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Intuition or Data: Which Leads to Better Innovation Decisions?

Intuition or Data: Which Leads to Better Innovation Decisions?

by | Jul 23, 2020 | Innovation, Tips, Tricks, & Tools

“We need more data.”

How many times have you heard this?  How many times have you rolled your eyes (physically or mentally) and then patiently tried to explain that, when you’re doing something NEW, there is NO DATA.

There are analogous innovations, things that are similar in some ways that can be used as benchmarks, but nothing exactly like what you’re creating because nothing like it has existed before within your company.

As Innovators, we constantly balance our need for and comfort with gut decisions so we can move forward at speed with the broader organization’s need for data and certainty as a way to minimize risk.

But what role should intuition and data play in the early days of innovation?

This is exactly the question that my friend and former colleague, Nick Pineda, sought to answer in his thesis, “Are relevant experience and intuition drivers of success for innovation decision-makers?  An interview-based approach”

 

Robyn: Hi Nick!  Thanks for taking the time to speak with me today.  The topic you explore in your thesis is fascinating and something every innovator struggles with.  I’m curious, what led you to decide to explore it?

Nick: Interestingly, the process of deciding what to write my thesis on actually inspired the topic itself.

For the capstone of my Masters program, we were told to do a consulting project but I had spent so many years in consulting that I wasn’t terribly excited about that prospect.  One day, as I was walking to work, I felt this feeling in my gut that said, “Nick, this is not why you’re in the Masters program.”  I shared this feeling with my professor and faculty advisor, and they were open to a different approach.

As we discussed what I could do, the same topic kept coming up – a lot of what is published about innovation, especially with Agile, is about measurement and that we need to have evidence before we take action.  I don’t disagree with that but viewing things only through that lens kills the wisp of an idea that has the potential of becoming something amazing.  Ultimately, we decided to focus my thesis on what happens on the front-end of the innovation process and whether intuition or evidence and data lead to success.

 

Robyn: And, what did you learn?

Nick: Two things, one that wasn’t surprising and one that was.

First, what wasn’t surprising is that innovation decision-makers have a really clear awareness about the role that gut feel or intuition, knowing without knowing how you know, play in their process.

Second, what was surprising, is that anyone who leans much more heavily in one direction versus another (data vs intuition), had many more failures, and struggled to process what they learned from those experiences and incorporate those learnings into future actions and decisions.  Successful innovators know how to create a dance between their rational processes and their intuitive processes.

 

Robyn: It seems so, well, intuitive that using both intuition and data to make decisions will lead to better outcomes.  However, so many innovators rely on intuition and so many companies require data, how can you encourage that “dance” that’s required for success?

Nick: You need to start small.

First with the person who’s innovating, to help them enter that inner space and recognize all the different ways that intuition can show up.   It can manifest as a sensory experience, a change in temperature, even a color.  It varies by person and by moment and the key is to recognize when it’s happening.

A simple way to create this awareness is to reflect on how you decide whether to trust someone.  Every time you meet someone new, you have to quickly decide whether or not to trust the person.  How do you do that?  What is the feeling or sense that you get that leads to your decision?  How often are you right?

Next, you need to create a language or process within the team to externalize the intuitive sense.  In my research, I found examples of visionary leaders who were constantly able to use their intuitive sense, but their teams were constantly felt left out and wondering why they did all the work when the leader was just going to decide on gut.  More successful teams were much more open about why, when, and how they were using their intuition, even specifically asking other team members to share their intuition in meetings.

Then, as leaders, we need to normalize the fact that we’re not always going to have precise evidence to know what the right call is and that we’re trusting what we’ve learned as leaders in this space to make a decision.

 

Robyn: That last point is really critical, leaders must role model the behavior they want to see and that includes using and communicating their intuition.  Anything else pop up with respect to leaders and decision-making?

Nick: Ideally, leaders will go beyond normalizing the use of intuition to actively working to dismantle the organization’s bias against it.

Most organizations consciously or subconsciously, defer to the highest paid person or the most credentialed person in the room when making decisions.  This is a highly rational behavior, but it doesn’t lead to the best decision.  The reason is that it overlooks the fact that diversity of experience surfaces other data points and intuitive experiences that need to be part of the conversation to get to a better decision.

Innovation is a group experience and when intuition is allowed to show up in groups a group intelligence starts to manifest and the group makes better decisions.

