Tag Archives: Thought Leadership

Kickstarting Change and Innovation in Uncertain Times

Kickstarting Change and Innovation in Uncertain Times

GUEST POST from Janet Sernack

In our last article, we described why innovation is transformational, and why, at this moment in time, it is more important than ever to innovate. We stated that innovation-led growth is absolutely critical and that people need to be enabled and equipped to adapt, connect and collaborate in new ways to kickstart change in agile, constructive, equitable, and sustainable ways to innovate in uncertain times. Yet, our research and experience at ImagineNation™ over the past 10 years has revealed that many governments, communities, organizations, teams, and leaders, feel somewhat – but not very – confident in their readiness, competence, and capacity to change and innovate in a world of unknowns.

Six Strategies to Kickstart Change and Innovate in Uncertain Times

To help build this confidence we have identified six key strategies and the key first steps to help you focus your attention, kickstart change, and drive and execute your change and innovation initiatives, to survive, thrive, and flourish in uncertain times.

Strategy #1

Build change readiness and receptivity to survive and thrive in an uncertain world by:

  • Giving people permission and safety that allows them to accept and acknowledge the range of emotional reactions (fears), physical consequences (exhaustion), and work-life imbalances as a result of the imposed WFH environment.
  • Acknowledging how people are feeling helps them better re-balance, adapt, and become resilient by supporting them to develop a work-life balance to better connect with others, tolerate uncertainty to change, and innovate in uncertain times.
  • Challenging people’s habitual default patterns of remaining in the safety of their comfort zones, breaking habitual “business as usual” habits, inertia, and complacency.
  • Being empathic and compassionate with people’s anxieties, confusion, insecurity, and uncertainties about their futures at work, and supporting them through their personal conflicts.

Strategy #2

Allow, accept and ack knowledge people’s fears and struggles about change, help manage their anxiety, improve their productivity and attune them to the possibilities and potential opportunities in the current business environment by:

  • Providing individual and collective support to enable people to take back and refocus their attention, self-manage anxiety, and become grounded, mindful, and fully present, with self and with others.
  • Investing in time and money to enable people to unlearn, learn and relearn how to be change ready and change-receptive, and become adaptive to effectively facilitate successful business and digital transformation initiatives.
  • Helping people get familiar with the brain’s basic cognitive functions, and build the foundations to help get work done by regulating emotions, suppressing biases, switching tasks, solving complex problems, and thinking creatively.
  • Developing 21st-century skills to shift old mindsets, develop new behaviors and the reasoning, problem-solving, planning, and execution skills to initiate and sustain business, cultural and digital transformation initiatives to embed the changes and to innovate in uncertain times.
  • Developing the fundamental foresight and energizing vision to perceive innovation strategically and systemically, adopting an approach that is holistic, human, and technology-centered, to align, enable, and equip people to adapt and grow and to change and innovate in uncertain times.

Strategy #3

Make sense of innovation, and develop a common understanding and language as to what innovation means in a unique context by:

  • Developing an awareness that innovation is, in itself, a change process, and paradoxically requires rigorous and disciplined change management processes and a chaotic creative and collaborative interchange of ideas.
  • Clarifying an energizing and compelling “why” innovation is important to an overall “cause” developing a passionate purpose and a sense of urgency towards leveraging innovation to achieve long-term success, competitiveness, and growth.
  • Knowing how to both make connections and distinguish and leverage the differences between creativity, invention, and innovation.
  • Building the safety, permission, and trust that helps facilitate, educate and coach people to deal with the emotional consequences of failure, to reframe it as opportunities to encourage a culture of taking small bets to learn quickly.
  • Taking a disciplined and methodical approach to risk planning and management, that allows and encourages a culture of smart risk-taking to reduce risk adversity.
  • Creating a consistent and common understanding as to what innovation means in their unique government, community, social, organizational, leadership, or team context and creating an engaging and compelling narrative around it.

Strategy #4

Optimize the notion that innovation is transformational and leverage it as an overall energizing strategic and systemic alignment mechanism and set of processes to kickstart change by:

  • Improving engagement, energizing and maximizing people’s potential and intentionally cultivating their collective genius to learn how to execute and deliver deep change and innovate in uncertain times.
  • Aligning technological, processes and adopting a human-centered structure for change management to deliver business breakthroughs and digital transformation initiatives.
  • Breaking down silos and supporting people to collaborate; re-connect, re-energize and re-invent themselves in a disrupted world.
  • Maximizing differences and diversity that exist between people’s demographics, cultures, values, perspectives, knowledge, experiences, and skillsets to deliver their desired outcomes.
  • Learning and coaching people to adapt to survive and thrive by solving complex problems, uncertainty, instability, and trends that are constantly emerging.
  • Improving both customer centricity and the customers’ experience.
  • Building accountable, equitable, and sustainable business enterprises that people value, appreciate, and cherish.

Strategy #5

Challenge the status quo and conventional ways of perceiving innovation to unleash the possibilities and the opportunities and kickstart change that true innovation offers by:

  • Taking a strategic perspective in the longer term and the need for investment in innovation, rather than being reactive, and short-term profit-focused.
  • Developing an understanding of the different types of innovation and how they can be applied, including incremental, breakthrough, sustaining, and disruptive, depending on their strategic imperative and motivation for change, and not just focussing on making continuous and process improvements.
  • Improving trust in organizational boards and leadership decisions, reducing self-interest and eliminating corruption, and focussing on being in integrity to successfully empower people in change and innovate in uncertain times.

Strategy #6

Explore opportunities for measuring, benchmarking, and contextualizing the impact of innovation on business performance, leadership, executive team, and organizational ability to adapt, innovate and grow by:

  • Embracing new business models, developing leadership capabilities and collaborative competencies, capacities, and building people’s confidence to perceive their worlds differently, and with fresh eyes.
  • Letting go of “old” 20th century methods of diagnosing and assessing culture, based solely on the “nice to haves” rather than exploring the emerging “must haves” to enable people to survive and thrive by experimenting with new assessment tools like the OGI® and the GLI® to quantify and qualify current and potential strengths and weaknesses.
  • Using data to know what new mindsets, behaviors, and skills to embody and enact, differently to become future-fit and succeed in the 21st century, and accepting that some of these are “not nice”.
  • Cultivating an innovation culture to embed deep change, provide learning and coaching to evoke, provoke and create mindset shifts, behavior and systems changes, and radically new sets of artifacts and symbols.

