work. And I bet they know that, and I bet you made a difference.

Did you alter your schedule today because something important came up?

What caused you to do that?

Was it about the thing that came up or the person(s) impacted by the thing that came up?

I bet it was the latter. And I bet you made a difference.

Did you spend a lot of energy at work today?

If so, why did you do that? Was it because you care about the people you work with?

Was it because you care about your customers?

Was it because you care enough about yourself to live up to your best expectations?

I bet it was all those reasons. And I bet you made a difference.

Image credit: Dr. Matthias Ripp

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

How to Engage and Inspire Employees during Times of Change

How to Engage and Inspire Employees during Times of Change

GUEST POST from Art Inteligencia

Change is an integral part of growth; it is the very essence of development and innovation, an inevitability in the realm of business. However, it’s not always perceived positively within an organization, primarily by the employees. It is here that leadership can play a pivotal role, not only in catalyzing that change but also in inspiring and engaging the employees to adopt it. With two pertinent case studies, we will demystify this proceed.

Case Study 1: Google’s Capitalizing on Innovation and Creativity

Unarguably one of the most progressive companies globally, Google continually inspires its employees amidst ongoing changes. Google set an example with its “20% time” policy, where employees were encouraged to spend 20% of their time working on their passion projects. This innovative approach fostered an environment of creativity, reinforcing the idea that change is the harbinger of innovation. Products like Google News, AdSense and Gmail were outcomes of this policy.

Key Takeaway: Create avenues for employees to express their creativity and initiate their change, making them active participants rather than reluctant bystanders. Change, then, is inspirational rather than inhibitive.

Case Study 2: Ford’s Turnaround Story

During the economic crisis of 2008, Ford faced monumental challenges. Alan Mulally, the then CEO, led Ford through this turbulent period, not through cost-cutting alone, but by engaging employees in the process of transformation. The turnaround strategy involved every employee through “One Team, One Plan, One Goal” mantra, with weekly Business Plan Review meetings. This transparent approach made the employees feel included and vital to the process of change.

Key Takeaway: Communication and collaboration make a critical difference. During times of change, employees must feel they aren’t just witnessing the change but are integral parts of that transformation.

Strategies for Engaging and Inspiring Employees in Times of Change:

1. Establish a Clear Vision: Clarity is the first step towards acceptance. Articulate the need for change and picture it helps employees visualize the future, easing their transition.

2. Emphasize on Communication: Regular, transparent updates, discussions, and feedback sessions are crucial during transition phases. They make the employees feel considered and valued.

3. Build a Culture of Learning: Learning breeds adaptation. Encourage a culture of continuous learning, providing employees with resources to learn new skills and adapt to changes.

4. Acknowledge and Reward: Recognizing the efforts of employees in adapting to and driving change increases morale. Rewards, recognition, and incentives can play a significant role here.

Conclusion

Change, while challenging, also presents opportunities for growth, innovation, and improved performance. However, the responsibility of leadership doesn’t end with implementing change. As leaders, we must ensure that our teams not only embrace this change but are inspired by it. We must remember: an engaged employee is not a spectator of change but a robust pillar shouldering it.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Creative Leadership: Strategies for Inspiring and Motivating Teams

Creative Leadership: Strategies for Inspiring and Motivating Teams

GUEST POST from Chateau G Pato

As a leader, nothing is more rewarding than inspiring a team to success. Creative and effective leadership can be the difference between a team that works well and one that fails. Fortunately, there are specific strategies that leaders can deploy to ignite creativity and motivation in their teams.

Communication

Great communication is the foundation of creative leadership. Leaders should strive to be transparent, consistent, and encouraging with communications. This helps to ensure that teams have a well-defined purpose, are motivated to reach their goals, and understand exactly what is expected of them. Additionally, leaders should encourage team members to express their own ideas and challenges in order to foster collaboration and innovation.

Goal-Setting

One of the most important responsibilities of a leader is to help set and communicate achievable goals for the team. Goals should be time-sensitive, realistic, and measurable, so that team members have a clear target to strive for. Additionally, leaders should recognize and celebrate accomplishments, big and small, to boost morale and foster a sense of motivation within the team.

Incentives

Incentives are a powerful way to motivate the team. Monetary rewards or recognition for a job well done can be highly motivating. Leaders can also offer incentives such as extra vacation time, flex-time, employee-development programs, or other rewards that align with the team’s culture and values.

Case Study 1 – Ryan’s Auto Body

Ryan ran a successful auto body shop. To motivate his team, he provided incentives and rewards for a job well done. He offered bonus vacation time as well as employee-development programs. Ryan also set team goals and was sure to recognize and celebrate their successes. As a result, his team was motivated and creative, resulting in increased efficiency and productivity.