 

Robyn: That’s quite a To-Do list for leaders and decision-makers:

  1. Manage your personal dance between intuition and data
  2. Normalize intuition by creating a language around it
  3. Create ways to tap into diverse experiences and intuition

Thanks so much for sharing these great insights, Nick!

Nick: My pleasure.

 

****

 

To learn more about intuition and innovation, Nick recommends that you:

READ:

WATCH or LISTEN TO:

TAKE ACTION and Conduct an idea retrospective

    1. Anchor on an idea
      • Think back to a memorable innovation success or failure?
      • What was the idea?
      • Where did the initial idea come from?
      • If you had to pick 1-2 of the most important decisions you had to make in the process of bringing this idea to life, what were those decisions?
    2. Did you use intuition?
      • Intuition defined: Intuition is a process of rapidly recognizing things without knowing how we do the recognizing, which results in affectively charged (somatic, sensory, or emotional experience) judgements.
      • To what degree was your process intuitive?
      • To what degree were you aware of what your brain was doing to seek an answer / path forward?
    3. How did your intuition show up?
      • Signals / Cues: What signals or cues did you have about which course of action to take or not to take?
      • Knowing: How did the answer for which path forward to take “show-up” for you? Where were you? What did it feel like?
      • Feeling: What did you feel during this process?
    4. Apply More Broadly
      • In what ways is the way you explored your intuition in this case similar (or not) to other decisions you make in your life?
      • How might you be more intentional about how to bring your personal brand of intuition into your innovation process?
Is Your Brain Friend or Foe? Make It Your Friend with Positive Intelligence

Is Your Brain Friend or Foe? Make It Your Friend with Positive Intelligence

by | Jul 15, 2020 | Book Club

“If you spend a lot of time in your own head, you’re spending time in a bad neighborhood.”

 

I was deep in a bit of worry and self-doubt when my friend uttered that sentence.  Immediately, my mind conjured an image of falling gown building, boarded up doors and windows, overgrown yards, and empty streets (basically downtown Cleveland in the 1980s).

 

“Man, I do not want to be here!” I said, probably a bit too loudly.

 

Everyone I know spends a lot of time in their bad neighborhoods.  It’s a consequence of the world we live in – more demands, responsibilities, and expectations running into greater uncertainty, fewer options, and weaker safety nets.

 

There are lots of ways to spruce up our neighborhoods, cultivating a Growth Mindset is one.  In his book, Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours, author and executive coach Shirzad Chamine, lays out a powerful framework and action plan to build your Positive Intelligence by increasing your PQ (Positive Intelligence Quotient).

 

Why Should I Care about Positive Intelligence?

Because research proves that a high PQ creates better results

  • An analysis of more than 200 different scientific studies, which collectively tested more than 275,000 people, conduced that higher PQ leads to higher salary and greater success in the arenas of work, marriage, health, sociability, friendship, and creativity
  • Salespeople with higher PQ sell 37% more than their lower-PQ peers
  • Project teams managed by high-PQ managers perform 31% better
  • Doctors with a high PQ make accurate diagnoses 19% faster
  • People who demonstrated high PQ in their 20s (as evidence by journal entries) live, on average, 10 years longer

Better sales, better performance, better health, longer lives.

Seems like something worth learning more about.

 

What is Positive Intelligence and PQ?

Chamine defines Positive Intelligence as “an indication of the control you have over your own mind and how well your mind acts in your best interest.”  Basically, what kind of neighborhood is your mind.

PQ, your Positive Intelligence Quotient, is “the percentage of your time your mind is acting as your friend rather than your enemy.”  It’s expressed on a scale of 0 to 100 and research shows that a PQ of 75 (meaning your mind is your friend, or a good neighborhood, 75% of the time) is a tipping point.  “Above it, you are generally being uplifted by the internal dynamics of the mind, below it you are constantly being dragged down by those dynamics.”  80% of teams and individuals score below the tipping point.

 

How you can increase your PQ

People with high PQs use one or more of the following 3 strategies:

STRATEGY 1 – Weaken your Saboteurs:

Saboteurs, also called Inner Critics, are the voices, beliefs, and assumptions in your head that work against you.

