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BrainWaves: April 2009 issue

By BrainReactions

BrainWaves: The Innovation and Idea Generation Emagazine

BrainWaves is a quarterly e-periodical for people who are interested in how organizations cultivate individual and group creativity. Each issue of BrainWaves features information and perspectives about individual and group ideation; how businesses and not-for-profits actuate the best ideas; and reports on remarkable innovations that promise novel solutions to intractable problems. Brainwaves is produced and edited by BrainReactions, producer of “outside insight” — ideas for organizations conceived by outside professional brainstormers and from online brainstorms using BrainReactions.net. BrainReactions also provides innovation training to help companies and individuals generate more and better ideas. 


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In This Issue

Help others Hear and See your Innovative New Concepts

By BrainReactions

Contributed by Dr. Darin Eich

Cone of Learning

I like this “cone of learning” visual. I understand and remember it more because it is something I see instead of just read. It is visual. This has relevance for innovators when they are trying to advance their creations by communicating them to others. When we are communicating our concepts people will “get”, retain, and learn more if you don’t just let them read or hear, but also see… or better yet hear and see. How can you tell and story and show people your innovations?

We are hosting a webinar series where we will teach people brainstorming and concept development through guiding them practically along the stages of the BrainReactions system. We will help people hear, see, and do. Most of us are communicating our creations on the web. Instead of just text why not try letting others hear and see? It is easier now to create your own videos that can do just this. Even a short rapidly created video will increase the potency of your communication over written words. Instead of a paragraph of text about the webinar series I will use one of the communication innovation tools and let you hear and see so that at the webinar you can do to learn and create more! Take a look at what even amateur video producers can create with basic software:

How you can take advantage of the recession by starting a business

By BrainReactions

Contributed by Anand Chhatpar, CEO of BrainReactions LLC http://www.brainreactions.com

I have been an entrepreneur as long as I can remember. I started my first company, Pyxoft Infotech Pvt Ltd. at age 17 in India. I went to college at the University of Wisconsin-Madison and in my second year in the US, was involved in my second start-up, OZ Innovations and we went on to sell the product internationally in a retail chain of over 72 stores. I was also fortunate to have been named as one of the “Top 5 Entrepreneurs Under 25″ by BusinessWeek and also featured on CNBC TV’s “Young Turks.” Now is as good a time as any I have seen to become an entrepreneur.

This is a great time in life for you to start a new business, especially if you do not have the responsibilities of a family or the pressures of a house mortgage payment. Starting a new business has become much cheaper today because office rent, cost of advertising and cost of employees has gone down. You probably also have a group of friends who would like to work with you and all of you can pool your startup money together. Some of you have ideas, but are hesitant to act due to the fear of making mistakes. Let me assure you that everyone makes mistakes when starting a new business. What is needed to succeed is the will to recognize your mistakes and to fix them quickly. As I learned from my mentors during my internship, “Fail fast to succeed sooner!”

Some of you may not yet have thought about any ideas for a business you can start. My company, BrainReactions http://brainreactions.com, is in the business of identifying new opportunities for entrepreneurs and companies by generating creative new ideas. We not only generate ideas professionally for clients, but we also teach people methods of being more innovative systematically so they can create useful new ideas for their unique situation. Perhaps we can share some business ideas with you here. Although the general sentiment today is quite negative, this is in fact, a great time to use the recession to your advantage.

Not all businesses are suffering in the recession. According to Barry Moltz’s recent survey, about a fifth of all businesses are such that they actually do better in a recession. Such businesses, called “countercyclical businesses”, present great startup opportunities right now. Businesses that help people save money generally tend to be in this category. For example, in a recession, people prefer to buy more groceries or eat cheaper food than eat at a fine dining restaurant. Insurance agents that can save people money on their car insurance premiums also do well in a recession. Funnily enough, in India, astrologers tend to have an increase in clients during a recession. Could you, perhaps, create a new product or service that helps people save money or reduce wastage in their homes and offices?

