The ability to see things that can't be seen
yet
and may never be
(20070617) answer to the question "What does creativity mean to you?"
Showing posts with label innovation. Show all posts
Showing posts with label innovation. Show all posts
Saturday
Friday
On the innovation process
20070530
(answer to the question "What are the essential elements of the innovation process?" - the creative and synthetizing part)
From experience (as a strategist as well as as an author), I know it takes at least two sets of qualities : at the concept / idea level, and at the communication level. I've always enjoyed the conceptual part, and I have a lot of fun writing. Being an author is a permanent state and writing just an action, but people judge you by your output.
Ideally, there should be a visual / mental "click" from your audience / readers, but it is not always easy to translate your great vision the most efficient way. Pedagogy / communicability is key : your vision should be simple to understand and explain. Some doors can remain open if needed (you cannot embrace every dimensions, solve all questions), but everyone should be able to see what's at stake, share a common ground with all others. Besides, there is certainly no such thing as a "one size fits all" process for innovation, nor a universal way of synthetizing.
Actually, each consulting firm has a method, some are relevant in certain contexts, counterproductive in others. For example, the BCG can be help you bulldoze small bumps on the road and have a big corporation embrace a clear strategy, but when it comes to innovation, you want to protect diversity and be careful not to destroy valuable germs. The devil is in the details but a great value lies in theses details too.
At the end of the day, it is all about making a vision of a piece of knowledge useful, more valuable than it is by itself.
On VCious questions for prospective entrepreneurs
20070519
(answer to the question "What kind of questions would venture capitalists ask to prospective entrepreneurs?")
In the "simple, to the point" range, I suggest : why ? what ? when ? and most important : who ? (who are you, who is following you, whom are you facing...) what if ?
(answer to the question "What kind of questions would venture capitalists ask to prospective entrepreneurs?")
In the "simple, to the point" range, I suggest : why ? what ? when ? and most important : who ? (who are you, who is following you, whom are you facing...) what if ?
On brain training
200705
(answer to the question "Is Brain Training fun, fad or a little of both?" and various softwares for soft brains)
To me it's like training in a gym, following a program while checking your heartbeat and the number of calories you're presumably burning... It can be fun and even make sense for people under reeducation, for medical purposes... but this isn't the real thing.
You want to err in open spaces, off the path, work things out with people instead of softwares and machines. Brain is one thing, intelligence another. Try to stimulate your intelligence instead of training your brain. And diversify your programs - reading a good book, listening to great music, that often beats your DS provided you open your mind beyond your eyes.
(answer to the question "Is Brain Training fun, fad or a little of both?" and various softwares for soft brains)
To me it's like training in a gym, following a program while checking your heartbeat and the number of calories you're presumably burning... It can be fun and even make sense for people under reeducation, for medical purposes... but this isn't the real thing.
You want to err in open spaces, off the path, work things out with people instead of softwares and machines. Brain is one thing, intelligence another. Try to stimulate your intelligence instead of training your brain. And diversify your programs - reading a good book, listening to great music, that often beats your DS provided you open your mind beyond your eyes.
On books on business knowledge
200705
(answer to a question on the "Pretence of Business Knowledge")
As an author, I don't believe in books. Some people are swallowing books like pills to enhance their performance. I've never heard of a great businessman / manager who learnt from the books.
Experience, sharing views, challenging one's own way of thinking and seeing things, opening up beyond one's business and environment... this is actual business knowledge.
(answer to a question on the "Pretence of Business Knowledge")
As an author, I don't believe in books. Some people are swallowing books like pills to enhance their performance. I've never heard of a great businessman / manager who learnt from the books.
Experience, sharing views, challenging one's own way of thinking and seeing things, opening up beyond one's business and environment... this is actual business knowledge.
On SWOT analysis
200705
(answer to a question on SWOT analysis templates)
I never used any template for a SWOT. I cannot open up my mind in closed walls. You must have a comprehensive view of your environment, but always a fresh one. You must always challenge it, leveraging on the expertise around you. Do not see your company and your environment as you see it but as your coopetitors would do. And don't see competitors as competitors ; see beyond your market to spot new coopetitors.
