creativitiy + the innovator's toolkit
TRANSCRIPT
Paulina Larocca
The Innovator’s ToolkitCREATIVITY
Welcome to Creativity+ The Innovator’s Toolkit. Creativity is the catalyst for innovation. But it is also poorly understood and, all too often, relegated to just the
ideation phase in the innovation process. In this toolkit you will awaken the power of your creativity at every stage of the innovation process. By following the simple yet
profound precepts in this toolkit, you will find it’s not only easy to think differently but more natural too. Because whether you want to change the world or just improve it, you
need to embrace creative behaviours and innovative thinking. This toolkit offers you all of this and more. It gives you the mindset, toolset and skillset to inspire and create change.
Because the change in the world starts with you. Let’s get started.
PREFACE
CREATIVITY IS THE CATALYST TO INNOVATIONLook around you. Almost all of us are wishing we could be more creative.
Do you have great ideas and a passion for creating change, but don’t know where to start? What you need is a process and methodology to convert your creative energy into currency
– e.g., innovation.
Creativity+ is more than a toolkit to help you achieve your aims. It is a philosophy that teaches you how to infuse creative thinking in all aspects of your life, supported by practical tools to bring your ideas to fruition. Creativity+ is about abundance, where we teach you
how to dream and show you how to make those dreams come to life.
WHATCreativity+ is a method to create and develop ideas with a suite of tools to help you bring them to life.
WHOYou’re passionate about ideas but aren’t always sure where to begin.
WHYWe live in a fluid world of change, hyper-innovation and uncertainty. But with change comes opportunities. Adaptive individuals can flourish under these ambiguous conditions by learning how to explore a range of questions, instead of fixing on a “right” answer. Creativity+ is your guide. Keep it nearby, ready to flip open when ideas strike.
CREATIVITY The Innovator’s Toolkit
HOW TO USE THIS GUIDEThe Toolkit is divided into four phases to help shape and nourish your ideas as you
transform them into innovations: Vision, Discovery, Ideation and Momentum. While we have laid them out in a way that mirrors the creative process, this is an iterative process. Sometimes we have to step back to leap forward. The flip board design enables you to see
the whole process at one glance so that you can move through it freely. The phases are colour-coded to make it easy to navigate.
VISIONING DISCOVERY IDEATION MOMENTUM
VISIONINGVisioning is all about believing in the power of your dreams by tapping into your potential and broadening your possibilities.
DISCOVERYDiscovery is how you explore all the questions to begin shaping your dream. We show you the power of asking questions to help reframe your view of the world and enable you to seize more opportunities.
IDEATIONIdeation is about generating as many ideas as possible and avoiding the temptation to stop at the first good one. Linus Pauling, the two-time Nobel Prize winner, summed it up when he said, “The best way to have a good idea is to have a lot of ideas.” It’s the quantity, not the quality, that counts at this stage.
MOMENTUMMomentum is all about making it real. Being inventive about all the ways to bring your ideas to life to get valuable, real-time feedback. Don’t be surprised if you find you have to go back into Discovery and Ideation as the process is iterative – that’s normal and all part of making a good idea great.
MINDSETThe best attitudes to embrace the Toolset and Skillset. The Mindset is the fundamental operating system and your enabler of creativity and innovation.
SKILLSETThe behaviours that put your knowledge and abilities into practice to accomplish your goals. More than tools and techniques, it involves repetition and reinforcement to inculcate creative leadership.
TOOLSETThe tools and techniques to help you generate new options, collaborate and inspire commitment.
CASE STUDYA real-life example of the Mindset, Skillset and Toolset in action.
VISIONINGVisioning is all about believing in the power of your dreams by tapping into your potential and broadening your possibilities.
M I N D S E TVisioning is all about tapping into your potential. Broadening possibilities and be-
lieving in the power of your dreams. When you practice Visioning, you dream of what might be. It is the courage to imagine a better future, no matter how unrealisable it
may at first seem. Think Arianna Huffington, Mark Zuckerberg or Sean Combs.
Dreaming begins with phrases that start with:
“I wish...” “Imagine if...?” “Wouldn’t it be great if...?”
