Creativity

For Innovative Ideas try a Cluster of Strangers

I recently ran a workshop for a group of CEOs of small companies from different sectors and industries.  We ran the following exercise.  Each person started with a blank sheet of paper on which they answered the following questions about their organization. What are your main products or services? List three or four. What are your main markets? These can ...

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Reigniting Innovation and Creativity

  “If you hear a voice within you say, ‘You cannot paint,’ then by all means paint, and that voice will be silenced.” — Vincent Van Gogh Here’s an interesting question. Why is it that, while artistic tools have become so advanced and provide artists with the opportunity to become so much more productive, the amount of art and the ...

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Cognitive Bias is an Innovation Killer

I recently wrote about Cognitive Diversity, and today I reflect on Cognitive Bias, the other side of the same coin. I think (subconsciously biased) therefore I am (subconsciously biased). Psychologists generally agree that 90% of our decision making is driven by the subconscious. In other words, only 10% of the time are we actively (consciously) making decisions. The subconscious mind ...

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FourSight: Innovation when it works and when it fails

An Innov8ors Miami Keynote by Sarah Thurber Last year Innov8rs embarked on a year-long research project to better understand: who are corporate innovators? What makes them tick? What makes their efforts succeed and fail? We partnered with FourSight, creators of the FourSight Thinking Profile, to assess more than 350 innovators from around the world. We collected data from Europe, Asia, ...

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Breaking Out of the Bubble 

Anyone can get caught in a bubble – it happens without you realising it. And even if you notice, it can be hard to escape. I remember one CEO telling me that his big worry was isolation. Not emotional isolation, but isolation from real information. He felt stuck at the end of a corridor, in a corner office, and found ...

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Three Tips on Organizational Change

The essence of timing, improvisation and exiting the realm of reason Leading innovation in organizations calls for changing strategies (objectives, business models), structures (processes, systems, hierarchies and ways of working) and cultures (behaviors, attitudes and organizational norms). Some attempts at deep transformational change succeed (IBM and Whirlpool are well documented) and many fail (Kodak and Borders books come to mind). ...

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Combining lean startup and agile with a design-led approach reduces business risk

For most corporations, leading in quality means continually pursuing organizational excellence. This means leaders have to make sure that the organization is fit for its purpose, stays that way, and keeps improving over time. Maintaining quality is much easier when the risks involved are lower. Organizations tend to reduce risk by defining things that can be measured and incentivized. The side effect of this, ...

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How To Create Something Truly Original

I study innovators for a living. Every year, I interview dozens of men and women who’ve achieved remarkable things. For my own part, I publish about a hundred articles a year and my second book, Cascades, will come out this spring. While my achievements pale in comparison to many of those I interview, many believe my work to be original. ...

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