Case Study 2 – Cuisine of the Future

Patrick was the head chef of a high-end catering company. He communicated clearly with his team and encouraged them to express their own ideas and challenges. He also created a goal-setting system with time-sensitive criteria for success. As a result, Patrick’s team was inspired to come up with innovative dishes and techniques that elevated the company’s reputation even further.

Conclusion

Leadership is an important part of any team’s success. By utilizing effective strategies such as properly communicating expectations, setting achievable goals, and offering incentives, leaders can inspire and motivate their teams to greatness. With the right strategy, any leader can empower their teams to reach extraordinary heights.

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Every Company Needs an Innovation Coach

Retained InnovationInnovation is not a solo activity. While the rare lone genius may be able to invent something on their own (although still always inspired by others), nobody can innovate by themselves. Innovation, by its very nature, requires collaboration.

Companies are like brains. The brain is composed of two hemispheres. The left brain is typically described as the home to math and logic skills, while the right brain is described as the domain of creativity. Of course people need to develop both hemispheres to be successful, and companies are the same. Achieving operational excellence is the goal of the left brain side of the organization and innovation excellence should be the goal of the right side of the organization. Unfortunately, most organizations over-invest in operational excellence to the point that the organization fights off innovation excellence efforts like a virus.

So, what’s the cure?

Not to get sick in the first place of course!

To achieve that, consider putting an innovation wellness program in place. And what does that look like?

An innovation wellness program has at its center, an organization that is willing to reach outside its four walls for a constant stream of new inspiration. Because it is inspiration in combination with curiosity that will give the organization a fighting chance of identifying ongoing sources of unique and differentiated insights that will allow the organization to continuously reinvent itself and stay in resonance with its customers.

A couple tangible examples of innovation wellness program components include:

  1. Embedding elements of so-called Open Innovation into the core of the organization’s innovation approach rather than existing as a periodic guest
  2. Continuous reinforcement of a curiosity culture
  3. Employment of a part-time innovation coach on an ongoing basis

Robert F BrandsWhat does an innovation coach look like?

Well, one good example was the late Robert F. Brands, who was lost to the global innovation community far too soon. He was a friend, a colleague, a mentor, a partner on work we did for the United States Navy, and he helped me get the book deal for my first five-star book – Stoking Your Innovation Bonfire.

A good innovation coach helps you avoid the ten signs of innovation sickness:

  1. Nobody can articulate your definition of innovation (or you don’t have one)
  2. Nobody can articulate your innovation vision/strategy/goals (or you don’t have them)
  3. People struggle to tell the story of one or more innovations launched to wide adoption by the organization
  4. Most of what passes as innovation inside the organization would actually be classified as improvements (not innovation) by people outside the organization
  5. The organization no longer makes external innovation perspectives available to a wide audience
  6. Nobody takes the time to participate in our innovation efforts anymore
  7. Your organization is unable to accept insights and ideas from outside the organization and develop them into concepts that can be scaled to wide adoption
  8. Innovation program leadership has difficulty getting time on the CEO’s calendar any more
  9. Your innovation team is trying to do all of the innovating instead of helping to accelerate the innovation efforts of others
  10. Your pace of innovation is slower than the organizations you compete with for market share, donations, votes, etc.

A good innovation coach can help you:

1. Perform an innovation assessment

I developed a 50 question innovation audit and made it available in support of my first book Stoking Your Innovation Bonfire, so that people can do a self-evaluation of their innovation maturity here on my web site. Or if you would like to dig a little deeper into the dynamics of innovation in your organization, I can work with you to do an innovation diagnostic across your organization and/or help you establish a baseline so you can track your innovation maturity progress over time.

2. Establish a Continuous Innovation Infrastructure

Many companies confuse having a New Product Development (NPD) program or a Research & Development (R&D) program with having an innovation program, or are stuck in an ‘innovation as a project’ approach to innovation. A good innovation coach can help you define what innovation can and should mean to your organization, build a common language of innovation, create an innovation vision, establish an innovation strategy that dovetails with your organization’s overall strategy, and develop innovation goals that will help focus the organization’s efforts to realize its innovation vision and strategy.

3. Teach You Some New Innovation Tools, Methods, and Frameworks

A good innovation coach is also a skilled facilitator and can help facilitate innovation off-sites, an effective trainer who can develop the custom courses you need to teach people in the organization new tools, methods, or frameworks to improve or accelerate your innovation capabilities, and is capable of delivering inspirational keynotes to large groups inside your organization to help shift mindsets and help people feel empowered to participate in the innovation efforts of the organization. The best innovation coaches are capable not just of bringing in the tools, methods and frameworks of others, but are also capable of understanding your innovation gaps and creating new innovation tools, methods and frameworks to help you.