CREATE WITH CONFIDENCE
YES AND.. . DANCE WITH AMBIGUITY
S K I L L S E T
YES AND.. .Learn to defer premature judgement. Instead of leaping to “No...” or “Yes, but…” consciously practice saying “Yes and…” Suspend the natural impulse to question whether your vision initially appears attainable. As you go through the process there will be plenty of time to make it more realistic, so for now, go big.
CREATE WITH CONFIDENCEYou have the potential to come up with extraordinary ideas. Creating with confidence is about trusting your abilities and honouring your intuitions.
DANCE WITH AMBIGUITYLearn to embrace uncertainty. Start to be comfortable with being uncomfortable – just as when you are traveling, and you get lost and then stumble upon a fascinating discovery. We often get fixated on finding the answers, instead of slowing down to ask better questions.
S K I L L S E T
PICTURE IT CREATIVITY SPOTS
WHY & WHAT’S STOPPING YOU?
TO O L S E T
PICTURE IT
The best visions are often composed of images as they are more evocative and speak a universal language. Become familiar with rich sources like Flickr, Instagram, Pinterest, Google Images or free stock image libraries, like Pixabay. Avoid settling for literal depictions of the vision; instead use pictures to bring to life the ultimate outcomes you are seeking (emotional, not just physical).
Don’t feel you have to find “the” image. It’s likely you may need to start a collection. Keep them in a format that you can easily edit as you refine it. And if you love an image, but you don’t know how it fits with your vision, add it as it may be perfect later.
CREATIVITY SPOTS
To think and dream you need space away from your daily distractions. Make it a habit to routinely create space for yourself. Even if you are at work, you can take a 15-minute solitary walk to allow the mind a chance to ruminate.
These unguarded moments of quiet will help you make fresh connections and provide “aha” moments that spark insights to ignite your dreams. Just remember to have a recording mechanism (phone or notebook) to capture them.
Creative tension is the space between what you desire and what exists. For example, you may covet wealth but feel impoverished. However, when you allow yourself time to think about it, you may realise it’s more than just the money you want. Money is only the symbol. A richer life may be full of time, freedom, space to be creative and earning more money may give you the opposite of that. A visual way to map the creative tension is the Why and What’s Stopping You tool.
WHY AND WHAT’S STOPPING YOU?
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WHY AND WHAT’S STOPPING YOU?
Start in the middle of the page and write down your wish starting with “I wish…” or “Imagine if...?” or “Wouldn’t it be great if…?”
Work up from the middle and ask the question, “Why do you want to solve this challenge?” Listen to your response and then write it as a new question starting with “How to...?”, “How might we…?”, or “What might be all the ways…?”
Continue to ask why do you want to do this (the more you ask, the deeper you will go) and rephrase your answer as a new question above the last one. Don’t stop until you reach the top of the paper and get a broad question such as, “How to have a richer, more joyful life?”
Go back to the original wish in the centre and now work your way down by asking, “What’s stopping you from achieving it?” Listen to your response and then write it as a new question starting with “How to...”, “How might we…?” or “What might be all the ways…?”
Continue to ask what is stopping you until you reach the bottom of the paper and get a tactical question such as, “How to make time to apply for a new role?”
Now review all of the questions and select the best ones to take forward into ideation. They become the start of your innovation project.
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Source: S. Parnes: The Magic of Your Mind
How to reduce work hours?
How might I stop using my credit cards?
How might I add entertainment to my life?
How to find better financial terms?
How might I live when I’m old?
How might I take a certification course?
How might I find a more satisfying job?
How to track how I’m spending my cash?
How might I increase my savings?
How might I update my skills?
How might I achieve more balance in my life?
How might I save more of what I make?How to make more money?How might I spend less on
interest payments?
How might I eat out less?
How might I take a vacation? How to plan for retirement? How might I stop working?
EXAMPLEHow might I save money?
GIVING BIRTH TO AN IDEAThe power of believing in your dreams. Jorge Odón, a middle-aged car mechanic, watched his employees removing a cork from a wine bottle using a plastic bag. As a father of five, all delivered by C-section, he wished there was a way to ease the pain of difficult births. But with no medical training, this dream seemed impossible. That night, while spending time with his wife and family, he had a
vision. What if you could apply the same idea to help women give birth more safely?