Taking the first steps to change and innovate in 2023

Embracing a range of new and different strategic and systemic approaches governments, communities, organizations, teams, and leader organizations can successfully kickstart change and innovate in uncertain times.

By using this moment in time to choose to refuse to walk backward and sleepwalk through life, by simply committing to take the first baby steps in allowing and enabling people to pause, retreat, reflect and:

  • Recover from the effects of working mostly alone, from home, and online.
  • Re-balance work and home lives through reconnection and resolving loneliness and rebuilding a sense of belonging.
  • Know how to tolerate uncertainty and become resilient and adaptive.
  • Reimagine and refocus a more energizing, compelling, and sustainable future.
  • Reinvent themselves, their professions, business practices, and teams in meaningful and purposeful ways.

We can then confidently, meaningfully, and purposefully energetically engage and enroll people, mobilize and harness their collective genius, to innovate in uncertain times in ways that add value to the quality of people’s lives in ways they appreciate and cherish.

To kickstart changes that contribute effectively to global stability, security, connectedness, and sustainability in the current decade of transformation and disruption.

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, starting Tuesday, February 7, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique innovation context. Find out more about our products and tools.

Image Credit: Unsplash

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3 Steps to a Truly Terrific Innovation Team

3 Steps to a Truly Terrific Innovation Team

GUEST POST from Robyn Bolton

“What had a bigger impact on the project? The process you introduced or the people on the team?”

As much as I wanted to give all the credit to my brilliant process, I had to tell the truth.

“People. It’s always people.”

The right people doing the right work in the right way at the right time can do incredible, even impossible, things. But replace any “right” in the previous sentence, and even the smallest things can feel impossible. A process can increase the odds of doing the right work in the right way, but it’s no guarantee. It’s powerless in the hands of the wrong people.

But how do you assemble the right group of people?  Start with the 3 Ts.

Type of Innovation

We’re all guilty of using ‘innovation’ to describe anything that is even a little bit new and different. And we’ve probably all been punished for it.

Finding the right people for innovation start with defining what type of innovation they will work on:

  • Incremental: updating/modifying existing offerings that serve existing customers
  • Adjacent: creating new offerings for existing customers OR re-positioning existing offerings to serve new customers
  • Radical: new offerings or business models for new customers

Different innovation types require teams to grapple with different levels of ambiguity and uncertainty.  Teams working on incremental innovations face low levels of ambiguity because they are modifying something that already exists, and they have relative certainty around cause and effect.  However, teams working on radical innovations spend months grappling with ambiguity, certain only that they don’t know what they don’t know.

Time to launch

Regardless of the type of innovation, each innovation goes through roughly the same four steps:

  1. Discover a problem to be solved
  2. Design solutions
  3. Develop and test prototypes
  4. Launch and measure

The time allotted to work through all four steps determines the pace of the team’s work and, more importantly, how stakeholders make decisions. For example, the more time you have between the project start and the expected launch, the more time you have to explore, play, create, experiment, and gather robust data to inform decisions.  But if you’re expected to go from project start to project launch in a year or less, you need to work quickly and make decisions based on available (rather than ideal) data.

Tasks to accomplish

Within each step of the innovation process are different tasks, and different people have different abilities and comfort levels with each.  This is why there is growing evidence that experience in the phase of work is more important than industry or functional expertise for startups.

There are similar data for corporate innovators. In a study of over 100,000 people, researchers identified the type and prevalence of four types of innovators every organization needs:

  1. Generators (17% of the sample): Find new problems and ideate based on their own experience.
  2. Conceptualizers (19%): Define the problem and understand it through abstract analysis, most comfortable in early phases of innovation (e.g., Discover and Design)
  3. Implementers (41%): Put solutions to work through experiments and adjustments, most comfortable in later stages of innovation (Develop and Launch)
  4. Optimizers (23%):  Systematically examine all alternatives to implement the best possible solution

Generators and Conceptualizers are most comfortable in the early stages of innovation (i.e., Discover and Design).  Implementers and Optimizers are most comfortable in the later stages (e.g., Develop and Launch).  The challenge for companies is that only 36% of employees fall into one of those two categories, and most tend to be senior managers and executives.

Taking Action

Putting high performers on innovation teams is tempting, and top talent often perceives such assignments as essential to promotion.  But no one enjoys or benefits when the work they’re doing isn’t the work they’re good at.  Instead, take time to work through the 3Ts, and you’ll assemble a truly terrific innovation team.

Image credit: Pixabay

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Why is it important to innovate in 2023?

Why is it important to innovate in 2023?

GUEST POST from Janet Sernack

At ImagineNation™ we have just celebrated 10 years as a global innovation consultancy, learning, and coaching company. During this time, we’ve identified some of the common patterns that people demonstrate as a result of feeling uncomfortable, frozen, inert, stubborn, and confused and as a result, are resistant to innovation. Where many organizations, teams, and leaders appear to walk backward as if they are sleepwalking through this time in their lives.

At the same time, we know that innovation is transformational, and why, at this moment in time, it is more important than ever to create, invent and innovate. We also know that is crucial to be better balanced, resilient, and adaptive to grow and flow, survive and thrive, in today’s chaotic BANI environment. We also know exactly what transformative innovation involves, and how to enable and equip people to connect and collaborate in new ways to effect constructive and sustainable change in a world of unknowns.

Innovation is, in fact, the water of life!

Shaping the next normal

According to a recent article by McKinsey and Co “The future is not what it used to be: Thoughts on the shape of the next normal” the coronavirus crisis is a “world-changing event” which is forcing both the pace and scale of workplace innovation.

Stating that businesses are forced to do more with less and that many are finding better, simpler, less expensive, and faster ways to operate.  Describing how innovative health systems, through necessity, constraints, and adversity have exploited this moment in time, to innovate:

“The urgency of addressing COVID-19 has also led to innovations in biotech, vaccine development, and the regulatory regimes that govern drug development so that treatments can be approved and tried faster. In many countries, health systems have been hard to reform; this crisis has made the difficulty much easier to achieve. The result should be a more resilient, responsive, and effective health system”.