For new entrepreneurs, it is easier to set up service-based businesses that have a low startup cost. Businesses like web design, tutoring, delivery, event planning service, and a travel booking service are some examples.

Since you are reading this article on a computer, I would assume that you enjoy the Internet and are open to ideas for online entrepreneurship. Sites like eLance.com and odesk.com provide opportunities for freelance writing, graphic or web design, programming, and even simple tasks like data entry and virtual assistance. Similarly, Amazon’s Mechanical Turk at mturk.com pays people for completing simple tasks online as well. If you are good at photography, you can upload good quality photos to iStockPhoto.com and get paid royalties. Metacafe pays users to upload videos that are popular. Sites like ReviewMe.com and PayPerPost.com pay you to write reviews of websites on your free blog. Speaking of blogs, Squidoo.com and eHow.com pay a revenue share to people who contribute articles to their site. SpringWise.com has a database of unique business ideas from around the world that you could spend hours reviewing. The web is a huge resource of business ideas and for reaching out to other entrepreneurs who are available for providing guidance and help for your new business.

To get more new business ideas, I would recommend traveling to a new place that you have not been before, perhaps to a different country if you can. Experiencing a new place and culture can give you tremendous amount of fresh inspiration for new ideas. Also, check out the book called “Successfully launching new ventures” by Dr. Bruce Barringer which features BrainReactions as a success case study in its second chapter. Furthermore, you can double your chances of success by learning the fundamentals of systematic innovation through a four-week online course we deliver via webinars at http://www.innovationtraining.org or get recordings of the training sessions. You can walk through activity by activity the steps to create a solid business concept or new product idea.

I hope that after reading this article you will rethink your career and normal daily job-hunting and actually use some of the ideas and resources that I have shared in order to create your own successful business and create new jobs for our country and our world.

——–
About the Author: Anand is the CEO of BrainReactions LLC, a company that helps companies and entrepreneurs with innovation. Anand has a degree from the University of Wisconsin-Madison in Computer Engineering. He holds 8 issued U.S. utility patents.

BrainWaves: October 2008 issue

By BrainReactions

BrainWaves: The Innovation and Idea Generation Emagazine

BrainWaves is a quarterly e-periodical for people who are interested in how organizations cultivate individual and group creativity. Each issue of BrainWaves features information and perspectives about individual and group ideation; how businesses and not-for-profits actuate the best ideas; and reports on remarkable innovations that promise novel solutions to intractable problems. Brainwaves is produced and edited by BrainReactions, producer of “outside insight” — ideas for organizations conceived by outside professional brainstormers and from online brainstorms using BrainReactions.net. BrainReactions also provides innovation training to help companies and individuals generate more and better ideas. 


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In This Issue

Announcement:

BrainReactions’ most popular webinar, Fundamentals of Idea Generation for Innovation, which has been attended by over 100 companies already, is now available to watch as a video so you can watch and learn from the webinar video at your own convenience. To download this webinar and the related materials, please visit http://training.brainreactions.com

How to innovate and brainstorm a better idea to change the world for a share of $10 Million from Project 10^100

By BrainReactions

Contributed by Darin Eich, Ph. D.

Google has committed $10 million to fund ideas from individuals that can improve our world. This article will help you to use best practices for idea generating and innovation so that you may submit a better and more well developed idea to increase your chances for a share of the $10 million and better improve the world. We will pull out key parts of the Google application for topics you can generate ideas around and criteria to use to select and develop your ideas. We will also share with you what we have learned from experience not only crowdsourcing ideas but developing a simple idea generating for innovation process you can use to develop and communicate your big idea in a more meaningful way. We have developed and used this process with similar projects that were geared at improving our world, be it eradicating extreme global poverty with the UN, fundraising for the United Way, helping children’s shelters in developing nations, or bettering our environment. These projects all started with a problem, led to questions, continued with ideas, and led to selection and development of the best ideas…just like you can do with the Google Project 10^100.

