In an earlier post we republished Michael Michalko’s The Difference between the way the average person thinks and a creative genius thinks” As Michael Michalko noticed that an average person focusses his attention on a specific information and excluding all … Continue reading
Nowadays, innovation is very in fashion. As a person, you should be innovative (creative?). A product should be innovative to tempt you to buy it (why?). Research should be dedicated to innovations (instead of discoveries?). Or even worse, boards of directors feel compelled to proclaim a “year of innovation” or ask their employees for vibrant new ideas. . . But for what?
But what is innovative, what is an innovation?
Fifteen innovation experts gave their definitions of innovation: Executing an idea which addresses a specific challenge and achieves value for both the company and customer.
In our rather humourous Thinkibility nibble “Innovations that Complicate Things”, we suggested that some innovations seems to make things more complex, inconvenient, more costly or reduce value. Since then, we have seen tonnes of examples of so called innovations that actually reduces the quality of life. (P.S. Insert the last phrase into a search engine and you will get only examples of innovations that create value for people what illustrates the unconscious assumption that innovation is always good).
The definition contains four characteristics:
What is an idea?
Apart from philosophical speculations – where ideas are usually seen as mental representational images of some object – ideas are in our opinion a result of breaking standard thinking patterns. A thinking pattern consists of a fixed entry point (definition of a situation) and a set of assumptions (things taken for granted). Ideas that really break existing thinking patterns are often called disruptive, game-changing, breakthrough, blue ocean, out-of-the-box or even a new idea. Examples of this can be found in “What Big Data, What Information Dominance?”.
Many creative thinking techniques produce hundreds of ideas, but what’s a good idea? To explore this topic we wrote the posts: “What is a Really Good Idea?” and “Thinking outside the Sea Map”.
It takes time and effort to transform an idea into an innovation. That is why a distinction is made between the stages of idea generation, innovation development – making the idea practical, prototyping it, calculating the business case, setting up production, pre-marketing- and implementation. Each of the stages requires different organisation, cultures, project management tools.
A challenge
An idea – to be practical- must satisfy a need. That might be:
Seven triggers or sources for innovation are mentioned by Peter Drucker:
The usefulness of this overview of sources and triggers for innovation is not in the summary or description. You can actively check your product or service against a trigger: an occasion or even a necessity to innovate?
To read more about what the main triggers are that push people to innovate in the technical area, look here for an interesting article by Valeri Souchkov.
The biggest problem, however, remains the tendency to ignore challenges because it is unknowingly assumed that they are impossible. In “The Thinking Habits of Steve Jobs” we wrote: Jobs did not settle for less than more than best. He simply ignored practical objections. That drove his designers to extraordinary, hitherto considered impossible performance. Moreover, the ability to ignore generally accepted impossibilities was the main criterion to select employees.
Challenge implies that there is a call to someone to participate in a competitive situation or fight to decide who is superior in terms of ability or strength, or that a task or situation is waiting that tests someone’s abilities. This is rather passive, but challenges can also be created deliberately: Create Opportunities.
Value for the company and value for the customer
Some posts that explore the concept of Value are:
In general, values are not coming by itself, they should be designed.
Can you design something so that people stay politically engaged? How would you design a fabric that is made out of waste? What if it was possible to design a spot where people feel safe? Or a game that provides people suffering from Alzheimer game with a channel of communication? (To our post about New Brave Design Thinking Approach)
What is at heart of design when you design a hospital or health care systems? (To our post Empathy and Design Thinking)
In summary
In other words, we could say that an innovation consists of a new combination of
But still remains the question: “When is an innovation really breaking patterns more than other innovations?. When is an innovation incremental? When radical? When is a technical solution just more-of-the-same routine engineering? What is the difference with a scientific invention? When is it patentable?
Not-an-innovation
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Classical marketing campaigns are mostly massive in nature, like the Napoleonic Wars. By using brute force and heavenly leaning on resources (people, money, gun power, logistics, management skills) they ty to win. Basically, both parties are in the same game, each trying to use better but more-of-the-same tactics.
An alternative for the not so powerful is to turn to guerrilla warfare. Poor but highly dedicated small teams use asymmetric tactics to surprise and confuse the enemy, thereby using maximal creativity.
But what is creative marketing?
Creative thinking is not doing more-of-the-same
Thinking patterns
However, it is not easy to break away from standard patterns.
Also, any time we break a standard way of thinking, a behaviour or new idea, bystanders will react with a rejection: this is impossible, it can’t work, it is too costly, complex, difficult or risky. Every time a negative is used, the thinking stops.
Creative marketing is escaping from the standard approaches that are used by big companies. But how to get new ideas?
Normally we think with the speed of light to the first satisfying idea
By that, we miss interesting alternatives along the way
With a Provocative Operation we break away from mainstream thinking. The Provocative Operation (moving outside the mainstream to the green spot) is a attempt to escape standard thinking in order to arrive at an original idea.
For instance: Apple sells our (paper)notebook together with their notebooks.