4. Help You Identify Insights and Opportunities

Innovation begins with inspiration, and your curiosity and exploration should lead you to identify some good insights to build on and opportunities to pursue. But, because most ideas are really idea fragments, sometimes an innovation coach or other external perspectives can help you identify the gaps in your idea fragment or opportunity identification that might make them more compelling, especially if you aren’t making a conscious use of The Nine Innovation Roles as part of your innovation process to help you avoid innovation blind spots. A good innovation coach can also help you go beyond ideas and help you focus on not just one, but all three keys to innovation success:

  • Value Creation
  • Value Access
  • Value Translation

Stoking Your Innovation Bonfire will help you learn more about each, or you can check out my previous article ‘Innovation is All About Value‘.

5. Tell You Honestly When You’re Going Off Course

A good innovation coach will have the courage to be honest with you and tell you when you’ve lost your way. Over time, many innovation teams tend to come down with shiny object syndrome or its equally evil cousin, launch fever. A competent innovation coach will be able to recognize the change and help you course correct before you pass the point of no return, and put the very existence of your innovation program at risk. A good innovation coach is able to provide a consistent external perspective, a sanity check, and may be able to also help you build external connections to invite in other external perspectives as well.

Wrapping it Up

It is easy to fall in love with the innovation process and program you’ve created. It is equally simple to form attachments to your innovation projects and artifacts and think that you’ve cracked the code, and maybe you have, but wouldn’t you like to keep one toe in the pond outside your organization just to make sure?

Book Innovation Speaker Braden Kelley for Your EventCreating and maintaining a part-time relationship with an innovation coach you trust is a great way to do that. Smart organizations keep a pulse on their level of innovation maturity over time. They’re continuously evolving their innovation infrastructure, building new capabilities, and seeking out external perspectives as a sanity check on their program evolutions over time. So what are you waiting for?

Who’s going to coach your winning innovation team?

Contact me now to set up a free introductory consultation


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

We Are Target. Who Are You?

By now you’ve probably seen the video of the Target employee standing on the checkout counter delivering a Mel Gibson, Braveheart inspired speech to fellow employees prior to opening the doors on Black Friday (nearly 4 million views and counting).

The video ends with “Because we are more than just a store. This is a team! This is a family! This is Target!!!”

It left me with one central idea at the end, and that’s the title of this article “We Are Target. Who Are You?” and the reason it left me with this idea is that in our companies we too often take the passion out of business. We inadvertently, through the way we communicate internally, end up sending the message that people should leave their passion at home, or feel passionate about something else other than our company.

What would happen if didn’t kill people’s passion at the same time we time we’re busy killing their creativity?

What kinds of connections with our customers could we form if we were (from the top to the bottom) passionate about serving our customers, about crushing the competition, and trying to be better than them in every way?

Do you want to work for a mediocre company?

Does your company want to be mediocre?

Does your company want to provide crappy customer service?

If not, then first work on making your company excellent in every way possible, and then give people permission to be passionate about serving customers and about demonstrating that excellence.

Then you’ll be ready to shout it from the rooftops!
(or at least from the counter)


Build a common language of innovation on your team

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Eight I’s of Infinite Innovation

Eight I's of Infinite Innovation

Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there only tell part of the story of successful innovation.

To achieve sustainable success at innovation, you must work to embed a repeatable process and way of thinking within your organization, and this is why it is important to have a simple common language and guiding framework of infinite innovation that all employees can easily grasp. If innovation becomes too complex, or seems too difficult then people will stop pursuing it, or supporting it.

Some organizations try to achieve this simplicity, or to make the pursuit of innovation seem more attainable, by viewing innovation as a project-driven activity. But, a project approach to innovation will prevent it from ever becoming a way of life in your organization. Instead you must work to position innovation as something infinite, a pillar of the organization, something with its own quest for excellence – a professional practice to be committed to.

So, if we take a lot of the best practices of innovation excellence and mix them together with a few new ingredients, the result is a simple framework organizations can use to guide their sustainable pursuit of innovation – the Eight I’s of Infinite Innovation. This new framework anchors what is a very collaborative process. Here is the framework and some of the many points organizations must consider during each stage of the continuous process:

1. Inspiration

  • Employees are constantly navigating an ever changing world both in their home context, and as they travel the world for business or pleasure, or even across various web pages in the browser of their PC, tablet, or smartphone.
  • What do they see as they move through the world that inspires them and possibly the innovation efforts of the company?
  • What do they see technology making possible soon that wasn’t possible before?
  • The first time through we are looking for inspiration around what to do, the second time through we are looking to be inspired around how to do it.
  • What inspiration do we find in the ideas that are selected for their implementation, illumination and/or installation?