Rule number one : have fun. You know you cannot cover every dimension nor every angle so relax and embrace uncertainties. If you are looking for a competitive edge, think ahead.
20070606
(answer to another question on SWOT analysis in general)
SWOT is only a frame, and the value doesn't lie in the frame. Your kid's drawing may look terrific, you probably wouldn't get as much money from it as if you sold your Basquiat over eBay. Besides, SWOT should be open and dynamic, evolutive. It is a (big) picture, but you should be able to see the movement behind, get the notion of what's missing.
(answer to a question on SWOT analysis templates)
I never used any template for a SWOT. I cannot open up my mind in closed walls. You must have a comprehensive view of your environment, but always a fresh one. You must always challenge it, leveraging on the expertise around you. Do not see your company and your environment as you see it but as your coopetitors would do. And don't see competitors as competitors ; see beyond your market to spot new coopetitors.
Rule number one : have fun. You know you cannot cover every dimension nor every angle so relax and embrace uncertainties. If you are looking for a competitive edge, think ahead.
20070606
(answer to another question on SWOT analysis in general)
SWOT is only a frame, and the value doesn't lie in the frame. Your kid's drawing may look terrific, you probably wouldn't get as much money from it as if you sold your Basquiat over eBay. Besides, SWOT should be open and dynamic, evolutive. It is a (big) picture, but you should be able to see the movement behind, get the notion of what's missing.
Define: change
Change goes beyond trade (giving up something for something else). Change is about abandoning one's very nature, modifying it. You can change your shirt but there's no way back when YOU change. Change has a cost and an impact. It is both a sacrifice and an opportunity. You often grow stronger after a change but you often are weak during the change. Change is somehow more radical than evolution, quicker too.
200705
(answer to the question "CHANGE - What does it mean to you?")
200705
(answer to the question "CHANGE - What does it mean to you?")
On innovation and branding agencies
200704
(answer to the question "What are the most important qualities managers want in an innovation and branding agency?")
I prefer smaller structures for reactivity and true innovation - provided the casting and methology don't suck, of course. A big name will do if the aim of the game is just for the manager to have his own concept sold to his own hierarchy.
International reach helps for branding : you don't want to waste time on verifications, and you certainly don't want to end up like another case study (ie Alcatel means "killer" in Arabic, Sega "to masturbate" in Italian).
(answer to the question "What are the most important qualities managers want in an innovation and branding agency?")
I prefer smaller structures for reactivity and true innovation - provided the casting and methology don't suck, of course. A big name will do if the aim of the game is just for the manager to have his own concept sold to his own hierarchy.
International reach helps for branding : you don't want to waste time on verifications, and you certainly don't want to end up like another case study (ie Alcatel means "killer" in Arabic, Sega "to masturbate" in Italian).
On the success of reality shows
200705
(answer to the question "Why do you believe Reality Shows have grown in numbers regarding various subjects, along with the television viewers ?")
It is basically the same trend as on the internet : reality shows have this consumer generated content flavor and give the illusion something is really happening on the screen, something you could be involved in, something you could even be doing yourself. The illusion that at last TV is somehow about me, somehow as interactive as the internet.
The internet positioned TV as a monolithic media for the masses, TV answered with real life real time individuals. People get hooked to it for fear of missing an event, something happening, some naughty movement in front of these fake webcams. Of course everything is set, staged, programmed, scenarized, but it doesn't feel like broadcasting (or better : I'd dare say "downcasting") anymore. Rather like bottomupcasting / grassrootcasting. And it tastes like s..t.
(answer to the question "Why do you believe Reality Shows have grown in numbers regarding various subjects, along with the television viewers ?")
It is basically the same trend as on the internet : reality shows have this consumer generated content flavor and give the illusion something is really happening on the screen, something you could be involved in, something you could even be doing yourself. The illusion that at last TV is somehow about me, somehow as interactive as the internet.