We all know that it is impossible to know what will happen in the future and yet, that it is possible to consider and learn from the lessons of the past, both distant and recent.  On that basis, it’s crucial to take time out, be hopeful, and positive, and think optimistically about the future. To be proactive and innovate to shape the kind of future we all wish to have, through making constructive and sustainable changes, that ultimately contribute to the common good.

Strategically deciding to innovate

Strategically deciding to innovate, is the first, mandatory, powerful, and impactful lever organizations, teams, leaders, and individuals can pull to effect constructive and sustainable change that enables people to execute and deliver real benefits:

  • Deal with, and find solutions to a world full of complex and competing social, civic, and political problems that are hard to solve and aren’t going away.
  • Better adapt, respond to, and be agile in fast-changing circumstances, uncertainty, instability, and to random and unexpected Black Swan events, like the global Covid-19 Pandemic and the Russian-Ukraine war.
  • Become human-centric to help people recover and manage their transition through the challenges of the global pandemic and enable them to exploit the range of accelerating technological advances in the digital age.
  • Develop corporate responsibility, sustainability, diversity, and inclusion strategies that are practical and can work and really deliver on their promises.
  • Compete by applying and experimenting with lean and agile start-up methodologies and take advantage of the opportunities and possibilities of the global entrepreneurship movement’s new models for leadership, collaboration, and experimentation.
  • Align to the range of changing workplace dynamics and trends, resulting from the pandemic, including WFH, the “soft resignation” and the demands of a hybrid workplace.
  • Shift individual, group, and collective consciousness towards collaboration and experimentation in ways that rebuild the trust that has been lost through incompetence, corruption, greed, and dishonesty.
  • Respond creatively to meet the increasingly diverse range of customer expectations and choices being made around value.

Important to innovate – three elements

To take advantage of living in a globalized world, where we are interconnected through technologies and values and where we have an interrelated structure of reality, we can:

  • Accept that innovation-led adaptation and growth are absolutely critical and develop targets and a willingness to invest in new scalable business models, achieve fast and effective developments, and launch processes to reflect these.
  • Invest in a coherent, time-risk balanced portfolio of initiatives and provide the resources to deliver them, at scale, strategically, to innovate to the right market, at the right price, at the right time, and through the most effective channels.
  • Adopt an ecosystem approach to adapt and grow by creating and capitalizing on both internal and external networks, and stakeholder management through developing workforce ecosystems – a structure that consists of interdependent actors, from within the organization and beyond, working to pursue both individual and collective goals.

Problem-solving, cultural change, and improving people’s lives

It is more important than ever to make innovation transformational, so that it delivers constructive, ethical, and sustainable change, by building on three critical successful abilities:

  1. Seeing and sensing the real systemic problem or breakthrough opportunity:
  • What problem are we solving? And is there a customer who wants to pay to have that problem solved?
  • What problem are we solving for the customer? Who needs this?
  • What are the possibilities and opportunities available to us? And is there a customer who wants to pay to have this opportunity realized?
  • What are some of our strengths? What are some of the things we are doing well that we can build upon or exploit?
  1. Shifting the culture:
  • Where are we today? Where do we want to be in the future?
  • What are our prevailing mindsets? How can we measure and contextualize their impact? What mindsets might we embrace to adapt and grow in an uncertain world?
  • How ready and receptive are we to really embrace change?
  • What do we need to unlearn and relearn to ensure our people are open-minded, hearted, and willed to embody and enact the desired change?
  • How engaged and passionate are our people in problem-solving?
  • How might we harness our people’s collective intelligence to solve problems and realize opportunities?
  1. Aligning technologies, processes, artifacts, and behaviors as a holistic system:
  • What is our appetite for risk? How do we define risk in our context?
  • What type of innovation do we strategically want to plan for and engage in?
  • What old legacy technologies no longer serve your needs? What new technologies might you be willing to invest in for the future?
  • What disciplines are in place to ensure that people have a common understanding of the key processes and comply with managing them?
  • How are we ensuring that everyone is motivated and skilled to innovate?
  • How are we ensuring that people are acknowledged, rewarded, and organized to repeatedly innovate?
  • What are the key mindsets and behaviours that enable and equip people to embody and embrace repeatedly innovate and design solutions with the end customer in mind?

Become an adaptive and resilient difference maker

As many of us are aware, Toys R Us and Blockbuster were huge companies, that enjoyed massive success; however, this was all brought to an end due to their failure to innovate.

We can all avoid this fate by choosing to innovate and create constructive and sustainable change through:

  • Accepting and acknowledging that to survive and thrive in a BANI world, where necessity is still the mother of all invention, and the urgency to do this is more important than ever.
  • Identifying, understanding, and dealing with our own resistance to innovation, safely and proactively, and transforming resistance into resilience, to be adaptive and safely innovate.
  • Understanding where we are today and then assessing the gap to what we want to be in the future, and mitigating the risks of both closing the gap and leaving the gap wide open.
  • Enabling leaders, teams, and individuals to connect, explore, discover and navigate new ways of approaching and delivering commercially viable, value-adding, constructive and sustainable change, and outcomes.
  • Leveraging innovation to transform an organization, a business, the way people lead and team, to improve the quality of people’s lives in ways they appreciate and cherish.

“In order to transcend mere adequacy and make a mark of creative transcendence on the world, organizations need to stop walking backward, following a trail that has already been blazed. The motto of the British Special Air Service is, “Who dares, wins.” It is time for businesses to be bold, inspired, and look to the horizon. The next great innovation is out there. Will you have the guts to create it?”

Will you make a fundamental choice to innovate?

According to McKinsey and Co “The point is that where the world lands is a matter of choice – of countless decisions to be made by individuals, companies, governments, and institutions”.

Will you make a fundamental choice to use the current crisis to lead to a burst of innovation, productivity, resilience, and exploration in 2023, to take advantage of our connected world to create the constructive and sustainable changes we all want to have?

Or will you continue walking backward and sleepwalking through life, and fail to take advantage of this moment in time, to innovate, and continue life with the same thinking that is causing the current range of results, that many of us don’t want to have?