In a Google news release they described this project in these terms: “Google is announcing as part of its tenth birthday celebration Project 10^100 (pronounced Project 10 to the 100th), a call for ideas to change the world by helping as many people as possible. For this challenge we are asking our users to send us exciting ideas for ways to improve people’s lives and have committed $10 million to turn up to five of the best ideas into reality. These ideas can be big or small, technology-driven or brilliantly simple – but they need to have impact. We will identify the 100 best ideas and then ask our users to vote on which ideas we should fund. Their votes select the 20 finalists, and then a panel of judges will choose up to five ideas for final funding.” For more information, visit: http://www.project10tothe100.com

If you want to submit an innovative idea for this project where do you start? First, practice innovation best practices. You will have to go about this purposefully with a process or system you use to develop a fine concept. This means generate multiple ideas and then synthesize relevant multiple ideas logically together in the form of a well-developed concept. It is important to capture and store all of these ideas in one place. Also, great innovations are not solitary work. They are the result of collaborations. Involve others to help you generate ideas, develop the concept, validate the concept, and communicate the concept so that is meaningful and memorable. In a free brainreactions.net private brainstorming room you can pose your question, provide background, visuals in the form of a photo or video, and generate ideas. With the free room you can include up to five brainstormers and these brainstormers can not only generate ideas but also vote, select, and sort the best ideas to move forward and develop.

So, how do we come up with a large number of ideas so you can develop a strong concept? First of all, we do it deliberately and purposefully. If you expect a bunch of brilliant ideas to come to you by chance, you are not going to get very far. You have to set out to come up with these ideas; schedule time to do it; plan to do it. Schedule a brainstorm or innovation session time, invite your collaborators, and execute.

An important start to an idea generating for innovation project is to pose important questions that are grounded in a problem or opportunity for innovation. Google’s Project 10^100 offers seven suggested categories and questions:

1. Community: How can we help connect people, build communities and protect unique cultures?
2. Opportunity: How can we help people better provide for themselves and their families?
3. Energy: How can we help move the world toward safe, clean, inexpensive energy?
4. Environment: How can we help promote a cleaner and more sustainable global ecosystem?
5. Health: How can we help individuals lead longer, healthier lives?
6 Education: How can we help more people get more access to better education?
7. Shelter: How can we help ensure that everyone has a safe place to live?

Start by selecting a category that you are passionate about, value, and have knowledge or experience in. Brainstorm many specific problems or opportunities within that category. For instance, on a similar project we picked the “environment” category and then brainstormed solutions to the plastic bag problem as something to dig deeper into with ideas. You can view an example of this plastic bag brainstorm at: http://www.brainreactions.net/brainstorms/1815

This process example that you can see includes a question stimulated from a problem, hundreds generated ideas, collaborated ideas from multiple people, selection and voting of good ideas, and sorting most popular ideas. This simple process is valuable for creating better and more innovative ideas.

When generating ideas it is good to create with criteria in mind. This will help you to create ideas that have a better chance of success because they are grounded in the criteria that have been established. Project 10^100 has suggested five criteria:

1. Reach: How many people would this idea affect?
2. Depth: How deeply are people impacted? How urgent is the need?
3. Attainability: Can this idea be implemented within a year or two?
4. Efficiency: How simple and cost-effective is your idea?
5. Longevity: How long will the idea’s impact last?

You can select your top ideas from the brainstorm (by hitting the “good idea” button” on brainreactions.net) based on not only your passion for that idea but by how well it fits with the criteria. If it has reach, depth, attainability, efficiency, and longevity then it is a tremendous idea! The criteria will also help you to compare ideas to determine which to develop further.

You also need to do more than just develop a great concept. What is often times missing in success is being able to communicate your concept so that it is understandable, valuable and memorable. The Project 10^100 application is simple. They do though ask you to provide more about your idea or concept on key questions. Many of these questions are deserving of their own brainstorm to converge on the best ideas or answers. These questions from this Google Project are:

What one sentence best describes your idea?
Describe your idea in more depth.
What problem or issue does your idea address?
If your idea were to become a reality, who would benefit the most and how?
What are the initial steps required to get this idea off the ground?
Describe the optimal outcome should your idea be selected and successfully implemented. How would you measure it?

