1. im21: innovation/measurement/21st century
Creativity ≠ Innovation How Organizations Can Really Make Innovation Happen
Barbara Kivowitz
Senior Partner
im21: innovation/measurement/21st century

2. Innovation & Financial
Performance
Performance
in % Points
Innovation
“The greater the amount of innovation, the greater the market
and financial performance” Soo, Devinney, Midgley & Deering (2002)

3. What have innovative companies done?
3M – corporate goal of achieving 30% of sales from newer products. "3M 15% Rule" allows employees to spend 15% of their time on projects of their own choosing
Google – holds 8 brainstorming sessions a year with 100 engineers. All engineers can dedicate 20% of their time to pet projects
Toyota – OObeya = big, open office. Brings together people from all parts of the company every month to discuss design, costs, mistakes, bottlenecks. Has saved Toyota millions of dollars
P&G - shifted from R&D as the innovation pipeline to C&D, "Connect and Develop.” P&G acquires 50% of its innovations outside the company, resulted in 3 successful new products in the first 6 months
Whirlpool - group of employees serve as innovation consultants to assess best ideas and strategies to market. Employees submit ideas via a corporate-wide virtual bulleting board. A third of senior leader pay is tied to innovation. Whirlpool had record results in 2005
GE – GE WorkOut – 60% of projects initiated in this creativity program become successful products

4. Customers don’t buy innovations
They buy solutions to problems
Remember the Segway

5. Defining Our Terms Creativity Innovation
Creativity is thinking up new things.
Innovation is doing new things.

6. CREATIVITY
Generation of new & unusual ideas
Divergent thinking
Quantity driven process

7. 4 Rules of Idea Generation
Withholding judgment
Freewheeling
Generating a quantity of ideas
Hitchhiking

8. Brainwriting: Quick & Quiet

9. Exercise
How many uses can you come up with for:

10. Barriers to Creative Thinking
Creativity is the ability to modify self-imposed constraints.
Functional fixedness
Previous experience
Excessive faith
Intolerance of ambiguity
Paradigms
Emotion
and
Assumptions

11. The Astronaut Pen (urban legend #1)
During the space race in the 1960’s NASA was faced with a major problem. The astronauts needed a pen that would work in zero gravity. NASA spent $1.5 million developing the “Astronaut Pen.” It enjoyed minor commercial success back on Earth.
The Russians were faced with the same problem.
They used a pencil.

12. Let’s Do Some Math
1000 40 30 20 10

14. Let’s Do Some Math
1000 40 30 20 10
4100

15. A radio conversation with the US Chief of Naval Operations (urban legend #2)
NAVY: Please divert your course 15 degrees to the North to avoid a collision
CIVILIAN: Recommend you divert YOUR course 15 degrees to the south to avoid a collision
NAVY: This is the captain of a US Navy ship. I say again, divert YOUR course
CIVILIAN: No, I say again, you divert YOUR course
NAVY: THIS IS THE AIRCRAFT CARRIER ENTERPRISE. WE ARE A LARGE WARSHIP OF THE US NAVY. DIVERT YOUR COURSE NOW!
CIVILIAN: This is a lighthouse. Your call.

16. Exercise:
How do you spell your name
How else could you spell it?

17. SALE
Solution
After
Last
Example

18. The process of turning ideas into money
INNOVATION:
The process of turning ideas into money
Implementation of great ideas
Convergent thinking
Quality driven process
Implementation of great ideas
Convergent thinking
Quality driven process

21. Can you help TiVo? Problems:
TV networks & advertisers hate TiVo’s ad skipping functionality
TiVo loses advertising revenue
Customers miss ads that could actually be useful

22. “Of all the core functions of most companies, innovation has the most competitive value —and is managed with the least discipline.” Booz Allen Hamilton

23. Creative Problem Solving Process
Data
Reframe
Complete Solution Set
Idea Clusters
Project Plan
Risk Analysis
CLARIFY
IDEATE
DEVELOP
IMPLEMENT
Pinpoint the
problem to solve
Come up
with new
ideas
Refine ideas
into strong
solutions
Put the plan
into action
Stakeholder Plan
Mess

24. THE MESS: How can we make our space look better?

25. Clarify What data do we need in order to fully understand our problem?
Tool:
5W’s & an H
Who
What
Where
When
Why
How
How might we reframe our original problem statement to make it more solvable, profitable, or innovative?

26. REFRAME: How can we make our space look better?
How can we create a “green” space?
In what ways might we construct our space to promote productivity?
In what ways might we construct our space to promote creativity?
How can we foster knowledge sharing through the use of open space design?
How can we eliminate the need for space?

27. Ideate Go for quantity & explore a wide range of ideas
Tools:
Brainwriting
SALE
Converge and chose the ideas that have the greatest potential

28. Develop
Strengthen the ideas from multiple angles – customer experience, features, marketing, sales, etc.
Tool:
PPCO –
Pluses
Potentials
Concerns
Overcomes

29. Implement: Project Types
Paint by
Numbers
know WHAT
to do
know HOW to do it
Yes No
Quest
Fog
Movie
Eddie Obeng, All Change: Project Manager's Secret Handbook

30. CPS Fundamental Concepts
Assumptions
Everyone is creative in some way
Creative skills can be learned
Thinking
Divergent: Expansive - creating options
Convergent: Analytic - making choices
Components
Exploring the challenge
Generating ideas
Planning for action
Essentials
An open-minded environment
Diversity
Objectives
New ideas and useful, profitable solutions
A different way of thinking about problems and challenges
Roles
Problem Owner
Facilitator

31. Remember: When doing creative problem solving --
Notice interesting problems
Defer judgment
Question assumptions
Seek diversity
Look at ideas affirmatively