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, starting Tuesday, February 7, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique innovation context. Find out more about our products and tools

Image Credit: Unsplash

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Forbidden Truth About Innovation

Forbidden Truth About Innovation

GUEST POST from Robyn Bolton

If you heard it once, you heard it a thousand times:

  • Big companies can’t innovate
  • We need to innovate before we get too big and slow
  • Startups are innovative. Big companies are dinosaurs. They can’t innovate.

And yet you persevere because you know the truth:

Big companies CAN innovate.

They CHOOSE not to.

Using Innovation to drive growth is a choice.

Just like choosing to grow through acquisition or expansion into new markets is a choice.

All those choices are complex, uncertain, and risky. In fact:

Hold on. The odds of failure are the same!

All three growth drivers have similar failure rates, but no one says, “Big companies can’t acquire things” or “Big companies can’t expand into new markets.”

We expect big companies to engage in acquisitions and market expansion.

Failed acquisitions and market expansions prove us (or at least our expectations) wrong. Because we don’t like being wrong, we study our failures so that we can change, improve, and increase our odds of success next time.

We expect big companies to fail at innovation.

In this case, failure proves us right. We love being right, so we shrug and say, “Big companies can’t innovate.”

We let big companies off the hook.

Why are our expectations so different?

Since the dawn of commerce, businesses engaged in innovation, acquisitions, and market expansion. But innovation is different from M&A and market expansion in three fundamental ways:

  1. Innovation is “new” – Even though businesses have engaged in innovation, acquisitions, and market expansion since the very earliest days of commerce, innovation only recently became a topic worthy of discussion, study, and investment. In fact, it wasn’t until the 1960s that Innovation was recognized as worthy of research and deliberate investment.
  2. Innovation starts small – Unlike acquisitions and new markets that can be easily sized and forecasted, in the early days of an innovation, it’s hard to know how big it could be.
  3. Innovation takes time – Innovation doesn’t come with a predictable launch date. Even its possible launch date is usually 3 to 5 years away, unlike acquisition closing dates that are often within a year.

What can we do about this?

We can’t change what innovation is (new, small, and slow at the start), but we can change our expectations.

  • Finish the sentence – “Big companies can’t innovate” absolves companies of the responsibility to make a good-faith effort to try to innovate by making their struggles an unavoidable consequence of their size. But it’s not inevitable, and continuing the sentence proves it. Saying “Big companies can’t innovate because…”  forces people to acknowledge the root causes of companies’ innovation struggles. In many ways, this was the great A-HA! of The Innovator’s Dilemma: Big companies can’t innovate because their focus on providing better (and more expensive) solutions to their best customers results in them ceding the low-end of the market and non-consumers to other companies.
  • Be honest – Once you’ve identified the root cause, you can choose to do something different (and get different results) or do everything the same (and get the same results). If you choose to keep doing the same things in the same ways, that’s fine. Own the decision.
  • Change your choice. Change your expectations – If you do choose to do things differently, address the root causes, and resolve the barriers, then walk the talk. Stop expecting innovation to fail and start expecting it to be as successful as your acquisition and market expansion efforts. Stop investing two people and $10 in innovation and start investing the same quantity and quality of resources as you invest and other growth efforts.
  • The first step in change is admitting that change is needed. When we accept that “big companies can’t innovate” simply because they’re big, we absolve them of their responsibility to follow through on proclamations and strategies about the importance of innovation as a strategic driver of growth.

It’s time to acknowledge that innovation (or lack thereof) is a choice and expect companies to own that choice and act and invest accordingly.

After all, would it be great to stop persevering and start innovating?

Image credit: Pixabay

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Designing Innovation – Accelerating Creativity via Innovation Strategy

Designing Innovation - Accelerating Creativity via Innovation Strategy

GUEST POST from Douglas Ferguson

To innovate is to survive.

As an overwhelming 80% of founders believe innovation to be the heart of organizational growth, employing an innovation strategy that promotes,  facilitates, and feeds innovation is essential.

Developing a solid plan for facilitating innovation in your organization is a necessary step in your company’s growth. In this article, we’ll discuss the best ways to harness innovation as we explore the following topics:

  • The Source of Innovation
  • What is an Innovation Strategy?
  • Strategizing for Innovation
  • Innovating from Within
  • A System of Innovation

The Source of Innovation

Innovation often feels like a form of magic: it’s a powerful yet elusive force that drives the best ideas and creates the greatest breakthroughs. While some prefer to wait for inspiration to strike, happenstance is hardly the driving force behind innovation.

The true source of innovation is the organization itself. Leaders must intentionally create systems, processes, and strategies that allow for innovation at every turn.

Innovation is similar to any other corporate function as it requires careful strategizing to make the best ideas come to life. In doing this, leaders can set the stage and make the most innovative ideas and processes a regular practice in their organization. Ultimately, innovation may appear in the initial spark of a great idea, but it takes purposeful, thoughtful, and conscious planning for a great idea to exist beyond that moment of genius.

What is an Innovation Strategy?

Driving organizational innovation starts with creating an innovation strategy. An innovation strategy identifies processes that allow for the most creative and effective solutions.

The ideal innovation strategy allows an organization to zero in on its audience’s expectations by:

  •  Identifying customers’ unmet needs
  • Targeting these needs for growth

A healthy innovation strategy allows an organization to create the most efficient pathways to resolving these needs and growing its company. Effective strategies for innovation follow a prioritization method to help teams understand which ideas hold the highest return. In creating a solid innovation strategy, leaders must develop a system that can be repeated time and again.

Strategizing for Innovation

From defining your goals to using tech to transform your organization into a hybrid model, the possibilities are endless when it comes to innovation. As you design your innovation strategy, it’s essential to understand the nuances of innovation. Working with an innovation consultant can help you iron out a strategy that’s best for your team. With an expert in innovation, you’ll be able to better determine effective next steps toward the business’s goals.

Consultants are equipped to explain the subtleties in innovative strategizing, such as the various types of innovation:

  • Routine Innovation.

Routine innovation is a building block that adds to the company’s pre-existing structure, such as its customer base or earlier versions of a product.

  • Disruptive Innovation.

Disruptive innovation results in a new business model that disrupts or challenges the competition’s business models.

  • Radical Innovation.

Radical innovation introduces new inventions, software, or technology to completely transform an existing business model. This type of innovation is best used to help organizations achieve a competitive advantage in the market.