You can also create a short video to explain your big idea. The more visual the better to help others’ minds connect with and understand your concept. Use metaphors, evidence, stories, and examples. You can also use the brainstorming process to create a video, generating ideas for both top-level video themes and the supporting details to reinforce the theme.

So why is it so important to have a process that yields a lot of ideas instead of just one that you get by chance? Generating many ideas is a process-oriented feature of very successful innovation systems in lots of successful organizations. When they develop new products they get many, many ideas in the pipeline. From there, they qualify the ideas and whittle them down into a handful of concepts. After that, they test the concepts while developing them more and may only end up with 1 new product from 100 product ideas. This is how ideation for innovation works. More importantly, when you come up with a large number of ideas it is easier to do good analysis. You can identify some themes that a lot of the ideas shared. Some ideas will lead to new and different ideas. You will learn a lot from looking at all of the ideas from above. You will see the forest from the trees. An innovation process is necessary to develop a better big idea.

Why not carry the Google idea competition inspiration forward? With brainreactions.net you can also run your own version of the competition. Why not do the same thing at a smaller scale and provide funding for ideas to help your organization or your local community? With crowdsourcing the connections can now be made between individuals and organizations. The technology and time is ripe to open up idea submissions and competitions from normal people with great ideas.

About the Author: Darin Eich, Ph.D. helps organizations to develop and facilitate idea generating & front end of innovation systems and programs. He also speaks and trains individuals in innovation, brainstorming, creativity, and leadership. You can email Darin at darin.eich@brainreactions.com.

The Labyrinth: An ancient and emerging tool for idea development

By BrainReactions

Contributed by Katja Marquart

Harnessing creativity, innovation, and problem-solving techniques in a fast-paced environment is a highly valued skill in today’s world. Although each of us possesses the ability to be creative and innovative, we each access these skills differently. Factors such as the environment in which we work, the amount of time available, and our personal state of being, greatly affect our overall productivity and problem-solving process. Often, we rely upon tools and various practices to facilitate this process. Around the world, many people are turning to labyrinths as a unique tool for enhancing creativity and problem-solving processes.

Labyrinth

Labyrinths are often confused with mazes. Without a visual reference, this confusion is understood, as the terms maze and labyrinth are often used interchangeably. However, following a maze involves navigating through a series of paths, dead-ends, and multiple turns eventually leading to a goal that solves the maze. Contrary to this, labyrinths consist of one very clear path winding around a central area. This same path is then followed back out from the center to complete the labyrinth journey. Many people who experience labyrinths find that navigating this single path creates a right-brain experience that differs from the left-brain, decision based experience of solving a maze. There is nothing to solve in following a labyrinth, you simply experience the journey.

Labyrinths have a long and rich history. As ancient patterns, labyrinths have evolved into modern tools with numerous uses. They have been found in cultures around the world and throughout time, with earliest documentation found in the Minoan culture, second or third millennium BC. In most contemporary applications labyrinths are created as walking paths or finger-tracing patterns. The labyrinth pattern defines a unique space, offering individuals a focused place for personal reflection and centering, as they physically experience walking or tracing the labyrinth’s winding path.

As creative problem-solving tools labyrinths may be used in a variety of ways. Many people find the experience of walking or tracing a labyrinth to be quite relaxing, allowing them to feel centered. This inner-calm encourages a flow of ideas emerging from subconscious levels of thought. The steady winding of the labyrinth’s path also reflects the divergent and convergent nature of thoughts during creative problem solving. Following the labyrinth’s path, draws one tantalizingly close to the center, when suddenly making a turn guides you towards the outer edges of the labyrinth and far away from the center. As this journey unfolds, the path maintains this rhythm until the center is finally reached.

