Common Innovation Myths (World Usability Day)
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The document discusses common myths about innovation. It debunks the myths that innovation must be new (many innovations are incremental improvements), that innovation is always good, and that innovation equals new products. It also challenges the myths that innovation is the work of lone geniuses and that customers inhibit innovation. The document advocates for fostering a culture of collaboration and creativity across organizations to encourage innovation. It provides examples of how companies like Pixar, Zappos, and Jobs at Apple cultivated cultures that broke down barriers and sparked new ideas at the intersections of different fields and perspectives.
![Entrepreneur Frans Johansson described [the birth of the Renaissance] as the Medici effect, referring
to the creative explosion in Florence when the Medici family brought together people from a wide
range of disciplines—sculptors, scientists, poets, philosophers, painters, and architects. As these
individuals connected, new ideas blossomed at the intersections of their respective fields, thereby
spawning the Renaissance, one of the most inventive eras in history.
—The Innovator’s DNA, Harvard Business Review
DaVinci’s Vitruvian Man](https://image.slidesharecdn.com/commoninnovationmyths-worldusabilityday-151118234201-lva1-app6891/85/Common-Innovation-Myths-World-Usability-Day-45-320.jpg)
![[Jobs] wanted there to be mixing. He knew that the human friction makes the sparks, and that
when you're talking about a creative endeavor that requires people from different cultures to
come together, you have to force them to mix; that our natural tendency is to stay isolated, to talk
to people who are just like us, who speak our private languages, who understand our problems.
But that's a big mistake.
—Jonah Lehrer, Author of Imagine: How Creativity Works
Apple Headquarters, Cupertino, CA](https://image.slidesharecdn.com/commoninnovationmyths-worldusabilityday-151118234201-lva1-app6891/85/Common-Innovation-Myths-World-Usability-Day-49-320.jpg)
Common Innovation Myths (World Usability Day)
- 1. FROM GREEN SCREENS TO LONE GENIUS: COMMON INNOVATION MYTHS World Usability Day NOVEMBER 12, 2015 Steve Fors and Art Chinda
- 2. Art Chinda Lead Experience Architect [email protected] Steve Fors Design Principal [email protected] ALITTLEABOUTOURSELVES
- 3. 120 2012 Introductions EffectiveUI joined the WPP company (NASDAQ: WPPGY) in 2012. WPP is the world’s largest communication services group. ABOUT US Full time employees in: Denver, CO Rochester, NY New York, NY
- 5. “There is no formula for innovation.” Shane Parrish, Farnam Street
- 6. Some misconceptions about how innovation happens How to allow for innovation in your organization Some misconceptions about what innovation is The Process of Innovating How To Avoid PitfallsDefining Innovation MYTHS OF INNOVATION
- 7. Some misconceptions about how innovation happens How to allow for innovation in your organization Some misconceptions about what innovation is The Process of Innovating How To Avoid PitfallsDefining Innovation MYTHS OF INNOVATION
- 9. + = Wood Fire Charcoal
- 11. + = Charcoal Stick Pencil
- 12. + = Pencil Paper
- 13. + = Pencil Paper Notebook
- 15. + = Notebook Computer Handheld
- 17. + = Record Handheld MP3 Player
- 18. + = Phone Handheld + MP3 Player
- 19. + = Phone Handheld + MP3 Player Smart Phone
- 21. Myth #1: Innovation Is… NEW Often, we think that to innovate is to come up with something completely new. Most innovation happens by process of associating. Associating, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovator’s DNA. +
- 23. Myth #2: Innovation Is… GOOD When I lead a UX team at GE Healthcare, a large hospital network tapped us to innovate on a medical coding and billing application. The problem: it was green screen.
- 25. Our job was, according to the CEO and product group, to bring the coding and billing practice into the 21st century. To the CEO this meant: make it look new. To the product group this meant: make it best in class. To the end-users this meant: ???
- 27. What was the end result?
- 28. What was the end result? 63% Productivity decreased by
- 29. Myth #2: Innovation Is… GOOD The whole story: The green screen app had been honed by end-users & the IT department for years to deliver efficiency and optimal productivity. End-users were not involved in “innovation” effort (they we too busy working!), and the results showed their lack of involvement. For many reasons, this innovation project failed miserably. The product—although it looked old—worked well, and didn’t need wholesale innovation.
- 31. Myth #3: Innovation Is… PRODUCT When people think of innovation today, they usually think of big technology companies. Innovation has become synonymous with their new hardware and software technologies.
- 32. There is a lot of money is being spent on R&D of new products, but that doesn’t guarantee success.