There are 10 and every person has at least two actively chattering away

  1. Judge: The “Master” Saboteur in everyone’s head. It constantly finds faults in you, others, your circumstances, and anything else it can get its hands on.
  2. Avoider: Focuses on the positive and pleasant to avoid dealing with difficult and unpleasant tasks, conflicts, and people.
  3. Controller: Takes charge, seeking to bend people to its will because it believes that the only way to get the best outcomes from people and situations is to control them
  4. Hyper-Achiever: Relies on constant external rewards, recognition, and praise as a way to feel self-respect and self-validation
  5. Hyper-Rational: Focuses on logic and reason as the sole means through which to understand people and situations, often leading to impatience or outright dismissal of anything or person deemed not logical
  6. Hyper-Vigilant: Sees threats in every moment and is constantly on guard and preparing for the worst-case scenario
  7. Pleaser: Seeks to gain acceptance and affection by constantly helping, pleasing, rescuing, or flattering others
  8. Restless: Searches for the next adventure, new thing, or adrenaline rush and distracts from the relationships and work that really matter
  9. Stickler: Needs perfection, order, and organization to such an extent that it makes everyone anxious and uptight
  10. Victim: Gains attention and affection by focusing on internal feelings, especially negatives ones

To weaken your saboteurs, first identify which one is currently active, then recognize the story its telling you (often, the story will seem helpful so this part is tricky), and then either call it out (“oh, it’s you again, making up stories) or thank it (“thank you for trying to keep me safe.  I’ve got this.”)

STRATEGY 2 – Strengthen your Sage: 

The Sage perspective is essentially the opposite of the Judge.  Whereas the Judge finds everything that is (or could be wrong), the Sage accepts every single thing as a gift or opportunity.

OK, I know this sounds like some new-age woo, especially in the midst of COVID-19 and its impact on every single thing in our lives.  Chamine’s C-Suite clients are skeptical of this too, which is why he teaches them the Three Gifts technique – write down the horrible thing then write down 3 ways it could turn out to be a gift or opportunity at some point in the future.

You can strengthen your Sage by using one (or more) of its 5 powers:

  1. Empathize: When strong feelings are involved and emotional reserves are running low, picture yourself, or the person or situation causing problems, as a small child and interact with it
  2. Explore: When the situation is complex or you want more information before making a decision, pretend to be a fascinated anthropologist and seek out info by asking questions
  3. Innovate: When the usual answers aren’t working, adopt an innovator’s mentality greet ideas with “yes….and….”
  4. Navigate: When faced with multiple options, “flash forward” and imagine yourself at some point in the distant future after having taken each path and consider how you feel in that future place
  5. Activate: When your Saboteurs are in control, preempt them by writing down everything they could say and recognize, respond, and thank it.

STRATEGY 3 – Strengthen your PQ brain

Your PQ brain is comprised of the middle prefrontal cortex, the right brain, the mirror neuron system, the ACC, and the Insular Cortex (these last three areas control your empathy reaction).

Strengthening your PQ brain is as “simple” as focusing all of your attention on your physical body and/or the experience of at least one of your 5 senses, for at least 10 seconds 100 separate times per day for 21 straight days

Yes, 100 times per days sounds like a lot, so Chamine offers some tip:

  • During Daily routines, for example when you’re brushing your teeth, focus on the feeling of the toothbrush against your gums
  • While working out
  • Before or when you’re eating
  • As you listen to music
  • When you’re playing sports (including e-sports)
  • Being with friends and family

 

Bottom Line

The data proves that Positive Intelligence has a real and tangible impact on your performance at work, in your relationships, and in life.  This book contains a variety of case stories to show the power of Positive Intelligence in action.  Even better, it offers an easy to understand framework and totally do-able approach to make Positive Intelligence work for you.

 

***

To learn more about Positive Intelligence, visit Shirzad Chamine’s site here.

To buy the book, visit you can buy it from independent online bookstores Bookshop or IndieBound, or at Amazon or Barnes & Noble.

 

How Looking at Art Can Make You a Better Thinker, Communicator, and Leader

How Looking at Art Can Make You a Better Thinker, Communicator, and Leader

by | Jun 10, 2020 | Book Club, Innovation, Leadership, Tips, Tricks, & Tools

“It was quite a sight!  A dozen senior executives from a big, conservative financial services firm, all sitting on the floor in front of a painting, talking about what it could mean and why they think that.”

On a typical dreary November day, and Suzi and I were sitting in the café inside Boston’s Museum of Fine Arts.  She had just left her job as Head of Design Thinking at Fidelity Investments and I was taking a sabbatical before deciding what would be next for my career.  Introduced by a mutual friend, we decided to swap stories over lunch and a walk through one of the museum’s special exhibitions.