“Relating labyrinths to creativity is not new”, notes Janice Francisco, a facilitator in the field of Creativity and Change Leadership. Francisco states that labyrinths have often been fixtures at international creativity conferences. However, she became interested in how and why labyrinths were related to creativity when she observed that, “a specific link between labyrinths and creativity was never explained at these conferences.” This observation launched Francisco into a deeper examination of labyrinths related to creativity, resulting in authoring the useful text, “A Creative Walker’s Guide to the Labyrinth”.

Francisco also opts to use finger labyrinths over larger labyrinths made for walking, a decision based upon the nature of her work. Francisco often has limited time in which to facilitate a productive session. Finger labyrinths pique curiosity and provide a tool for her clients to use as a grounding exercise and to facilitate certain types of the creative problem solving process. Specifically, Francisco finds that labyrinths are best used to help clients incubate ideas, or generate questions or information in response to a question that she may pose. She describes her use of the labyrinth as, “a vehicle by which we get to an outcome.”

Using small-scale labyrinths isn’t the only way to achieve effective results when working with corporate groups. Tricia Pierce, another labyrinth facilitator, believes the physical experience of walking a labyrinth with the entire body enhances the creative process in a different way than with finger labyrinths. Pierce often works with an artist who creates the labyrinth pattern on-site before the facilitation process begins. She believes using site-constructed labyrinths provides an experience that is more authentic, connecting the walker’s feet directly with the floor or earth.

Pierce describes her facilitated walks as very, “process driven”, where she “creates opportunities for awareness and presents task-driven challenges evolving into a defined plan by the end of the walk.” Pierce also integrates team process theories, team building exercises, and community building activities with her sessions. Pierce has also developed a game utilizing the labyrinth as a means of brainstorming. Her goal with this game is aimed at getting participants to experience and see things differently so they might approach their problem-solving task from a different perspective. Utilizing the labyrinth as a game produces successful group results, and the game has since been adopted by other labyrinth facilitators for use with brainstorming.

Labyrinths exist in a variety of shapes and sizes, some of which are thought to be more conducive for specific types of brainstorming, problem-solving, and creative ideation. Perhaps one of the most significant design elements affecting all three of these processes is the overall length of the labyrinth itself, which directly impacts the amount of time it takes to complete the journey. Labyrinth patterns (and their resulting size) are frequently differentiated by the number of “circuits”, meaning the number of paths counted from one edge to the center (or center to one edge). An eleven-circuit labyrinth takes more time to complete than a seven-circuit labyrinth. One of the most popular labyrinths in use today is an eleven-circuit design called the Chartres Labyrinth. This labyrinth was originally installed in the floor of Chartres Cathedral, France, around 1200 AD. This path offers a longer journey that some facilitators prefer to use when leading groups through problem-solving exercises.

On the other hand, the shorter experience offered with a variety of different seven-circuit labyrinth patterns is preferred by others. Francisco uses the seven-circuit Santa Rosa Labyrinth, designed by Lea Goode-Harris. Using this pattern has helped Francisco introduce the labyrinth as a tool for brainstorming and problem-solving, without discussing the full history of labyrinths, because she is able to focus more on the labyrinth as “a vehicle by which the group achieves an outcome.”

About the Author:
Katja Marquart is the Publications Chair for The Labyrinth Society, and works as an Assistant Professor of Interior Architecture at the University of Wisconsin – Stevens Point, with a research emphasis on labyrinths and their applications in the built environment.

BrainWaves: July 2008 issue

By BrainReactions

BrainWaves: The Innovation and Idea Generation Emagazine

BrainWaves is a quarterly e-periodical for people who are interested in how organizations cultivate individual and group creativity. Each issue of BrainWaves features information and perspectives about individual and group ideation; how businesses and not-for-profits actuate the best ideas; and reports on remarkable innovations that promise novel solutions to intractable problems. Brainwaves is produced and edited by BrainReactions, producer of “outside insight” — ideas for organizations conceived by outside professional brainstormers and from online brainstorms using BrainReactions.net. BrainReactions also provides innovation training to help companies and individuals generate more and better ideas. 