- 33. There is a lot of money is being spent on R&D of new products, but that doesn’t guarantee success. 4.5%of new products show a return on investment. In fact, only
- 35. 2.5%Median for amount spent on R&D compared to revenue 6.5%Median for amount spent on R&D compared to revenue
- 36. Myth #3: Innovation Is… PRODUCT Developing products is often not the most effective way to innovate. Some companies choose to focus their innovative efforts on process and culture. A great example of this is Zappos.
- 37. 5Weeks of Customer Service training for EVERY employee From the outside, it looks like any other e-commerce clothing retailer. But Zappos innovation efforts aren’t focused on products, but on culture of great customer service. $2kOffered to each employee after training to quit to ensure a committed workforce FreeReturns all purchases for one year 2XCustomers are encouraged to order 2 sizes and return one 1/3+Of gross revenue is spent on shipping
- 38. “Usually when marketing departments do their ROI calculations, they assume that the lifetime value of a customer is fixed. We view it as something that can grow if we create positive emotional associations with our brand.” —Tony Hseih, CEO Zappos
- 39. Zappos‘ commitment to great customer service cultivates a strong bond with their customers. In turn, customers are converted into Brand Ambassadors that drive growth for the company. $2BSales revenue, a growth of $1B from 2008 75%Of sales revenue from repeat customers
- 40. Myth #3: Innovation Is… PRODUCT Its a common pitfall to measure successful innovation only in regards to new products and technologies. Innovation more often means: — Creating better customer experiences — Improving internal processes — Creating a culture driven organization — Establishing a values-driven brand — Experimenting with new business models
- 41. Some misconceptions about how innovation happens How to allow for innovation in your organization Some misconceptions about what innovation is The Process of Innovating How To Avoid PitfallsDefining Innovation MYTHS OF INNOVATION
- 43. Myth #4: The “Lone Genius” WHO ARE THEY? When we think of the innovative genius, what comes to mind? The brilliant inventor holed up in a studio away from everything and everyone. Adjectives like eccentric, reclusive, prodigious, magical, a “natural” talent. Films like “A Beautiful Mind,” “Good Will Hunting,” “Rain Man” reinforce the myth of the “Lone Genius” in collective consciousness.
- 44. Myth #4: The “Lone Genius” LEONARDO DA VINCI …was a solitary “genius” that transformed the world of arts & sciences all by himself. Rather, history says that he flourished in a community of mentors, collaborators, and apprentices. DaVinci lived in a time when the educational model of apprenticeship was prevalent. He was mentored, had collaborators, and apprentices throughout his life.
- 45. Entrepreneur Frans Johansson described [the birth of the Renaissance] as the Medici effect, referring to the creative explosion in Florence when the Medici family brought together people from a wide range of disciplines—sculptors, scientists, poets, philosophers, painters, and architects. As these individuals connected, new ideas blossomed at the intersections of their respective fields, thereby spawning the Renaissance, one of the most inventive eras in history. —The Innovator’s DNA, Harvard Business Review DaVinci’s Vitruvian Man
- 46. Myth #4: The “Lone Genius” ALBERT EINSTEIN …was a brilliant scientist and mathematician that innovated in an historical and cultural vacuum. Rather, “geniuses” build on historical and contemporary ideas. Einstein spent hours reviewing patent submissions at his job at the Federal Office for Intellectual Property in Bern, and surround himself with contemporary academics, scientists, and philosophers.
- 47. “The insights required to solve many of our most challenging problems come from outside our industry and scientific field. We must aggressively and proudly incorporate into our work findings and advances which were not invented here.” —Kent Bowen, the founding scientist of CPS technologies Einstein at the Federal Office for Intellectual Property, Bern, Switzerland
- 48. Myth #4: The “Lone Genius” STEVE JOBS …was bestowed with an innate creativity that just can’t be learned. Rather, “geniuses” create a culture around them that fosters innovative thinking. When Jobs ran Pixar, he literally broke down walls between computer scientists, animators, and product directors to engineer a more creative environment. Steven Hawking
- 49. [Jobs] wanted there to be mixing. He knew that the human friction makes the sparks, and that when you're talking about a creative endeavor that requires people from different cultures to come together, you have to force them to mix; that our natural tendency is to stay isolated, to talk to people who are just like us, who speak our private languages, who understand our problems. But that's a big mistake. —Jonah Lehrer, Author of Imagine: How Creativity Works Apple Headquarters, Cupertino, CA
- 50. Myth #4: The “Lone Genius” WHO ARE THEY, REALLY? While we may believe in the myth on the “Lone Genius,” history tells us that: “Geniuses” have a community of mentors, collaborators, and apprentices. “Geniuses” build on prior innovative ideas. “Geniuses” create a culture around them that fosters innovative thinking.
- 51. If you build it, they will come.#5 MYTH
- 52. IF YOU BUILD IT,THEYWILL COME Myth #5
- 53. Myth #5: If You Build It, They Will Come THE NEWTON Development of the Newton Platform began in 1987, and was finally shut down in February, 1998. It cost $100M+ in R&D. Innovations included handwriting recognition, flash storage, and small form factor. Price at launch in 1993: $700.