Despite the fact that Odón had no medical training, he was able to develop simple prototypes that convinced specialists of the merit of the idea, who then helped him to bring to life his vision into a patentable device. Doctors predict it will save millions of lives, all because one Argentine mechanic
acted on his dream.
C A S E S T U D Y
NOTES
NOTES
DISCOVERYDiscovery is how you explore all the questions to begin shaping your dream. We show the power of asking “why” to reframe your world and help you seize new opportunities.
M I N D S E TIf Visioning is the spark, then Discovery is how you find and formulate the questions to begin to shape your dream. Naïve curiosity is the key. Remember when you were
a child and everything seemed new? Your Discovery phase embraces the same “fresh eyes” perspective, a willingness to be open to new connections and experience the
world serendipitously. This outlook enables you to challenge your assumptions. It puts you in a Mindset where you can more easily see the false limitations of your beliefs. Every vision can benefit from the extra avenues provided by the Discovery mindset.
EMPATHY INTUITION ACTIVE LISTENING
S K I L L S E T
EMPATHYEmotions are a powerful force. When you allow yourself to go beneath the surface, you unlock your creative capacity for innovation. It’s the shift from analysing an issue, to embracing and embodying new feelings and perspectives that can spark unexpected inspirations. Don’t just stand in someone else’s shoes, experience their world. Don’t just look through their eyes, but dare to live a day in their life. The more you do this, the more empathic thinking will become second nature. As Bill Bernbach, one of the three founders of the legendary advertising agency, Doyle Dane Bernbach said, “Nothing is so powerful as an insight into human nature.”
S K I L L S E T
INTUITIONJust as empathy enables you to feel and embody the emotions and needs of others, intuition allows you to listen to your heart and gut. Did you know that when you feel butterflies, it is from the 100 million neurones that line your gut communicating with you? It is known as your second brain. It influences what you are feeling and enables you to tap into your unconscious thoughts. Because intuition is hard to rationalise, some people discount its power. But learning to trust your intuition is like having your second brain do all the hard work so you can feel, and think, like a genius.
S K I L L S E T
ACTIVE LISTENINGErnest Hemingway famously said, “When people talk, listen completely. Most people never listen.” Learn to silence your internal dialogue so you can truly hear what people are saying and, importantly, what they leave out. The active listener doesn’t interrupt, tune out or only hear the words. Active listening is about exhibiting a genuine absorbing interest that encourages people to open up. This approach enables you to “listen” for all the non-verbal cues. Capitalise on the power of active listening, which goes beyond words to understand what people are saying.
S K I L L S E T
TO O L S E T
OBSERVE(5 TIPS)
CAPTURE YOUR OBSERVATIONS
AS INSIGHTS
EMPATHY MAP
4. PatternsPeople are creatures of habit, and we unconsciously mimic others without question. But what do those patterns mean and why do we do it? We spend our whole commute looking at our smartphone. That’s the pattern but what’s the meaning? Is it because we don’t want to connect with others or no longer know how to?
1. Unexpected BehaviourThe sign says “pull” yet people still push the door. What’s driving this behaviour? What new ideas can you glean from this?
5. ListenSometimes the greatest insights are nearby. Don’t be afraid to approach and engage people. People love to share their thoughts, experiences and opinions. If you practice active listening, you can hear their story and gain fresh insights, which only watching seldom provides.
2. Body Language in ContextThe tap of a toe may signal impatience or joy as we “dance” to the rhythm of our favourite tune. Don’t presume. Look for other clues to help you sharpen your observations.
OBSERVEWhen observing, look for:
3. RitualsRituals are habits imbued with personal or cultural meaning. Think parades, sermons, birthday parties or the ritual of preparing a Christmas dinner. Search for the deeper meaning to these “habitual” actions.
CAPTURE YOUR OBSERVATIONS AS INSIGHTS
Observations come from a keen attention to what people do or say. Discover insights by probing for the “why” behind your observations. This process helps reveal people’s hidden motivations. At this point, you may not be certain of the “why”, but not to worry, you can test your hypotheses in the next stage.