  • Architectural Innovation.

Architectural innovation uses new technology to create new markets. Essentially, architectural innovation changes the entire overall design of a product by redesigning existing components.

In creating the best innovation strategy for your current needs, take into account the following guidelines:

  • Clarifying your goals and priorities.

The right innovation strategy outlines your organizational goals and efforts to identify the best actionable steps to achieve these goals.

  • Fostering alignment within your organization.

Alignment should be at the center of any innovation strategy. Everyone must be aligned in pursuing a common goal for an organization to achieve new ideas and an innovative way of working.

  • Encouraging your team to keep improving.

Complacency kills innovation. Make sure your company is always ready to move on to the next great idea by making continuous growth and development a key part of your innovation strategy.

  • Reaching long-term success.

Focusing on reaching long-term success is an essential part of any innovation strategy.

Innovating From Within

An innovation strategy becomes the most effective when leaders can ingrain the processes and practices into their culture. Once innovation becomes an integral part of how a team works, they’ll be able to keep innovation top-of-mind.

By innovating from within, you’ll create a sustainable innovation strategy that becomes part of your company culture. Consider these pillars of innovation as you center innovation strategy at the heart of your company:

  1. Models: Innovation strategies fall into two models:
  • Business model innovation
    In this process, an organization completely adapts its business model to add value to its customers.
  • Leveraging an existing business model
    This process allows an organization to use its existing business model while bringing innovation to the business itself.
  1. Intrapreneurship
    Intrapreneurship empowers employees to act as entrepreneurs while working within the company. This encourages each person to create and act on their ideas, thus fostering a culture of ongoing company-wide innovation.
  2. Corporate Accelerator
    Corporate accelerators are programs started by larger enterprises, offering aspiring entrepreneurs the opportunity to find mentors, access seed capital, and make important connections.
  3. Innovation Labs
    Innovation labs are a starting point for R&D teams and startups to facilitate new ideas.
  4. Open Innovation Program
    This model of R&D encourages existing employees to collaborate on new business ideas that add value to the company.
  5. External Accelerators
    Though external accelerators don’t meet in-house, they can add incredible value to an organization. Businesses can use external accelerators to advance startups and drive concepts that align with their goals and needs without covering the costs of running an in-house program.
  6. Collaboration
    Collaboration is an integral component in shaping a cohesive innovation strategy. Through constant discussion, interaction, and creative collaboration, all members of an organization work together to bring their ideas to life.
  7. Ideation
    Managing innovation requires organizations to manage ideation. In doing so, leaders work to identify the best plans for analyzing, gathering, and implementing the right ideas. Ultimately, companies need an effective system that will transform an idea into a process that gets results.
  8. Measurement
    Innovation strategies should include a plan to measure success by considering relevant metrics for each goal. For example, KPIs such as email subscribers, website traffic, and social shares are excellent metrics for tracking brand awareness.

A System of Innovation

Developing a comprehensive innovation strategy must go beyond general objectives such as achieving growth, creating value, and beating competitors. To truly create company-wide change through innovation, organizations should clearly articulate specific objectives that will allow for the most sustainable competitive advantage.

A thorough innovation strategy successfully embeds innovation in the very system of an organization. To implement such systemic innovation, design your innovation strategy with the following objectives:

  • Creating Long-Term Value for Potential Customers

An innovation strategy should always consider the most effective ways to create long-term value for customers. In developing a cohesive strategy, consider the type of value you’re aiming to create through innovation. Value can be created in many ways, including improving customer experience, making a product more affordable, or benefiting society at large.

In your efforts to identify what values to zero in on, consider those that will have the greatest impact in the long term. This way, your innovation strategy will include continuously iterating towards better designs in the future.

  • Capturing Value Generated From Innovations 

Innovations easily attract competitors that can pose a risk to the original product or idea. In your efforts to create a thorough innovation strategy, consider how your company plans to capture the value its innovations create.

For example, a company that creates an exciting new product should be prepared for its competition to create more affordable prototypes. In the worst-case scenario, the competition may capture the value of the innovation.

Consider these risks in your innovation strategy by identifying what complementary services, products, assets, and capabilities may improve customer loyalty. This way, you’ll already have a plan in place to ensure your organization continues to profit from every innovation.

  • Strategizing for Business Model Innovation

Technology plays an important role in innovation but isn’t the only path to new ideas. In developing a robust innovation strategy, consider the level of technology and your preferred method of innovation to pursue.

Harnessing the magic of innovation takes careful planning. Need help driving innovation in your organization? At Voltage Control, we help leaders develop innovative strategies through change! Contact us today to discuss the best path to innovation. 

Image credit: Pexels

Article first published here: voltagecontrol.com

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6 Ways to Successfully Engage Thought Leaders on Your Innovation

6 Ways to Successfully Engage Thought Leaders on Your Innovation

GUEST POST from Teresa Spangler

The direct, early engagement with key thought leaders delivers dividends throughout the commercialization process and brings unforeseen opportunities rapidly. However, it is not for the faint of heart. Your innovation is your baby and thought leaders will inevitably tell you that your baby is ugly. But this is the moment of truth: can you defend your innovations’ value proposition? Can you demonstrate that the innovation can stand up to simpler substitution products or services? And can you easily and succinctly articulate the vision you have for changing markets?  You can choose to listen and internalize the information or reject it as irrelevant to your quest. Do the latter at your peril. Here are some things to help guide you and reinforce your strength against the onslaught of challenges:

  1. First map the key thought leaders in your market and strategize on how you will engage each one. Some are open to conversation. Some require only a response to their online presence. Some you only have to challenge at a conference. There are lots of ways to get your innovation in the discussion other than a simple email. Get into the community and become a voice.
  2. Prep your “diffusion” strategy with a solid messaging plan. Have your elevator pitch down pat. Build several versions to match the interests and concerns of the thought leader. Know what words are impactful and which ones cause confusion. Often success is found in a single word. Most importantly, change the words if they don’t work! We see too many people staying with messages that don’t resonate, only to repeat and expect a different outcome.
  3. Go quick and go hard. Gain an early review of innovation value proposition no matter what it takes. Get it out there in the open. We see so many early innovation diffusion efforts tip-toe around their innovations’ value in the hopes that confusion will ward off negative feedback. Charge indirectly. Here is where many engineers use techno-babble to project a larger picture than is warranted. Don’t let this happen. The more complicated your technology explanation the more confusion you create and the longer it takes to get to the real value of what you are trying to do.
  4. Always follow-up on suggestions, objections or new ideas learned from your engagement with a thought leader. The gold is in the adaptation of your innovations’ value to the perceptions of the thought leaders. Adapt and be agile in how you work with these people. It takes effort to place your innovation within context of the existing market noise and it takes time to internalize any new information.
  5. Work with thought leaders to expand on boundary information; this is the information that influences perceptions but may not directly relate to your innovation. Keep your radar aperture wide open to take in this influencing information. Often this is where the value reinforcement messaging is found. Keep your discussions open to tangents that relate to your innovation.
  6. Know the downstream impact of your thought leader association. Create a stakeholder relationship map. Who will the thought leader influence? Who will listen to their opinions that you can then go to later and investigate the propagation of your messaging?

One final note: Seek thought leaders from a diverse set of industry, public policy, academia and social media. This diversity will ensure a comprehensive picture of the changes and challenges your innovation will produce.

Image credit: Pixabay

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Lobsters and the Wisdom of Ignoring Your Customers

Lobsters and the Wisdom of Ignoring Your Customers

GUEST POST from Robyn Bolton

Being the smart innovator (and businessperson) you are, you know it’s important to talk to customers. You also know it’s important to listen to them.

It’s also important to ignore your customers.

(Sometimes)

Customers will tell you what the problem is. If you stay curious and ask follow-up questions (Why? and Tell me more), they’ll tell you why it’s a problem and the root cause. You should definitely listen to this information.

Customers will also tell you how to fix the problem. You should definitely ignore this information.

To understand why, let me tell you a story.

Eye Contact is a Problem

Years ago, two friends and I took a day trip to Maine. It was late in Fall, and many lobster shacks dotting the coast were closed for the season. We found one still open and settled in for lunch.

Now, I’m a reasonably adventurous eater. I’ll try almost anything once (but not try fried tarantulas). However, I have one rule – I do not want to make eye contact with my food.

Knowing that lobsters are traditionally served with their heads still attached, I braced for the inevitable. As the waitress turned to me, I placed the same order as my friends but with a tiny special request. “I’ll have the lobster, but please remove its head.”

You know that scene in movies when the record scratches, the room falls silent, and everyone stops everything they’re doing to stare at the person who made an offending comment? Yeah, that’s precisely what happened when I asked for the head to be removed.

The waitress was horrified, “Why? That’s where all the best stuff is!”

“I don’t like making eye contact with my food,” I replied.

She pursed her lips, jotted down my request, and walked away.

A short time later, our lunch was served. My friends received their lobsters as God (or the chef) intended, head still attached. Then, with great fanfare, my lobster arrived.

Its head was still attached.

But we did not make eye contact.

Placed over the lobster’s eyes were two olives, connected by a broken toothpick and attached to the lobster’s “ears” by two more toothpicks.

The chef was offended by my request to remove the lobster’s head. But, because he understood why I wanted the head removed, he created a solution that would work for both of us – lobster-sized olive sunglasses.

Are you removing the head or making sunglasses?

Customers, like me, are experts in problems. We know what the problems are, why they’re problems, and what solutions work and what don’t. So, if you ask us what we want, we’ll give you the solution we know – remove the head.

Innovators, like you and the chef, are experts in solutions. You know what’s possible, see the trade-offs, and anticipate the consequences of various choices. You also take great pride in your work and expertise, so you’re not going to give someone a sub-par solution simply because they asked for it. You’re going to provide them with olive sunglasses.

Next time you talk to customers, stay curious, ask open-ended questions, ask follow-up questions, and build a deep understanding of their problems. Then ignore their ideas and suggestions. They’ll only stand in the way of your olive sunglasses.

Image credit: Pixabay

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Reset and Reconnect to Increase our Connectedness

Reset and Reconnect to Increase our Connectedness

GUEST POST from Janet Sernack

In our second blog in the Reconnect and Reset series of three blogs, we stated that now is not the time to panic. Nor is it a time to languish from change fatigue, pain, and emotional lethargy. It is a significant moment in time to focus, rehabilitate, rebuild, repair, regrow and reset to increase our connectedness through linking human touchpoints that increase people-power in the fourth industrial revolution.

In the current environment, where chaos and order are constantly polarizing, it’s crucial to touch people with empathy, reignite their social skills, and enable them to become healthily self-compassionate and more self-caring to:

  • Patiently support, lead, manage, mentor, and coach them towards finding their own balance to flow with mitigating the challenges of the fourth industrial revolution.
  • Take advantage of new technologies, networks, and ecosystems to re-engage and collaborate with others and with civil society in positive ways that contribute to the whole.
  • Do the good work that creates a more compelling, inclusive, resilient, and sustainable future, that serves the common good.

The Landscape Has Changed and So Have the Solutions

As the fourth industrial revolution continues to implode, we need to zoom out and consider the bigger picture. Where a recent Harvard Review article What Will Management Look Like in the Next 100 Years?” states that we are entering an era, which is fundamentally transforming the way we operate. Which is defined by the disruptive growth in blockchain technology, robotics, artificial intelligence, high-performance computing, and other core digital capabilities.

All of which, in some way, is dependent on linking the key human touchpoints that increase people’s power and our connectedness.

  • An era of empathy

In the same article, management scholar Rita Gunther McGrath argued that management practices based on command and control, and expertise would ultimately make way for empathy.

Where work is centred around value creation conducted through networks and collaboration, that rely on increasing the connectedness between machines and humans rather than through rigid structures and relationships to thrive through increasing people-power in the fourth industrial revolution.

  • Capable of better

The Qualtrics 2022 Employee Experience Trends Report also states that the landscape has changed.  Where people are choosing to work flexibly, to work in the places that work best for them, and to take time for their own well-being, families, and friends.

Where people are demanding change because they care, about their leaders and their organizations, and want to be capable of developing better ideas; better innovations; and delivering better performances.

The report outlines the four things your people need you to know:

  1. There will be an exodus of leaders – and women will be the first out the door.
  2. People will demand better physical and digital workspaces.
  3. The lack of progress in diversity, inclusion, and belonging won’t be accepted.

