Archive for January, 2011

Innovation Furnace. Execution Engine.

In reality, the 80/20 rule is 90/10 when it comes to innovation. Only 10% of “ideas” that are generated could be considered in the “good” category. However, of the entire population of ideas, 1% would be considered “great.” The difficult part to begin to grapple with is that of all ideas that a team comes up with, only .001% will be in the “fantastic” category. That’s it, 1 in 1000. For some, just coming up with that 1/1000 is enough of a thrill. All too often that’s the extent of it. There is no follow through, no attempt to build a consensus of opinion, and no attempt to prioritize and take the “idea” all the way to the “product” stage. For some, “I thought of that” is enough. But that doesn’t create sustainable business and it doesn’t create effective people and teams. What does create a business is follow through. After reading Making Ideas Happen by Scott Belsky, it’s clear that a process is needed to move things from the innovation stage to the execution phase.

As Scott puts it…

Only through organization can we seize the benefits from bursts of creativity.

So how do you move repeatedly from idea to launch? In my experience the easiest way to make this happen is to create a simple project plan and set milestone dates and stick to them. For example…

  1. Brainstorm, conceptualize and refine the idea for 30 days.
  2. For the following 3 days we will review objectives and prioritize.
  3. In 15 days we’ll have a working prototype.
  4. For 10 days following that we’ll review results and have a working solution.
  5. In 5 days we’ll launch in specific pilot areas.

Keep going from there. Put a process together that you can follow. Not too detailed just a general sense of what everybody is doing. If it’s more complicated than a football play then you need to stop and rethink because nobody can follow it. Pick a project manager to oversee the process. No Gantt charts, just clear and simple markers to show where you are as opposed to where you should be. When dates slip, ask “why” not “who?” If the “why” is associated to the same person every time then the “who” will answer itself. It also polices your process. You should also let the people following the process police it as well. In my opinion, anyone that is a part of a process should have the responsibility of calling “bullshit” on any portion of the process that impacts them directly. They should also be required to offer a workable solution, not just complain that the process is broken or too difficult. Once the issue and a potential solution are voiced, the rest of the team following the process needs to have a say in changing the process. Whatever you do, don’t wait to make the change if everybody approves. Make it now. Test it. Do a dry run and see what happens.

Once you’ve got one team up and running with this, split off a smaller team and move new people into the original team. Add people slowly so they can get their feet under them and get accustomed to the culture. Have the teams work on different cycles, one conceptualizing and the other executing. Create a pool of the top 10% of ideas to draw on and see if they can be enhanced. The two teams should get together at regular intervals to discuss what they’ve learned about each other and about the process. Have ONE process. Not one for EACH team. Shuffle people around from time to time to avoid group think. Mix things up again by having a different person lead the initiative. That gives people experience at leadership and making decisions without all the facts available. That type of experience will prove to be invaluable to your people, your teams, and your company.

Brainstorming 101

If you’re setting out to brainstorm new ideas and concepts, here’s some things I’ve experienced over the past few years that may help.

1) Get a great facilitator. Someone that’s open minded, will keep people on track and will get people to contribute.

2) Put a great question together and figure out how to answer it. It helps if you can define what you’re trying to do as much as possible. Free form brainstorming rarely turns into anything of value and usually leads to something that you probably can’t execute anyway. Make the question as specific and restrictive as possible. “How do we solve problem (x) with (y) dollars, (z) time, and existing skill sets?” You may be surprised at how many ideas you can come up with. You may get a lot of resistance at first like “You’re limiting us” but to get really creative you usually need to deal with the realities of the situation. [I forgot to include a very important point here – if somebody is telling you that your approach to the problem is wrong or suggests a different way of approaching it, listen to them. It’s possible that they’re lateral thinkers, these people make all the difference in innovation. Lateral thinkers are game changers.]

3) Put a time constraint in place. Give yourself a limited amount of time to generate ideas and the ideas you generate MUST address the question asked in #2. Don’t go over, stop on time and move on. However, people may go home and think about it a little longer. They may also have an epiphany. Make certain that you account for this as answers to problems are rarely straightforward. The subconscious may chew on it for a while and come up with something spectacular.

4) Isolate yourselves. Set aside a time and place where nobody knows where you are or what you’re working on. Turn off cell phones and focus on what you’re doing.

5) If it’s not coming together, say so. You can’t force people to come up with ideas to solve a problem. But you can create an environment where people feel comfortable and willing to participate. If it’s just not working for whatever reason then reschedule. Or move to a different location. Or get different people.

6) Create follow-up tasks, delegate those tasks to individuals and put dates and times in place to get them resolved. The task may be to do market research, speak to your target audience or get a patent attorney. Set concrete and measurable tasks that have a specific owner. Leave no latitude as to who should be running with which item.

That’s it at it’s most basic implementation. Before you get started on any session make sure you’ve got the essentials. Whiteboard, pizza, cokes, etc. The facilitator should set and enforce the ground rules and only let people deviate when it’s in the teams best interest.

If you have other experiences, things that worked in the past, things that didn’t, don’t hesitate to comment here.

Iron Maiden

It’s official! Just got my tickets last night to the last US date for Iron Maiden’s 2011 tour before they head to Europe. I’ve been a fan since Killers came out but never got a chance to see them live. I think the last concert I went to was… Front 242? Either that or Sisters of Mercy.

Partner Picking

It should be obvious – don’t work with people that you can’t trust when they’re out of your sight. Want a great test to see if you should be working together? Take a long weekend and go camping. Bring almost nothing because you’re going to have to rely on each other to survive. Don’t put yourselves at serious physical risk, but if the two, three, or however many there are of you can’t figure out how to work together for a weekend, you’ve got the wrong people. This should also give you insight into a number of things about the personalities and habits of your partners. Is one of them always standing around waiting for someone else to do something? Like, start a fire. Make coffee. Fend off a bear attack. Well, it will be like that in business as well. Waiting for someone else to make the sales call. Develop the marketing strategy. Negotiate with the VC’s (bear attack!). What may be even more telling is this – if one of the partners has never been camping, never built a fire, never heated snow so you can drink it, or never caught fish so you can eat, but is still doing all those things and figuring it out along the way – that’s the person to have on your team. Because nobody has done it all, and it some fashion we’re all learning or re-learning along the way. Finding the team players who are still able to function as self-directed individuals is a major hurdle. Find out early before you really put yourself at risk.

Predictions for 2011

“The focus for 2011 will be on the jobs that are pivotal to driving growth.”

-Ravin Jesuthasan

On page 14 of January 3rd’s issue of Bloomberg Businessweek, Ravin Jesuthasan of Towers Watson points out that certain job categories will see increased demand…

…as companies accelerate growth through product development..

How many great ideas have been sitting on the sidelines waiting for capital to free up? With the US economy now projected to grow at around 3.5% for 2011, are companies finally looking to stoke growth through business development and innovation initiatives? I’m pretty sure executive teams will need to see another quarters results of sustained demands before committing fully but there are clear signs that sentiment is turning positive. In the same Bloomberg article, Business Roundtable’s Q4 CEO poll shows that chief executives are the most positive they’ve been in five years. The research and poll from Business Roundtable can be found here. If you’re heading up an innovation team and have had to go dark over the past couple of years then now’s the time to start queuing up projects. It may be premature to push initiatives at this early stage but your executive teams may be coming to you in a couple of months looking to shovel some cash your way.

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