A great insight helps you to find a way to satisfy people’s emotional needs. It sparks a revelation or an “aha!” moment. When creating insights go beyond the observed by considering what people might not want to admit, not even to themselves, as these are the true drivers of behaviours. Because when you know why people act, then you know how to motivate them.
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CAPTURE YOUR OBSERVATIONS AS INSIGHTS
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Ask yourself, what won’t they tell you at first, but starts to be apparent when you plumb their underlying motivations.
What is the frustration? What do they need, crave and want in their lives?
Ask why, why, why to get to the real motivation, not just the surface-level one.
Three ways to help you turn your observations into insights are:
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An even better one captures what people won’t admit. This type of insight provides fuel for a pipeline of innovations that will answer what people need, rather than what they say they want.
A great insight starts with “People want or need…” and answers why. An example is:
Insight: People want to be loved without judgement or fear of rejection.
Observation: People want a dog.X
Insight: People crave companionship.
CAPTURE YOUR OBSERVATIONS AS INSIGHTS
A systematic way to put yourself in someone else’s shoes to generate new insights. Follow the steps below to complete the template on the next page.
EMPATHY MAP
3.Review the Empathy Map
to generate insights to help inform your innovation
opportunity space.
2.Answer the questions in
the appropriate quadrant on the Map.
1.Put the person you are
targeting in the centre of the Empathy Map.
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What are they thinking? (opinions) What are they feeling? (emotions)
What are they saying? (quotes) What are they doing? (activities)
What they won’t tell you...
EMPATHY MAP
C A S E S T U D Y
EASY RIDINGHarley Davidson has been a pioneer of discovering insights via empathetic observations. The motorcycle company comes up with a number of good ideas by riding with its customers on Posse Rides. They practice active listening by going beyond the surface to tap their customers’ emotions and hear what they are not saying. These insights into their customers’ unaddressed needs have become the catalyst for an extraordinary number of innovations. Harley Davidson’s immersive approach to insights epitomises the Discovery mindset.
NOTES
NOTES
IDEATIONIdeation is about generating as many ideas as possible and avoiding the temptation to stop at the first good one.
M I N D S E TDefer Judgement. It’s impossible to be curious and judgemental at the same time.
Trying to generate and evaluate ideas at once is like trying to drive with one foot on the gas and the other on the brakes; you won’t get anywhere, and you might blow a gasket. Ideas are not actions. There’s no risk in deferring your evaluation, but there
is in judging too early. There are countless examples of experts who prematurely rejected great ideas out of hand. Fred Smith, the founder of FedEx, was told by his Yale University professor that “The concept is interesting and well-formed, but in order to
earn better than a ‘C’, the idea must be feasible.”
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1. 2. 3.An idea that looks “crazy”
oftentimes turns out to be the start of a winner. You need to
break new ground, to come up with more bold ideas.
It is much simpler to tame a “crazy” idea than to make
a pedestrian one more innovative.
The more ideas you have, the more you increase your odds to have a great one. Set a quota for the number of ideas you need to generate and learn to suspend your judgement when you’re in
idea generation.
Three good reasons to defer judgement:
M I N D S E T
GO THE DISTANCE
GET CURIOUS & CONNECTED
CHALLENGE ASSUMPTIONS
S K I L L S E T
GO THE DISTANCELearn to develop your creative muscle and to generate as many new ideas as possible. Studies have shown:
The first one-third of ideas are usually the ones everyone else would have had. That’s where most people stop and why they mistakenly discount the power of brainstorming; they just don’t go for long enough.
The second one-third is the weird and wonderful.
But the last one-third is when the magic happens, and the ideas become gold. Try short bursts, giving yourself the goal of increasing the number of ideas by doing bursts – say for 5 minutes and 15 ideas - to build up your ideation muscle.
The more ideas you generate, the more likely you are to have more great ideas.
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3⁄32 ⁄3
S K I L L S E T
GET CURIOUS & CONNECTEDThe easiest way to come up with new ideas is by being curious. The more you know, the more fodder (both unconscious and conscious) your brain has to use. Talk to strangers, subscribe to unusual newsfeeds or skim lots of books and magazines. It can be as simple as trying a new activity every week. Just using your opposite hand to write or pick up things will strengthen neural connections in your brain and even grow new ones.
