Every one of us knows reasons why creativity and innovation are stopped in our organizations. It happens everyday, everywhere in the world. And every time a good idea is stopped, it’s one too many. That’s why I present in chapter five of my new book ‘The Innovation Expedition’, which you can download at the top of this article, a great list of 28 idea killers.
Innovation is difficult because your potential users need to change their behavior. And why should they? That’s the question! You will have to give them a strong reason why! So start solving a relevant problem.
When we are trying to generate ideas in order to solve a problem, whether through anticonventional thinking, brainstorming or another method, we typically distance ourself slightly from the problem. We look for ideas on how to improve our company’s product, how to deliver better customer service, how to cut costs or alternative business models. In all of these cases, we separate ourselves from the problem and, by so doing, we potentially limit our understanding of the problem. Why not take a different approach and become the problem?
The techniques of improvisational performance can be applied in helpful ways to any situation where people are collaborating to innovate or build something, says improv expert Kat Koppett.
Who are innovative leaders? What are their qualities and how do they drive innovation within an organization? Jeffrey Baumgartner provides a tantalizing profile to which we can aspire.
The future of creativity is relational, based upon engaging and connecting with others, according to author and consultant Peggy Noonan.
Open innovation may seem to be the preserve of big business. After all, it is often associated with long established monstrosities like Proctor and Gamble and IBM. But it is an approach that can be used by all companies, especially start-ups and small businesses, explains Jeffrey Baumgartner.
Stephen Shapiro explains the thinking behind open creativity and why he wrote a book and created a card deck called Personality Poker.
Twitter is a great tool for serendipity. How can you increase your odds of bumping up against great ideas there that you can potentially use in your business?
To sell ourselves and our big ideas, we need elevator pitches that stand out, are unique and stimulate a response. Clearly, some creativity is what is needed to design such a pitch. Jeffrey Baumgartner explains how to develop one.
According to the Gartner Hype Cycle model, media coverage of a new technology goes through five distinct phases. Graham Horton has discovered that the way media treats innovation follows a similar pattern.
Creative problem solving isn't just brainstorming, although that's what many people may associate it with. It's actually a well-defined process that can help you from problem definition to implementing solutions, according to Jeffrey Baumgartner.
Analytical strategic frameworks are not the key to creating transformative innovation. But a robust strategic framework is essential for shaping and developing an idea. In the battle for hearts and minds, analysis is also the only way to win over the brains of corporate sponsors, venture capitalists, bank managers and spouses. After the "Eureka" moment, it's essential to have a disciplined framework that puts a spotlight on the things that will determine the commercial potential of your idea.
If you want to change the culture of the organization then one of the best ways to do it is to praise the behaviors you want to see. If you want your people to be more adventurous, more entrepreneurial and more innovative then make a point of singling out for recognition those people who are acting like that, says Paul Sloane.
In times like these, many people are waiting for better times to take action, to try new things or to create change but that is not the solution. To succeed, you must act, seek and welcome change and go beyond the norm, today. Here are 8 lessons from Silly Putty on how you can "eggceed" expectations.