People don’t want to become irrelevant, nor do they want their managers, leaders, and organizations to become irrelevant. People know that they can’t, and won’t go back to the old ways of doing things. People also know that they are already living in the new normal and that they need to start working there, too and to do that, we need to increase our connectedness.

Which is especially important for building people’s power and mitigating the challenges emerging in the fourth industrial revolution.

  • A transformative moment for employees and employers

Businessolver’s Eighth Annual Report on the State of Workplace Empathy describes how the pandemic has impacted on employees’ personal lives, the labor market, and the economy, and states that “we are living through a renegotiation of the social contract between employees and employers”.

Their data shows that amid the return to the office, fewer employees view their organizations as empathetic, and that workplace empathy has clear implications for employee well-being, talent retention, business results, and increases people-power:

  • About 70% of employees and HR professionals believe that empathetic organizations drive higher employee motivation.
  • While 94% of employees value flexible work hours as empathetic, the option is only offered in 38% of organizations.
  • 92% of CEOs say their response to returning to in-person work is satisfactory, compared to 78% of employees.
  • 82% of employees say their managers are empathetic, compared to 69% who say the same about their organization’s chief executive.

Yet, there seems to be a true lack of understanding, especially in the corporate sector, of what it means to be empathetic, and a shortage of time and energy to develop the mindsets, behaviors, and skills to practice it and make it a habit.

It is also a fundamental way of being to increase our connectedness and building peoples-power.

Make a Fundamental Choice to Increase our Connectedness

Even though each person is a distinct physical being, we are all connected to each other and to nature, not only through our language but also by having a deeper sense of being.

Human connectedness is a powerful human need that occurs when an individual is aware and actively engaged with another person, activity, object or environment, group, team, organization, or natural environment.

It results in a sense of well-being.

The concept is applied in psychology as a sensation or perception where a person does not operate as a single entity – we are all formed together to make another, individual unit, which is often described as wholeness.

Which is especially important for our well-being and people power in the face of the challenges of the fourth industrial revolution.

Strategies for Developing Quality Connections

  • Be grounded, mindful and conscious

Being grounded and mindful enables people to become fully present to both themselves and to others. It is a generous gift to unconditionally bestow on others. Especially at this moment in time, where the pandemic-induced social isolation, has caused many people to become unconsciously and unintentionally self-absorbed.

There is an opening to become aware of, and to cultivate our attending and observing skillsets, to sense and see the signals people are sending, at the moment they are sending them. To help people identify the source of their issues to re-establish a sense of influence and control that reduces their autonomic nervous system reactions and help them restore their calmness.

This is the basis to increase our connectedness, by attuning and becoming empathetic as to what thoughts and feelings lay behind their behaviours and actions, with detachment, allowing and acceptance.

  • Be open-hearted and open-minded 

Being curious about what others are feeling and thinking, without evaluating, judging, and opposing what they are saying. By knowing how to listen deeply for openings and doorways that allow possibilities and opportunities to emerge, to generate great questions that clarify and confirm what is being both said and unsaid.

To support people by creating a safe and collective holding space, that reduces their automatic unconscious defensive responses.  To defuse situations by being empathic and humble and increase our connectedness by asking how you might help or support them, and gaining their permission and trust to do so.

Increase our connectedness through being vulnerable in offering options so they make the best choice for themselves, to reduce their dependence, help them identify and activate their circles of influence and control and sustain their autonomy.

  • Help people regenerate

Now is the moment in time to focus on building workforce capabilities and shifting mindsets for generating a successful culture or digital transformation initiative by harnessing, igniting, and mobilizing people’s motivation and collective intelligence and building people power.

It is crucial to acknowledge and leverage the impact of technology through increasing people-power by developing new mindsets, behaviors, skills, and new roles, which are already emerging as fast as other roles change.

Be willing to invest in the deep learning challenges that build people’s readiness and receptivity to change, so they can embrace rather than resist it, and be willing to unlearn, and relearn, differently, by collaborating with other people, leaders, teams, and organizations across the world.

Ultimately, it all depends on being daring and willing to increase our connectedness, through adapting, innovating, and collectively co-creating strategies, systems, structures that serve the common good, and contribute to the well-being of people, deliver profits and nurture a sustainable 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, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, February 7, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and increase people-power, upskill people and teams and develop their future fitness, within your unique context. Find out more about our products and tools.

This is the final in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world.

You can also check out the recording of our 45-minute masterclass, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future! Find out more.

Image credit: Pixabay

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3 Mind-Blowing Things I Learned in Nebraska

3 Mind-Blowing Things I Learned in Nebraska

GUEST POST from Robyn Bolton

In the Before Times, we attended conferences to learn, make connections, and promote ourselves and our businesses. Then COVID hit, and conferences became virtual.   Although that made them easier to attend, it also made them easier to skip. Because, if we’re honest, most conferences were more about connecting and promoting than learning.

Last week, I went to one of those rare, almost mythical, conferences more focused on learning and connecting than promoting. It was fantastic! It was also in Nebraska (which is a pretty interesting place, btw).

Here are my three biggest mind-blowing takeaways from Inside Outside’s IO2022 Summit:

“Strategy is the direction you take to win in the future”

Kareen Proudian, Managing Partner at Faculty of Change

It’s a bit embarrassing to admit, but if you asked me to define “Strategy,” I’d respond with a long and rambling answer. Which means I can’t define “strategy.”  This admission is especially embarrassing because I have a resume littered with places where I developed, drafted, and implemented strategies, so I should have learned what the word means. But nope, I didn’t.

I suspect I’m not alone.

Asking for the definition of strategy is like asking if you must wear clothes to the office. You should know the answer. But unlike whether or not clothing is mandatory, most of us don’t know the answer, AND it’s easy to get away with never knowing the answer.

The elegant simplicity of Kareen’s definition of strategy blew my mind. It’s short, memorable, and something that most people can understand. Maybe I should share the definition with my alma maters and past employers.

“When we feel threatened, our IQ drops 50 to 70 points”

Alla Weinberg, CEO at Spoke & Wheel

When I first heard talk about Psychological Safety and Safe Spaces in today’s business world, I rolled my eyes. Hard. As a Gen X-er, I grumbled about how we didn’t need “safe spaces” when I grew up because we were tough and self-reliant, and I lamented the inevitable downfall of society caused by weak and coddled Millennials.