2. Investigation

  • What can we learn from the various pieces of inspiration that employees come across?
  • How do the isolated elements of inspiration collect and connect? Or do they?
  • What customer insights are hidden in these pieces of inspiration?
  • What jobs-to-be-done are most underserved and are worth digging deeper on?
  • Which unmet customer needs that we see are worth trying to address?
  • Which are the most promising opportunities, and which might be the most profitable?

3. Ideation

  • We don’t want to just get lots of ideas, we want to get lots of good ideas
  • Insights and inspiration from first two stages increase relevance and depth of the ideas
  • We must give people a way of sharing their ideas in a way that feels safe for them
  • How can we best integrate online and offline ideation methods?
  • How well have we communicated the kinds of innovation we seek?
  • Have we trained our employees in a variety of creativity methods?

4. Iteration

  • No idea emerges fully formed, so we must give people a tool that allows them to contribute ideas in a way that others can build on them and help uncover the potential fatal flaws of ideas so that they can be overcome
  • We must prototype ideas and conduct experiments to validate assumptions and test potential stumbling blocks or unknowns to get learnings that we can use to make the idea and its prototype stronger
  • Are we instrumenting for learning as we conduct each experiment?

Eight I's of Infinite Innovation

5. Identification

  • In what ways do we make it difficult for customers to unlock the potential value from this potentially innovative solution?
  • What are the biggest potential barriers to adoption?
  • What changes do we need to make from a financing, marketing, design, or sales perspective to make it easier for customers to access the value of this new solution?
  • Which ideas are we best positioned to develop and bring to market?
  • What resources do we lack to realize the promise of each idea?
  • Based on all of the experiments, data, and markets, which ideas should we select?

You’ll see in the framework that things loop back through inspiration again before proceeding to implementation. There are two main reasons why. First, if employees aren’t inspired by the ideas that you’ve selected to commercialize and some of the potential implementation issues you’ve identified, then you either have selected the wrong ideas or you’ve got the wrong employees. Second, at this intersection you might want to loop back through the first five stages though an implementation lens before actually starting to implement your ideas OR you may unlock a lot of inspiration and input from a wider internal audience to bring into the implementation stage.

6. Implementation

  • What are the most effective and efficient ways to make, market, and sell this new solution?
  • How long will it take us to develop the solution?
  • Do we have access to the resources we will need to produce the solution?
  • Are we strong in the channels of distribution that are most suitable for delivering this solution?

7. Illumination

  • Is the need for the solution obvious to potential customers?
  • Are we launching a new solution into an existing product or service category or are we creating a new category?
  • Does this new solution fit under our existing brand umbrella and represent something that potential customers will trust us to sell to them?
  • How much value translation do we need to do for potential customers to help them understand how this new solution fits into their lives and is a must-have?
  • Do we need to merely explain this potential innovation to customers because it anchors to something that they already understand, or do we need to educate them on the value that it will add to their lives?

8. Installation

  • How do we best make this new solution an accepted part of everyday life for a large number of people?
  • How do we remove access barriers to make it easy as possible for people to adopt this new solution, and even tell their friends about it?
  • How do we instrument for learning during the installation process to feedback new customer learnings back into the process for potential updates to the solution?

Conclusion

The Eight I’s of Infinite Innovation framework is designed to be a continuous learning process, one without end as the outputs of one round become inputs for the next round. It’s also a relatively new guiding framework for organizations to use, so if you have thoughts on how to make it even better, please let me know in the comments. The framework is also ideally suited to power a wave of new organizational transformations that are coming as an increasing number of organizations (including Hallmark) begin to move from a product-centered organizational structure to a customer needs-centered organizational structure. The power of this new approach is that it focuses the organization on delivering the solutions that customers need as their needs continue to change, instead of focusing only on how to make a particular product (or set of products) better.

So, as you move from the project approach that is preventing innovation from ever becoming a way of life in your organization, consider using the Eight I’s of Infinite Innovation to influence your organization’s mindset and to anchor your common language of innovation. The framework is great for guiding conversations, making your innovation outputs that much stronger, and will contribute to your quest for innovation excellence – so give it a try.

Download as a PDF

Haga clic aquí para la versión en Español

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.