We will discuss four creative thinking techniques to escape standard thinking:
Taken for Granted
Make a list of taken for granted things of a product, at least 15. That is what is normal, assumed to be, standard, generally accepted or obvious. Then we escape by abandon it or modify it.
It is taken for granted that a restaurant has a venue and that the guests are dressed.
A restaurant does not have a venue. That could lead to the idea to set up a picnic service for romantic people.
Guests are naked. That could lead to the idea of a nudist restaurant.
To get creative marketing ideas about for instance an Eco bottle. What is obvious of a bottle (form, materials, filling, getting it, getting rid of it, etc.). Then modify (remove, amplify, change, combine, etc).
The Provocation
Try to escape negatives by redefining criticism by “this is interesting” and “under what circumstances might this have value”, or “could we create value out of this?”. The aim of the Provocation is to move forward the thinking towards an idea that works.
Sandwiches will make themselves
Senor citizens, refugees and children donate by age for using supporting services.
Use Resources
We tend to solve problems by using known and standard solutions. For instance: for attaching something to the ceiling we automatically think of a ladder. But only after we give ourselves the explicit thinking order to use what is at hand, we come up with alternatives: using tables, making a tower of bodies, using the walls, making a long pole.
This creativity technique is also called: think inside the box, meaning no adding additional resources
Make a list of props (things) and persons in your immediate surroundings. Think up in what ways they could contribute or add value.
Integrated Values
A petrol company wanted to create more brand loyalty. That is not simple, for most drivers petrol is just petrol. One of the company’s resources is the car driver. By getting under the skin of the driver, they discovered that getting a parking place in town is an important value for the customer. So they set up a cooperation with parking garages. For the drivers, the petrol company and the parking garage a win-win situation. Together they delivered an integrated value.
Could we design integrated values for the customers of a fruit selling shop?
Focus
Defining the thinking task before beginning an idea generation session is one of the most neglected stages.
Most starting questions are far too broad defined. For instance. In What Ways Might We (IWWMW) get more clients.
However, it is more helpful to break it down into smaller topics, as “IWWMW add more value to our product”,“IWWMW get more clients with help of our existing clients”, “IWWMW use other product to sell ours. Redefine at least 15 IWWMW’s in order to escape from the obvious ones and get a really creative challenge.
Avoid formulating IWWMW’s becoming too small. In that case, the IWWMW will just be a concrete solution and will not give you any direction for further searching new ideas.
Then make the challenge less boring and sexier. That is: make them more imaginative, outreaching, challenging, interesting. For instance: sex up “IWWMW get more clients by using our existing clients”.“Our clients collect so much organic waste that we have to export it”.
Then add a constraint: people, money, time, channels.
Finally construct a propelling question, a question that drives forward the effort for creative thinking by using a bold ambition and a significant restriction. For instance: “let’s get 50 more clients by firing all account managers”.
Again, the technique of the creative focus is to force oneself outside common thinking. The technique on the focus can be applied to all of the four of the marketing mix:
Creative Marketing is all about standing out of your competitors, being perceived as a Blue Fish, at no costs.
See also:
However, in an electronic war game back in 2002 one aircraft carrier, ten cruisers and five out of six amphibious ships were sent to the bottom of the Persian Gulf in the span of just one hour, resulting in the virtual death of over 20.000 US service personnel.
It was the result of an asymmetric strategy by the opponent forces.
Military strategists distinguish between symmetric and asymmetric warfare. Symmetric warfare is characterized by standing armies that follows more or less the same tactics and organized in the same way. Their standard mode of operation can be traced back to Napoleonic Warfare.
Guerrilla warfare is an escape from fighting according to the rules imposed by the often far more powerful opponent. Therefore, this strategy is often applied by less powerful opponents. The most famous form is guerrilla warfare, next to terrorism.
Asymmetric competitor strategies could be an effective approach in business. Basically, it is not playing the game similar to the other companies, that is selling and marketing the same products as competitors but cheaper and better. It is about disruptive innovation, changing the rules in the market, by delivering a complete different product than you competitor does. It is all about gaining competitive advantage by creating an unique niche in the market. Playing another race at a different circuit.
Asymmetry
There is much more to say about the embarrassing destruction of the mighty US Navy, as the over reliance on technological superiority and information dominance. Also, the neglect of intuition about the intentions and capabilities of the enemy.
Disclaimer: Now you have heard about the advantage of disruptive innovation or step-out innovation and decide that your organization should do “some of that.” But most organizations are designed to do something else very well. Namely, what they are already doing. You may have a brilliant vision, you may have identified the next great idea, but organizational routines, standard Key Performance Indicators and existing organizational structures will prevent proper execution: The company will will continue to do what they are already doing succesfully: ” a tiny bit better and a tiny bit cheaper?” See “Why Big Companies Can’t Innovate” by Maxell Wessel.
See also the video: Disruptive Innovation Explained by Clay Christensen.