It’s akin to how physical exercise improves your body’s functioning and develops muscles. A curious brain will work with you. Even when you are not thinking about innovation, you will constantly be making the connections you need to generate new ideas. That’s why, when you go for a walk later, all these new ideas will bubble up.
S K I L L S E T
CHALLENGE ASSUMPTIONSHabits and unquestioned beliefs are the enemies of creativity. Challenging your assumptions is questioning the everyday things you take for granted. Steve Jobs was a master at this. At Pixar, he wondered why can’t toys talk and have feelings? The key that opens the door to opportunities is to ask searching questions like, “Why do we always do things this way?”, “What if we do it differently?” and “Why do things have to be this way?” Habitually ask these questions to open new pathways to innovation.
S K I L L S E T
BRAINSTORMING IDEA SHEET PARALLEL UNIVERSE
TO O L S E T
BRAINSTORMING
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HOW TO RUNPick a challenge question (from your Why and What’s Stopping You) and write it on a flip chart.
You need a resource owner (a person who owns the problem, usually you), a facilitator and a group. Ideally, the facilitator and resource owner are not the same as it makes it harder to defer judgement.
Send out any information the participants need ahead of the brainstorming, so you can focus your time on ideation.
Brainstorming is great in groups, but can be done by yourself.
Ideal group size is about 6 to 12 people. You want enough people to generate diversity in thought and drive momentum.
Brainstorm for approximately 60 minutes. Keep it long enough to get to the gold, but short enough to keep people active and engaged.
Remind people to defer judgement as there will be plenty of time to judge the winners at the end.
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BRAINSTORMING
Do a warm-up first. Model it with an impossible challenge, like your boss is coming to dinner and you have discovered that you have a hippo in the bathtub. What might be all the ways to overcome this?
Next, introduce your challenge question, ask for any questions for clarity and then allot them a time and target for ideas.
When the group starts to tire, ask them to select the top ideas with you providing the criteria for selection.
Break them into pairs and ask them to complete an Idea Sheet (next page).
Ask them to present their ideas and then thank the group. By the end of the session, you should have a number of fleshed out ideas, plus heaps of others that can be developed later at another session.
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HOW TO RUN continued...
IDEA SHEET
Concept name: Insight:
Idea in one line:
Description:
Visual:
Great tool for making early-stage ideas more substantial.
PARALLEL UNIVERSE
Think of a world that has nothing to do with your challenge. This “world” could beanother business, brand, person or …
Put that “world” in the centre of the page and then think if that “world” was in charge of solving your challenge, what new ideas might you have? Generate as many ideas as you can.
Repeat, if desired, with another parallel universe.
Imagine a whole new world and use that perspective to generate new ideas.
An example: Canon had a problem with its photocopiers jamming because they would make the whole machine inoperable until someone fixed it, frustrating the entire office. To solve this seemingly unsolvable problem, they looked at worlds where things get stuck but still work. One world was our nose: when you have a cold, one side of your nose normally remains unblocked. Canon’s solution? A photocopier that has two trays, ensuring one was always free.
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C A S E S T U D Y
DREAMS OF CHILDHOODAs a boy, Tim Berners-Lee had always been curious about the way things work. He read everything he could get his hands on, including a Victorian-era how-to book and was fascinated to uncover what he referred to as a “portal” of information. Seemingly forgotten, it would come in handy decades later. When working as a consultant for CERN, the European Organization for Nuclear Research, where physicists and engineers were probing the fundamental structure of the universe, he was given a project to store and connect chunks of information. Inspired by his childhood parallel world, he envisaged it as nodes in a network, similar to the Victorian-era portal of information. Berners-Lee’s project helped spawn what has become known as the World Wide Web.
NOTES
NOTES
MOMENTUMMomentum is all about making it real. Being inventive about all the ways to bring your ideas to life to get valuable real-time feedback.
M I N D S E TSome people think generating ideas is the easy part, but Momentum is where the
rubber hits the road. This is the phase where if you’re not careful, many ideas meet pre-mature deaths, but not if you embrace the Momentum mindset of optimism,
perseverance, belief and a willingness to try, try, try and try again. Setbacks will occur, but if you quickly reframe your ideas, you’ll often come up with new insights that help
get you closer to your delivering your innovation.