I was wrong.

Psychological Safety is absolutely and unquestionably essential for individuals to grow, teams to work, companies to operate and innovate, and societies to function and evolve. I’ve seen teams and businesses transform and achieve unbelievable success by discussing and living the elements they require for Psychological Safety. I’ve also seen teams and businesses fail in its absence.

These results aren’t surprising when you realize that you feel threatened when you are in a complex situation in which you cannot accurately predict the outcomes. And when you feel threatened, you are half as intelligent, effective, and creative as you are when you’re calm.

So, if you’re a manager and you’re upset that your people aren’t as intelligent, effective, or creative as they should be, it may not be their fault. It may be yours.

“Stage expertise, not industry expertise, is key to innovation success”

Sean Sheppard, Managing Partner at U+

There is deep comfort in the known. It’s why we gravitate to people like us. It’s also why companies ask job candidates and consultants about their experience in the industry and choose those with deep experience and impressive expertise. Often, there’s nothing with this question or the resulting decision.

Sometimes, it’s precisely the wrong question.

Sometimes, functional expertise is significantly more important than industry experience. After all, if you’re the hiring manager at a healthcare company looking for a Director of Finance, who would you hire – a Marketing Director from a competitor or a Finance Director from a CPG company?

That’s the case with innovation.

Decades of real-world experience (not to mention the successful launch of 100+ startups) show that successful corporate startup teams had expertise (mindsets, skillsets, executional drive) in the startup’s phase and a working knowledge of the industry rather extensive industry expertise and little to no innovation experience.

Questions are good. The right questions are better. So, the next time you’re staffing up an innovation team (or hiring a consultant), choose based on their innovation experience and willingness to learn about your industry.

Innovation happens everywhere

That’s why people from San Francisco, Austin, Washington DC, NYC, Toronto, Boston, and dozens of other places converged on Lincoln, Nebraska.

We went to see innovation in action and learn about the thriving startup community in the middle of the country. We also went to learn and connect with others committed to creating new things that create value.

Getting our minds blown was a bonus.

Image credit: Pixabay

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Three HOW MIGHT WE Alternatives That Actually Spark Creative Ideas

Three How Might We Alternatives That Actually Spark Creative Ideas

GUEST POST from Robyn Bolton

Q: How might we brainstorm new ideas to serve our customers better?

A: Have a brainstorming session that starts with “How Might We help customers [Job to be Done/problem]?”

If only it were that simple.

How Might We (HMW) is an incredible tool (not BS, as some would assert), but we misuse it. We focus too much on the “we” and not enough on the “might.”

Might > We

HMW was first used to prompt people to be “wildly creative while simultaneously leveraging [company’s] innate strengths.”

IDEO popularized the prompt as a way to solve “wicked problems” – problems so complex that there is no right or wrong answer.

In both of these cases, the assumption was that the word “might” would free people from the shackles of today’s thinking and constraints and give people permission to dream without fear of judgment and reality.

“We” kept ideas tethered to the reality of the company’s “innate strengths,” providing a modicum of comfort to executives worried that the session wouldn’t result in anything useful and would, therefore, be a waste of time.

We > Might

Alas, as time went on and HMW became more popular, we lost sight of its intent (prompt wildly creative thinking about wicked problems) and twisted it to our purposes.

  • We end the HMW sentence with our problems (e.g., HMW cut costs by getting more customers to use self-service tools?).
  • We use it to brainstorm solutions to things that aren’t even problems (e.g., HMW eliminate all customer service options that aren’t self-serve?)
  • We mentally replace “might” with “will” so we can emerge from brainstorming sessions with a tactical implementation plan.

How Might Can YOU Fix HMW?

If you’re not getting creative, radical, or unexpected ideas from your brainstorming sessions, you have an HMW problem.< As a result, continuing to use HMW as a tool to prompt creative, radical, or unexpected ideas is the definition of insanity. And you are not insane. Instead, mix it up. Use different words to articulate the original intent of HMW.

How would we solve this problem if the answer to every request is YES?

Innovation thrives within constraints. Brainstorming doesn’t.

Even when you tell people not to constrain themselves, even implore them to value “quantity over quality,” you still get more “safe” ideas rather than more “crazy” ideas.

Do more than tell. Make a world without constraints real. Explicitly remove all the constraints people throw at ideas by creating a world of infinite money, people, capabilities, willingness, appetite for risk, and executive support. Doing this removes the dreaded “but” because there is no “but we don’t have the money/people/capabilities” or “but management will never go for it” and creates space for “and.”

What would we ask for if we were guaranteed a YES to only ONE request?

This question is often asked at the end of a brainstorm to prioritize ideas. But it’s equally helpful to ask it at the beginning.

This question shifts our mindset from “the bosses will never say yes, so I won’t even mention it” to “the bosses will say yes to only one thing, so it better be great!”  It pulls people off the sidelines and reveals what people believe to be the most critical element of a solution.   It drives passionate engagement amongst the whole team and acts as a springboard to the next brainstorm – How Might We use (what they said yes to) to solve (customers’ Jobs to be Done/problem)?

How would we solve the problem if the answer to every request is NO?

This one is a bit risky.

Some people will throw their hands in the air, declare the exercise a waste of time and effort, and collapse into a demotivated blob of resignation.

Some people will feel free. As Seth Godin wrote about a journal that promises to reject every single person who submits an article, “The absurdity of it is the point. Submitting to them feels effortless and without a lot of drama, because you know you’re going to get rejected. So instead of becoming attached to the outcome, you can simply focus on the work.”

For others, this will summon their inner rebel, the part of themselves that wants to stick it to the man, prove the doubters wrong, and unleash a great “I told you so” upon the world. To them, “No” is the start of the conversation, not the end. It fires them up to do their best work.

Don’t invite the first group of people to the brainstorm.

Definitely invite the other two groups.

How Might Will/Do YOU Fix HMW?

If you want something different, you need to do something different.

Start your next brainstorm with a new variation on the old HMW prompt.

How do people react? Does it lead to more creative or more “safe” ideas?

How might we adjust to do even better next time?

Image credit: Pexels

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