The internet positioned TV as a monolithic media for the masses, TV answered with real life real time individuals. People get hooked to it for fear of missing an event, something happening, some naughty movement in front of these fake webcams. Of course everything is set, staged, programmed, scenarized, but it doesn't feel like broadcasting (or better : I'd dare say "downcasting") anymore. Rather like bottomupcasting / grassrootcasting. And it tastes like s..t.
Define: innovation
An innovation literally brings something new inside a given environment, which means innovation shouldn't be considered without taking into account its impacts on the said environment, the time factor, the very process of "bringing".
Innovation can be immaterial, like a new way of considering that environment, even using the same old tools (ie your eyes and brain). Sign' o the times : I noted that in today's vocabulary, "progress" turned somehow negative (a colateral damage of the end of the myth of eternal progress during last century) while "innovation" became the new fave. As a matter of fact, innovation is not necessarily positive - the "novation" doesn't necessarily mean "one step forward" like in "progress". Who knows when this beautiful world will fall out of fashion...
200704
(answer to the question "how would you define innovation ?")
Innovation can be immaterial, like a new way of considering that environment, even using the same old tools (ie your eyes and brain). Sign' o the times : I noted that in today's vocabulary, "progress" turned somehow negative (a colateral damage of the end of the myth of eternal progress during last century) while "innovation" became the new fave. As a matter of fact, innovation is not necessarily positive - the "novation" doesn't necessarily mean "one step forward" like in "progress". Who knows when this beautiful world will fall out of fashion...
200704
(answer to the question "how would you define innovation ?")
On the impacts of new technologies
200704
(answer to the question "With all this great technology - computers, email, cellphones, IM, YouTube, MySpace, wireless Internet, etc. - where is it taking us? How is it impacting society?")
(answer to the question "With all this great technology - computers, email, cellphones, IM, YouTube, MySpace, wireless Internet, etc. - where is it taking us? How is it impacting society?")
This question has been answered by countless books and essays. As I feel it, the very texture of society has changed (society as a whole as well as society as a puzzle of societies) and identity crisis is not over yet. The tissue can look much more elaborate, yet it can easily be torn. Societies either lock out to protect themselves, or collapse - the fittest survive, their frontiers blurred and everchanging. No wonder identity became a more complex concept and challenge for individuals as well as for societies...
The technology boom you mentioned is neither good nor bad in itself. It changed our perception of time and space, it changed the way we interact with our environment and with each other It contributes to diversity (ie revival of languages) and speeds up evolutions, but also facilitates globalization and uniformization. It contributes to knowledge, but also threatens intelligence. The sexier virtual worlds become, the duller real ones appear and the more people try to escape. ... and so on....
All this is at least disruptive and upsetting for any society. Gaps and divides are formed and not everybody will adapt, not everybody will follow the same path nor the same pace. More than ever, education is key. Beyond the learning of the tools you mentioned, of course.
About great technos and great business models
200703
(answer to the question "Does a great business model foster great technology, or does a great technology foster great business models ?")
I've survived a couple of start-ups in the innovation field and I know two things : great technology can be a curse, and failing to deliver a death warrant. If I get your question right, you have both techno geniuses and marketing whizz kids, and you are wondering what a brainy manager would do to get the most value out of this explosive combo.
First : lock patents, don't waste your gems and don't let them go. They shouldn't feel like they are locked in a monolithic joint playing a "us vs them" game. You foster innovative approaches in general and as a general you must take decisions. If time to market is key, keep a playing ground for research - give your techies time to work on pet projects in exchange for the delivery of the dreadful quick-and-dirty gizmo your salesforce requires. Market the smart upgrades while selling the monster. It may work even if you are not Microsoft.
Actually, that's the essence of Google part II (growing into a powerhouse beyond the initial innovation) : the new bricks added to the edifice are either smart tools fresh from the lab or quick and dirty me-too products launched basically to fill the blanks, the time for competitive upgrades to be completed. You may not be able to stretch your staff that far, but at least mentioning Google could help stretch the smile on your investors' face for a while.
(answer to the question "Does a great business model foster great technology, or does a great technology foster great business models ?")
I've survived a couple of start-ups in the innovation field and I know two things : great technology can be a curse, and failing to deliver a death warrant. If I get your question right, you have both techno geniuses and marketing whizz kids, and you are wondering what a brainy manager would do to get the most value out of this explosive combo.