In 17th and 18th centuries England, France, and Spain contested the Dutch domination of world trade and the control over the seas and trade routes. After initial English successes, the war ended in a decisive Dutch victory.
In 1667 Lieutenant-Admiral Michiel de Ruyter sailed up to the river Thames and attacked the British Royal navy in her home base and towed away the Royal Charles, pride and flagship of the English fleet to display it as a tourist attraction in Hellevoetsluis in the Netherlands. It was one of the worst defeats in the Royal Navy’s history, comparable with that of the fall of Singapore in 1942.
Till then, both navies had tried to fight each other at the open seas. Numbers of war ships, range and caliber of the guns and coordinated maneuvering skills were key success factors. However, de Ruyter did something totally different, he sailed up to Chatham and surprised the resting British fleet there. That way he outperformed the British navy by changing the rules of the game.
This kind of thinking is the same you should apply when you want to reach dramatic cost reductions, come up with a radical new concept for an existing product or creating a breakthrough innovation. In those cases more-of-the-same thinking will not provide for a game change in the market. Patterns of standard thinking should be broken in order to get competitive advantage.
Edward de Bono, de inventor of lateral thinking, called it Sur/petition: creating value monopolies when everyone else is merely competiting.
However, it is not simple to come up with disruptive ideas. And also, to convince your board and your crew.
When the secret instructions were opened on June 7 there was a lot of protest. It was noted that most officers do did their best to find objections, but not to come up with solutions.
See also: Creative Execution: What Great Leaders Do to Unleash Bold Thinking and Innovation or watch this video 2′ 23”
We came across a booklet that could be a good example for the kind of studies by the envisioned Thinkibility University. At its West Wing, scientists dissect the basic thinking patterns in a scientific discipline.
Siddhartha Mukherjee was asking himself: If there is a science of medicine, then science has laws. Physics has laws. Chemistry has laws. Biology has laws.
The simple question was: If that’s the case, then what are the laws of medicine? These were not meant to be universal commandments. These were meant to be explorations about principles that might hold true about medicine today and about medicine in the future. That was the framework for this book.
Law One : A strong intuition is much more powerful than a weak test.
Law Two: “Normals” teach us rules; “outliers” teach us laws
Law Three: For every perfect medical experiment, there is a perfect human bias
Watch or read here an interview with him about the book. You could also read the Ted book: The Laws of Medicine Field – Notes from an Uncertain Science
For us, Gijs and Asa, it is not the description of the laws of a scientific discipline that interests us – how interesting they are by itself but the possibility they give to escape from it. Once spelled out, laws are just vehicles to set up new approaches.
In short, at the West Wing of the Thinkibility University, they are thinking laterally about science.
We have earlier written about patterns in science and possible escapes from them in the following blogposts:
Our next post about the topic “Patterns in Science” will be about Patterns in Law. Could it be that in Western law assumptions are hidden that hinders us in modern times?
Not to miss? Follow Thinkibility. The blog about Thinking, Creativity, Innovation and Design.
There are several ways to design a new concept deliberately. But what is a new concept? Not many people have a quick answer to this question, other than “differently than expected”, “something else as normal”, “not seen before” or just “interesting”.
One of the easiest ways to design a new concept is to escape from an existing concept. For that, we need a concise description of the existing concept, otherwise we will be lost in all the details containing in the concept.
In an earlier blog post we gave some handles to describe a concept:
For instance:
Escape for instance the mechanism: instead of two there are three teams and three goals.
You can imagine that three-sided football will be a real game-changer, literally. As the BBC mentioned: a game of alliance and betrayal. The whole dynamic of the game is dramatically changed.
Once a new concept has”opened up” in your mind, we might “see” the world in a disruptive way, through the new concept and take analogies from it.
For instance: the conflict in Syria is basically a three-side game. That might open up new strategies and policies for military planning and diplomacy. Or prevent from blundering into military and diplomatic disasters by interpreting wrongly a three actors situation as a classical two actors cold war situation.
Or we can apply the same concept escape to another two-sided game, f.i. three player chess
We could also escape from the aspect of values, by excluding, adding, or changing values.
Escape from values: add spectacle to the game.
Ideas: change the game from 2D into 3D, using acrobats.
Actually, the concept change is from 2 D to 3D. This new concept can then be applied to other 2D games and opens new possibilities, like 3D chess
The same we could apply to escaping from function (goal, aim or objective of the concept). F.i. the function of a pension is that people who can’t work any longer are provided with a minimum of money to survive.
We could change the function: let’s suppose that the aim of “pension” is to keep the retiree as long as healthy. Now we can come up with mechanism that could realise this new function. For instance that the retiree does not receive a fix amount of money per year during the rest of his life time, but a linear increasing one. This would stimulate the retiree to stay active during the first years of his pension, by doing some paid work during some hours in the week.
Many new business models are the result of changing one or more aspects of the concept description. See for example how these fast-growing, innovative companies are redefining money lending, e-commerce, and more,
We invite you to describe how their innovative business models differ from classic business models in terms of function, mechanism and value.