She was describing a Visual Thinking (VTS) session she had recently facilitated and the nearly instant impact it had on the way executives expressed themselves and communicated with each other.  She saw them engage in a level of creative problem-solving and critical thinking that they hadn’t in the past.

Intrigued, I set off to learn more.  What I discovered was a powerful, proven, and gasp fun way to help my clients navigate the ambiguous early days of innovation and embrace their inner curiosity and creativity.

 

Why should you care about VTS?

Imagine someone says to you, “If you and your team spend 1-2 hours with me each month for 9 months, I guarantee an improvement in your abilities to:

  • Quickly gather and synthesize accurate and unique insights by listening deeply and re-phrasing what they heard ensure understanding
  • Think critically and creatively by examining information or an idea from all angles, rethinking it, and deciding whether to keep, revise, or discard it
  • Communicate more clearly, respectfully, and productively with a variety of people inside and outside the organization
  • Work cross-functionally because they can apply critical thinking skills confidently to topics outside of their expertise
  • Innovate and experiment because they have learned how to individually and as a team operate in uncertainty
  • Provide more effective feedback by phrasing criticisms as questions and engaging in collaborative discovery and problem-solving conversations

Would you make the time commitment?

Now, what if they said, “All you have to do each month is sit together in a conference room and take part in a conversation.  No travel.  No additional expenses.  Just turn off your email and your phone for one hour and have a conversation in a room you already pay rent on.”

Would you do it then?

Of course you would.

Because you’ve been to trainings that focus on only one of the items in the list above and those trainings are expensive, time-consuming, and not nearly as effective as they should be.

 

What is Visual Thinking Strategies (VTS)?

According to the book, Visual Thinking Strategies: Using Art to Deepen Learning Across School Disciplines, VTS “uses art to teach visual literacy, thinking, and communication skills – listening an expressing oneself.”

Philip Yenawine was the Director of Education at the Museum of Modern Art (MOMA) in New York from 1983 – 1993.  During that time, he noticed that despite the museum’s efforts to organize and craft detailed explanations and interpretations for each piece of art, visitors would still ask lots of “Why?” questions and would remember little, if anything, from their visit.

Frustrated but curious, he and his team began studying developmental research and theory and discovered that what MOMA visitors needed wasn’t explanations, details, and facts, it was “permission to be puzzled and to think.  Consent to use their powerful eyes and intelligent minds.  Time to noodle and figure things out.  The go-ahead to use what they already know to reflect on what they don’t; the first steps of learning.”

Philip and his team with MOMA partnered with cognitive psychologist Abigail Housen to develop and test a process now known as Visual Thinking Strategies (VTS).

In the 30 years since their initial experiments, Philip and Abigail’s work has been used in 28 countries and 58 museums, over 12,000 students have engaged in VTS discussions and 1,200 people have become trained facilitators.

 

 

How to do VTS

The secret to VTS’ effectiveness is in the facilitation so if you’re going to do this, invest in an expert facilitator.  An expert facilitator is the only way to get the results listed above.

 

Here’s how a VTS session works:

  • Facilitator shares a piece of art specially selected so that “the subjects are familiar… but they also contain elements of mystery.”
  • Attendees take one minute to silently focus on the art
  • Facilitator asks 3 questions over the hour:
    • What’s going on in this picture?
    • What do you see that makes you say that?
    • What more can you find?
  • As each individual answers a question, the Facilitator:
    • Points at what is being observed
    • Paraphrases what has been said
    • Links what has been said to what others have said
  • Facilitator wraps up the session by thanking everyone and sharing something s/he learned from listening. They do NOT give “the answer” because “this isn’t about right and wrong but about thinking and…that the students singly and together are capable of wonderful, grounded ideas.”

That’s it – 1 piece of art, 3 questions, and at least 5 major benefits if you commit to the process.

 

Seems like something worth sitting on an art gallery floor for, right?

To learn more, read Visual Thinking Strategies: Using Art to Deepen Learning Across School Disciplines by Philip Yenawine and visit the website Visual Thinking Strategies

Back to Basics: What is Design Thinking?

Back to Basics: What is Design Thinking?

by | Jun 3, 2020 | Innovation, Tips, Tricks, & Tools

Last week, I published a post with a very simple goal – define innovation so we can stop debating what it means and start doing it.