First : lock patents, don't waste your gems and don't let them go. They shouldn't feel like they are locked in a monolithic joint playing a "us vs them" game. You foster innovative approaches in general and as a general you must take decisions. If time to market is key, keep a playing ground for research - give your techies time to work on pet projects in exchange for the delivery of the dreadful quick-and-dirty gizmo your salesforce requires. Market the smart upgrades while selling the monster. It may work even if you are not Microsoft.
Actually, that's the essence of Google part II (growing into a powerhouse beyond the initial innovation) : the new bricks added to the edifice are either smart tools fresh from the lab or quick and dirty me-too products launched basically to fill the blanks, the time for competitive upgrades to be completed. You may not be able to stretch your staff that far, but at least mentioning Google could help stretch the smile on your investors' face for a while.
Define: intellectual capital
I would define it as the maximum potential of intangible assets for a given company. Putting a value on a patent is one thing, putting a value on a member of your staff another, not to mention the countless combinations of internal and external networking.
FC Nantes' former soccer coach, Raynald Denoueix, used to say a player costs a lot, another player costs a lot, and what goes between them is unvaluable. One could try building a scoring tool taking into account all variables including the networking abilities but I wouldn't pay much attention to a monodimensional score. To me, it is like IQ : it may look convenient but you can neither sum up nor shrink intelligence into one dimension.
Yet, you are into strategy and development consulting, your clients expect some nice and efficient tools. I would try a spiderweb shaped matrix (ie 5-notch-axis).”
200703
(answer to the question "How would you define & meassure the "Intellectual Capital" of a company?")
FC Nantes' former soccer coach, Raynald Denoueix, used to say a player costs a lot, another player costs a lot, and what goes between them is unvaluable. One could try building a scoring tool taking into account all variables including the networking abilities but I wouldn't pay much attention to a monodimensional score. To me, it is like IQ : it may look convenient but you can neither sum up nor shrink intelligence into one dimension.
Yet, you are into strategy and development consulting, your clients expect some nice and efficient tools. I would try a spiderweb shaped matrix (ie 5-notch-axis).”
200703
(answer to the question "How would you define & meassure the "Intellectual Capital" of a company?")
Define: intelligence vs information
=> Intelligence is the capacity to apprehend (ie your environment, other people, situations...), understand and give sense beyond what you see, feel, touch, smell, or hear.
Many people consider the ability to memorize a lot of information as a sign of intelligence - the most clever people I know make complex things look simple - simplicity is not always stupidity but often the key to intelligibility, apprehensibility.
My job used to be providing intelligence for decision makers and convincing them to see beyond the information they asked for. I would industrialize information as much as I could, always keeping in mind the necessity to often change the formats and adapt to a disruptive environment. Managers who stick to a few indicators tend to miss major changes in the market. Pedagogy was also useful to promote human networking within the organization. Intelligence was considered as information gathering in an hostile environment, strategic intelligence became a way of peacefully moving a few steps ahead of competition.
The public is so much overwhelmed by information it cannot see intelligence when it comes across it. Internet is a kingdom of information / disinformation where the public can easily be fooled. There is a realization of that and the emergence of a need for genuine intelligence. Unfortunately, prevails the one who advertizes the best, not necessarily the most relevant.
200703
(answer to the question "intelligence vs information")
- NB : intelligence is not something absolute. you can be very intelligent in certain situations and dumb in others. There is no such thing as one kind of intelligence and IQ is an heresy : you cannot sum it up in one dimension.
- NB : the format of the information is very important. Information can be perceived differently by the emitter, the receiver or a third party, it can be altered during the transfer and edited anytime. For instance, this chair is blue but the color blind person will get another information, I say something, you hear something else.
Many people consider the ability to memorize a lot of information as a sign of intelligence - the most clever people I know make complex things look simple - simplicity is not always stupidity but often the key to intelligibility, apprehensibility.