- 54. Myth #5: If You Build It, They Will Come THE NEWTON Development of the Newton Platform began in 1987, and was finally shut down in February, 1998. It cost $100M+ in R&D. Innovations included handwriting recognition, flash storage, and small form factor. Price at launch in 1993: $700.
- 55. The problem with the Newton wasn’t any physical or technical problem. Those are easy to surmount. The problem that broke the Newton was that nobody was prepared for it. There was no mental slot in people’s heads that the Newton could glide into. —Amy Chow, The iPad, and the Staggering Work of Obviousness cheerfulsw blog
- 56. Myth #5: If You Build It, They Will Come THE NEWTON Before sinking $100M+ in R&D costs, Before spending 10+ years in design and development, Before building a product that no one understands the need for, Listen to the customer.
- 57. PEOPLE DON’T KNOW WHAT THEY WANT UNTIL YOU SHOW IT TO THEM.
- 58. PEOPLE DON’T KNOW WHAT THEY WANT UNTIL YOU SHOW IT TO THEM. IT'S REALLY HARD TO DESIGN PRODUCTS BY FOCUS GROUPS. A LOT OF TIMES,
- 60. Myth #6: Customers Inhibit Innovation NOT IF WE DO IT RIGHT While questions like “What do you want?” or “Do you like this?” most likely inhibit innovation, direct observation and interaction with customers certainly does not. If we ask the customer to design the product for us, we’re doing it all wrong, but…by getting the customer to introduce us to the problem, and to help us validate the solution, we’re able to create innovative solutions that exceed customer expectations.
- 61. Some misconceptions about how innovation happens How to allow for innovation in your organization Some misconceptions about what innovation is The Process of Innovating How To Avoid PitfallsDefining Innovation MYTHS OF INNOVATION
- 62. Avoiding Innovation Pitfalls FOSTER A CULTURE OF INNOVATION Innovation is not just the job of a handful of individuals at the company. The most innovative companies place people across the entire organization into a creative culture. Here are some keys to make a creative culture. Pixar Studios
- 63. Make work a collaborative environment Take advantage of the new devices and technologies that support collaboration and knowledge sharing.
- 64. Make innovation an important part of leadership Hire leaders who value creativity and are creative themselves. Leaders need to be brave in supporting a culture of innovation. Elon Musk of SpaceX and Tesla
- 65. Have an idea-finding program Create a system that taps into the collective knowledge of everyone and allows them to freely share and promote ideas.
- 66. Make a process to review ideas Its important to not only collect ideas, but also filter and refine them. The best ideas don't come fully formed.
- 67. Train for creativity Creative thinking skills can be developed. And need to be exercised.
- 68. Stanford D.School class “From Play to Innovation” Encourage play to spark creativity It helps get away from the pressure immediate solutioning, allows the mind to process the problem, and provides inspiration at unexpected time and places.
- 69. THANK YOU.
- 70. From Lone Genius to Group Think: Common Innovation Pitfalls FURTHER READING 'How Creativity Works': It's All In Your Imagination http://www.npr.org/2012/03/19/148777350/how-creativity-works-its-all-in-your-imagination How Pixar Fosters Collective Creativity https://hbr.org/2008/09/how-pixar-fosters-collective-creativity The Innovator’s DNA https://hbr.org/2009/12/the-innovators-dna The 7 Innovative Secrets of Steve Jobs http://www.forbes.com/sites/carminegallo/2014/05/02/the-7-innovation-secrets-of-steve-jobs/ Ten Practices from the Most Innovative Organizations http://www.creativitypost.com/business/10_practices_from_the_most_innovative_organizations Remembering the Apple Newton’s Prophetic Failure and Lasting Impact http://www.wired.com/2013/08/remembering-the-apple-newtons-prophetic-failure-and-lasting-ideals/ The iPad, and the Staggering Work of Obviousness http://cheerfulsw.com/2010/ipad-a-staggering-work-of-obvious/
- 71. From Lone Genius to Group Think: Common Innovation Pitfalls ADDITIONAL REFERENCES Innovation is Meaning(Less) http://www.agosto.com/blog/innovation-is-meaningless-and-why-companies-dont-do-it Debunking the Myth of Innovation http://www.inc.com/magazine/201309/less-innovation-is-better.html Global Innovation 1000 Study http://www.strategyand.pwc.com/innovation1000 How I Did It: Zappos’s CEO on Going to Extremes for Customers https://hbr.org/2010/07/how-i-did-it-zapposs-ceo-on-going-to-extremes-for-customers Zappos and the Connection Between Structure and Strategy https://hbr.org/2015/06/zappos-and-the-connection-between-structure-and-strategy