The response was amazing.  So, I figured that this week I would tackle another buzzword – Design thinking.

We’ve all heard it and we’ve probably all said it but, like “innovation’ we probably all have a different definition for it.  In fact, in the last few months alone I’ve heard it used as a synonym for brainstorming, for customer interviews, and for sketching while talking.  Those things are all part of Design thinking but they aren’t the entirety of Design thinking.

 

What I tell my clients

When a client asks if we’re “doing Design thinking,” here’s what I say;

“Yes, because Design thinking is a way of solving problems that puts customers and stakeholders, not your organization, at the center of the process and seeks to produce solutions that create, capture, and deliver value to your customers, stakeholders, and your company.”

 

The Basics
  • What: One could consider the official definition of Design thinking to come from Tim Brown, Executive Char of IDEO, who stated that “Design Thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success”
  • Why: Useful in solving “wicked problems,” problems that are ill-defined or tricky and for which pre-existing rules and domain knowledge will be of limited or no help (or potentially detrimental)
  • How:
    • Inspiration: Understand the problem by building empathy with stakeholders (deeply understand their functional, emotional, and social Jobs to be Done) and document that understanding in a brief that outlines goals (ideal end state), bounds (elements to be avoided), and benchmarks against which progress can be measured
    • Ideation: Generate ideas using brainstorming to develop a vast quantity of ideas (divergent thinking) and then home in on the ideas at the intersection of desirability, feasibility, and viability that best fit the brief (convergent thinking)
    • Implementation: Prototype ideas so that they can be tested, evaluated, iterated, and refined in partnership with customers and stakeholders, ensuring that humans remain at the center of the process.
  • When: At the start of any R&D or development process
    • Traditionally, design was involved only in the late stages of development work, primarily to improve a solution’s functionality or aesthetic. Design Thinking’s ability to pull the designer mindset into the earliest phases of development is, perhaps, one of the biggest impacts it has made on business and technical fields
  • Where: Can be done anywhere BUT, because it is a human-centered approach, it must involve multiple human beings through the process
  • Who: Anyone who is willing to adopt a “beginner’s mind,” an attitude of openness to new possibilities, curiosity about the problem and the people with it, and humility to be surprised and even wrong

 

Important Points & Fun Facts
  • Design Thinking IS a human-centered design approach. This means that it seeks to develop solutions to problems by involving the human perspective at every single step of the process
  • Design thinking is NOT synonymous with user-centered design though user-centered design could be considered a subset of Design Thinking because it gives attention to usability goals and the user experience

 

  • Design Thinking was NOT invented by IDEO, but I would argue that they have done more to popularize it and bring it into the mainstream, especially into business management practices, than any other person or firm.
  • Design Thinking IS the product of 50+ years of academic and practical study and application. Here’s some fun facts:
    • 1935: The practice of Design thinking was first established by John Dewey as the melding of aesthetics and engineering principles
    • 1959: The term “Design thinking” was coined by John E. Arnold in his book Creative Engineering
    • 1991: the first symposium on Design Thinking was held at Delft University in the Netherlands
    • 2000s: Design thinking is widely adopted as an innovation approach thanks to books by Richard Florida (2002), Daniel Pink (2006), Roger Martin (2007), Tim Brown (2009), and Thomas Lockwood (2010)
    • 2005: Stanford’s d.school begins teaching Design thinking as a general approach to innovation

 

  • Design Thinking is NOT just for radical/breakthrough/disruptive innovation
  • Design Thinking IS useful for all types of innovation (something different that creates value) resulting from wicked problems. In fact, as far back as 1959, John E. Arnold identified four types of innovation that could benefit from a Design thinking approach:
    1. Novel functionality, i.e. solutions that satisfy a novel need or solutions that satisfy an old need in an entirely new way
    2. Higher performance levels of a solution
    3. Lower production costs
    4. Increased salability

 

If you want to learn more…

As noted above, there are lots of resources available to those who are deeply curious about Design thinking.  I recommend starting with Tim Brown’s 2008 HBR article, Design Thinking, and then diving into IDEO’s extremely helpful and beautifully designed website dedicated entirely to Design thinking.

 

Here’s what I’d like to learn…
  • Was this helpful in clarifying what Design Thinking is?
  • What, if anything, surprised you?
  • What else would you like to know?