My job used to be providing intelligence for decision makers and convincing them to see beyond the information they asked for. I would industrialize information as much as I could, always keeping in mind the necessity to often change the formats and adapt to a disruptive environment. Managers who stick to a few indicators tend to miss major changes in the market. Pedagogy was also useful to promote human networking within the organization. Intelligence was considered as information gathering in an hostile environment, strategic intelligence became a way of peacefully moving a few steps ahead of competition.
The public is so much overwhelmed by information it cannot see intelligence when it comes across it. Internet is a kingdom of information / disinformation where the public can easily be fooled. There is a realization of that and the emergence of a need for genuine intelligence. Unfortunately, prevails the one who advertizes the best, not necessarily the most relevant.
200703
(answer to the question "intelligence vs information")
Crowdsourcing - innovation accelerator or fad ?
Crowdsourcing is smarter than it appears and must be handled with intelligence. To me, its pros and cons can easily be visualized : think about a coffee break with scores of people in the same room. Some are from your company, friends or relatives, some just joined from the street below. Their only thing in common is to be interested in the conversation taking place. You will get interesting points of views from experts and ignorants, insiders and outsiders, inconvenient truths and convenient hoaxes... a 3D / 360 vision of the topic. Often uncensored (praise informal gatherings and Coffee Break Allmighty). You can be overwhelmed by it quite easily.
Tools will help you sort the mess, but don't rely totally on them either. Beyond your own judgement, trust that of people and experts you trust. Don't rely fully on crowdsourcing, too. That said, crowdsourcing has already become a very valuable strategic intelligence technique, as well as a wonderful marketing tool (to sell all kinds of things, buzz and disinformation included).
200703
(answer to the question "Crowdsourcing: a massive global innovation accelerator or another hype that will fade away?")
Tools will help you sort the mess, but don't rely totally on them either. Beyond your own judgement, trust that of people and experts you trust. Don't rely fully on crowdsourcing, too. That said, crowdsourcing has already become a very valuable strategic intelligence technique, as well as a wonderful marketing tool (to sell all kinds of things, buzz and disinformation included).
200703
(answer to the question "Crowdsourcing: a massive global innovation accelerator or another hype that will fade away?")
Gadgets - a man thing ?
200603
(answer to the question "gadgets - is it a man thing ?")
Gadgets don't think. They may be smart but have no emotions. To me, they are a mirror reflecting the power the owner feels / wants to feel on "his / her" environment.
I guess the key is the owner has total control in his relationship with the gadget. It actually becomes "his / her" gadget once "he / she" fully masters, full throttle. People who love gadgets may have either a big surplus or a big deficit in their relationship with fellow humans. They may need a gadget as a certificate. I don't know...
How would I know ? I'm not much into gadgets, but I'm not much of a social animal either... I'm afraid I may be too much in love with my wife, doctor.
(answer to the question "gadgets - is it a man thing ?")
Gadgets don't think. They may be smart but have no emotions. To me, they are a mirror reflecting the power the owner feels / wants to feel on "his / her" environment.
I guess the key is the owner has total control in his relationship with the gadget. It actually becomes "his / her" gadget once "he / she" fully masters, full throttle. People who love gadgets may have either a big surplus or a big deficit in their relationship with fellow humans. They may need a gadget as a certificate. I don't know...
How would I know ? I'm not much into gadgets, but I'm not much of a social animal either... I'm afraid I may be too much in love with my wife, doctor.
Define: disruptive innovation
A disruptive innovation brings an evident solution to a key unsolved question. And a truly disruptive innovation does the same for a key unsolved question that had never been asked before.
Simplicity often comes with a paradigm shift, a total reformulation of the initial question, a complete change of plane ; you have to think out of the box, where old problems offer new solutions, where old constraints open new horizons...
A disruptive innovation changes the very way we consider our environment.
20070612
(answer to the question "What does disruptive innovation mean to you?")
Simplicity often comes with a paradigm shift, a total reformulation of the initial question, a complete change of plane ; you have to think out of the box, where old problems offer new solutions, where old constraints open new horizons...
A disruptive innovation changes the very way we consider our environment.
20070612
(answer to the question "What does disruptive innovation mean to you?")
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