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In This Issue

Owl Analysis: A Metaphor for a first round of analyzing ideas for innovation

By BrainReactions

Contributed by Darin Eich, Ph. D., Chief Operating Officer, BrainReactions LLC

Owl Analysis

The increasing emphasis on the need to innovate is leading organizations and individuals to collect more ideas to start down the innovation pipeline. The increase of brainstorming sessions, idea submissions, and contests to fuel ideas for innovation are leaving individuals with significant lists of ideas. Many ask us where to start and what to do next with their idea lists. This calls for a story and a metaphor.

When I was in elementary school my class took a trip to small state park in Minnesota, Forestville. When one goes to Forestville it is natural to go into a forest, so that is what this group of 30 youngsters did. I remember the park ranger telling the kids that he would give a quarter to the first one that could find a grey ball in the forest. This was unusual to us, we had never heard of such a thing. But, we were up for the challenge and a quarter was a quarter and they had hard stick candy for only 10 cents at the old Forestville country store. As luck would have it I was the first to find this grey ball. I gave it to the ranger and he gave me the quarter. He then told us something amazing. He held up the grey ball in the woods and told us that it was once a mouse. I quickly looked at my hand and was grossed out. He then said that an owl will catch a mouse and eat the whole thing. The owl will digest all of the parts of the mouse that it needs and spit out what it doesn’t need in this grey ball of fur and bones called an owl pellet. Fascinating.

I traveled to San Diego in September for a conference for innovation professionals from a wide variety of corporations. One thing that was interesting to me was that these professionals and their organizations had large amounts of ideas, could get many ideas, but what was needed was a way to quickly screen these ideas. During my presentation I told the story of the owl and I suggest doing what the owl does to the mouse. Why not quickly take all of the ideas in, and then quickly only keep and devote energy to digesting those ideas that you need, are beneficial to you, and belong in you. These are the ideas that match your criteria and are for the reason why you gathered ideas in the first place. Everything else can be spat back out in a grey ball of fur and bones.

In my world of idea generating more is better. More ideas are better than less ideas. The nice thing about ideas is that they are short and can be quickly read and judged. I regularly review, analyze, and synthesize lists of over 700 ideas and make quick decisions on them. The first stage is an important one, your quick review and selection of ideas. Many ideas just get read over because they already exist, are way too far out, or are not aligned with what the organization is about. But there are a fair amount of ideas that get digested and developed from this long list. This is valuable. The key is to not get intimidated by so many ideas and to be process focused. Process focused means understanding that generating a lot of ideas is key to discovering something new or creating something innovative. So, consolidate all those ideas and start spitting out some grey balls. It is also quite good to have at least a couple of owls analyzing ideas. What you digest may be different than what someone else digests, and you may be spitting out something that is healthy.

When we work on our idea generation projects we have at least 2 formal owl analysts who digest everything and spit accordingly back into the idea list or bank them for future consideration. So, also important is to store all of the waste, those ideas that didn’t make the cut. You never know when they could come in handy later. So, begin the work of an owl with digesting your idea list!

Fur ball

Training Webinar for Innovation Through Ideation

By BrainReactions

Innovation Webinar

As readers of BrainWaves, you are invited to attend our exclusive “Innovation through Ideation” online webinar on Thursday, July 24th, from the convenience of your own computer. Details and registration for the event are available on our training website at:

http://training.brainreactions.com

In business, you need to make decisions, find solutions, and think up new ideas every day. Do you leave idea generation up to chance or luck, or do you use systems and tools to help you generate ideas?

BrainReactions has worked with the most innovative companies in the world. We are familiar with their methods of innovation, but we have also developed our own toolset that increases brainstormer productivity by 200-300%!

Transform your company with great ideas!