 

Drop your thoughts in the comments or shoot me an email at robyn@milezero.io

Back to Basics: What is Innovation?

Back to Basics: What is Innovation?

by | May 27, 2020 | Innovation

When I worked on P&G’s WalMart sales team, one of my bosses was a big guy with an even bigger personality.  He shared his opinions loudly and broadly and one of his opinions was that we needed to stop using the word “breakthrough.”

“If I have to hear one more time about some new ‘breakthrough’ soap, I will throw you out of this office myself!” he would bellow.

Years later, I can’t help but wonder what he would think of the word “innovation.”

In May 2012, The Wall Street Journal published an article positing that, as the word “innovation” increased in usage, it decreased in meaning.  The accompanying infographic said it all:

  • 33,528: Times “innovation” was mentioned in quarterly and annual reports in the previous year
  • 255: Books published in the last 90 days with “innovation” in the title
  • 43%: Executive who say that their company has a Chief Innovation Officer or similar role
  • 28%: Business schools with “innovation,” “innovate,” or “innovative” in their mission statements

That may seem like a lot but, remember, that data is nearly 8 YEARS OLD!

The desire for and investment in Innovation in all its forms – accelerators, incubators, startup/venture studios, corporate venture capital teams – has only grown since 2012.

While this may seem like a good thing, the fact that the success rate of innovations hasn’t changed, means that most people react to “innovation” the same way my boss reacted to “breakthrough” – if you bring it up, they throw you out.

To avoid getting thrown out of offices, one of the first thing I do with my clients when we begin working to build innovation into an enduring capability within their companies, is re-establish what innovation is and is not.

Innovation IS something different that creates value.

When people hear the term “innovation,” they tend to think of new-to-the-world gadgets that fundamentally change how we live our lives.  Yes AND it’s many other things, too.  Let’s break down the definition:

  • “Something” includes products and technology, it also includes services, processes, revenue models, and loads of other things. Consider this, many would argue, quite convincingly, that the Toyota Production System was one of the biggest innovations of the 20th century
  • “Different” often surprises people. After all, even Merriam Webster defines innovation as “something new.” But here’s the thing, one of the most commonly cited innovations, the iPhone, wasn’t “new.”  Even Steve Jobs admitted it when he said, in his keynote speech, that Apple was introducing three products – a widescreen iPod with touch controls, a mobile phone, and an internet connected device.  The iPhone was, however, different because it combined those three devices into one.
  • “Creates value” is probably the most important part of the definition. All innovations solve problems.  Solving problems creates value.  If you solve a big problem, either because it’s a problem lots of people have or it’s a very painful problem a few people have or something in-between, you create a lot of value for others and for yourself.
Innovation IS NOT a one-size-fits-all term.

Think of it this way, both a Kia and a Maserati are cars, but you wouldn’t expect to pay Kia’s price tag and get a Maserati (and vice versa).  Similarly, both a convertible and a pick-up truck are automobiles, but you wouldn’t use your convertible to carry building equipment to a construction site.

With a definition as broad as the one above, it’s possible for “innovation’ to become even more meaningless as it gets applied to more things.  That’s why it’s important to identify different types of innovation.

There’s no universally accepted set of innovation types, which is why I recommend companies consider defining at least three types that reflect their business and forward-looking strategies.

One of the most common set of innovation categories is based on the degree of change required for implementation:

  • Core Innovation requires minimal or no change to the current business model (customers, offerings, revenue model, resources and processes). Also known as Continuous or Incremental Innovation, this is the unglamorous but deeply important work of constantly improving what you do and how you do it.
  • Adjacent Innovation changes a significant change to at least one element of your business model. It could be changing who you serve, like expanding from interventional cardiologists to general cardiologists, what you offer, like P&G’s expansion into “durable goods” when it launched Swiffer, or how you offer or deliver it.
  • Radical innovation is the stuff that gets all the press. These innovations fundamentally change the business, like IBM moving from computers to business services.  These innovations are high-risk and require a lot of time, money, and patience to see to fruition.  This type of innovation is also called “Breakthrough” but, for obvious reasons, I shy away from that term.

There are many things that need to be done to shift innovation from buzzword to business capability. Defining innovation AND at least three different types is only the first step in moving from innovation theory and theater to building innovation into a true capability that drives sustainable growth.

Or, as I would tell my old boss, “It’s the first step.  But it’s a breakthrough one.”

Originally published on December 30, 2019 on Forbes.com