Attend the Innovation through Ideation webinar online on Thursday, July 24th and you will have the tools to transform the way you work. Register now at http://training.brainreactions.com

A View on Innovation by Bob Carter

By BrainReactions

Contributed by Bob Carter, Vertex Transformation Director and author of The Balanced Innovator

Innovation is so vogue in business language today that it is almost a fashion. Try to Google or Yahoo the word Innovation, and you will be amazed at the number of entries you will find. Everybody is talking about Innovation. Every company claims to be innovative, and to prove the point, there are more conferences on Innovation than the average ninja can shake a black belt at. So I asked myself a simple question: What the bleep is Innovation? Is it a verb or a noun? Is it an input or an output, or is it the process? Is Innovation imagination, inspiration, ideation, invention, creation, or improvisation? It certainly takes dedication and usually lots of perspiration! I believe that Innovation is the result of all of these things. We all know that Innovation is good, as long as it adds value in some way. It can be continuous (i.e., the progressive improvement of something) or discontinuous (i.e., the introduction of something new that takes away the need or desire for the thing it replaces). This can be a product or a service, and it can happen in every walk of life.

Most people would agree that Innovation is exciting and groundbreaking (hence, the more than 120 million Internet search results). There is no doubt that Innovation is one of the keys to growth, and everybody is rightly concerned about growth, especially revenue growth.

Balanced Innovation

The Venn diagram below shows how balanced Innovation works. Notice how the intellectual, organizational, and human factors are equally important. In other words, What we do, How we do it, and Why we do it are equally important. You will also see that the factors are all interconnected, suggesting that successful Innovation is dependent on balance.

Your intellectual strength shows that you have the capabilities to deliver the product or service that your customers need. It is about your core competencies. Your organizational strength shows that you have the ability to produce what your customers need. Your human strengths show that you understand the needs, that you empathize with your customers, and that you are focused on satisfying those needs. Your behaviors prove that you can be trusted and the way you communicate proves that you are in empathy.

Each factor validates the others. The human factors validate the intellectual and organizational, the intellectual factors validate the organizational and human, and the organizational factors validate the human and intellectual. So the What validates the How and Why, and vice versa. This What, How, Why Balance, is key to success and is used throughout The Balanced Innovator. In order to achieve success in anything we do, we must reach a minimum threshold in each of the intellectual, organizational, and human factors. If one of these factors is weak, the What, How, and Why are not balanced.

BALANCED INNOVATION
Balanced Innovation
Source: THE BALANCED INNOVATOR by Robert (Bob) Carter

Unfortunately, many organizations are focused more on one area at the expense of another, like those shown in figure below:

UNBALANCED INNOVATION

Unbalanced Innovation
Source: THE BALANCED INNOVATOR by Robert (Bob) Carter

Unbalanced Innovation occurs when Innovation is focused on one factor at the expense of the others. In example A, the Innovation is highly intellectual, focused on the technical aspects but not necessarily focused on customer needs and certainly not focused on telling the story to make the right emotional connection. Think of the Betamax videotape system. Betamax was regarded by many as technically superior to the VHS system but was a comparative commercial failure. Had the Betamax tape manufacturers adopted a more balanced approach and focused on the organizational and human factors of Innovation as well as the intellectual ones, there may have been an entirely different outcome. In example B, the story may be compelling but the solution may have little substance. This type of imbalance is usually seen in organizations that have outstanding marketing and business development professionals, but their focus is all about winning new business rather than on execution. Their success is usually short lived. Contrast this again with figure (Balanced Innovation), where all three factors are equally important. Companies that exhibit out-of-this-world performance have a balanced approach to Innovation.

The ideas behind balanced and unbalanced Innovation are equally applicable to strategies, business models, and organic growth. A good strategy is one that reflects the larger external market or macro environment as well as the micro needs of the specific market segment. A good business model is one that enables the strategy. Organizations that match their business models and strategies to the needs of the external environment are more likely to grow organically—that is, they increase revenue through the acquisition of new business. Organic growth is achieved by winning new business.

About the Contributor:
BobCarter
Robert (Bob) Carter

Author of The Balanced Innovator, Thought Leading Innovator, 6 Sigma Black Belt and Director of Transformation at Vertex, Manchester, United Kingdom and a good friend of BrainReactions.

This article is part of the April 2008 issue of BrainWaves E-magazine on Innovation and Ideation

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