BUILD BELIEF CREATE URGENCY
CONSTANTLY EXPERIMENT
S K I L L S E T
Belief starts within. If you believe, you can convince others. But, it’s not about having to convince everyone that you are right. It’s about sharing your passion and learning to be dispassionate about feedback. Remember your empathy skills and ask: “Why?” and “What could you do to improve your idea?” Doing this will provide you with valuable insights on how to improve your innovation.
BUILD BELIEF
CREATE URGENCYHow often have you thought about an idea, but failed to jump on it, and lo and behold someone else went and did it? Good ideas, like fresh food, have a time limit, so you need to make people hungry for them.
S K I L L S E T
CONSTANTLY EXPERIMENTNo one likes failure, but learning is a fundamental part of human nature and what keeps us mentally healthy. So focus instead on thinking of it as experimenting. Everything you do is an opportunity to gain more information, to forge greater insights on what’s working, why and how it could be improved. Experiment with how you talk about your innovation, how you bring it to life to create urgency and belief. If you want to avoid failure, then don’t give up.
S K I L L S E T
PROTOTYPE STORYTELLING ASSISTERS & RESISTERS
TO O L S E T
PROTOTYPEPrototyping is the habit of bringing to life your ideas in any medium other than words. Words seldom compete with seeing, touching and playing with an idea. When ideas start to become real, that’s when people respond.
But what if you don’t feel ready to build a prototype? Don’t fall into the trap of thinking that your concept has to be final before you can begin.
Instead, make all your ideas real. Sketch them on a post-it note, cut out some paper and make a small model or bring your idea to life with a little storytelling or acting.
Find ways to showcase your ideas. Keep them lying about so people can pick them up, comment on them and interact with them. It’s the power of getting more people involved and buying into the idea that makes the process go further, faster.
Trevor Baylis Inventor of the wind-up radio
“If a picture is worth a thousand words, then a prototype is worth a million.”
STORYTELLING
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1. 2. 3. 4. 5.Define The Hero Resolution Define The
Challenge/ConflictWhat is The
Catalyst?The Journey
Review your Empathy Map to generate insights to help populate your storytelling template.
STORYTELLING TEMPLATE
DEFINE THE HERO: THE CHALLENGE: THE CATALYST:
ACT 1 ACT 2 ACT 3 ACT 4Resolving the conflict - how does the aid help the user solve the problem? What are the steps involved?
Call to action - what is the problem and what is the impact on the user?
Set the scene - introduce the user, detail & environment
Reward - how does the user feel having resolved the conflict? What has changed?
ASSISTERS/RESISTERS
Take a piece of paper and draw a line down the middle. On the left-hand side of the paper write the word Assisters. On the right-hand side write the word Resisters.
Assisters: Consider all the people or things that might assist you in getting this solution implemented. These are your Assisters. List as many as possible in the left-hand column.
A tool that identifies your stakeholders and helps you to leverage their momentum or overcome their objections.
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Resisters: Consider all the people or things that might prevent you from implementing your solution. These are your Resisters. List as many as possible in the right-hand column.
Review both lists and identify the key Assisters and Resisters who are most likely to help or hinder.
Explore all the possible ways to leverage Assisters and overcome Resisters?
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C A S E S T U D Y
THE POWER OF PROTOTYPINGThe British inventor, James Dyson, didn’t create the dual-cyclone vacuum cleaner in a flash of inspiration. The product that made him billions (now used by millions) took years to develop. He prototyped like crazy. He tried and failed, triggering new insights, and slowly the design improved. Dyson worked his way through 5,126 failed prototypes before coming up with a design that, ultimately, transformed household cleaning. As he put it, “People think of creativity as a mystical process. This model conceives of innovation as something that happens to geniuses. But this could not be more wrong. Creativity is something we can all improve at, by realising that it has specific characteristics. Above all, it is about daring to learn from our mistakes.”
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A C K N O W L E D G E M E N T S& T H A N K S
Thank you to Jonathan Littman of Snowball Narrative who helped me create this toolkit. Your hard work, wisdom and know-how have been invaluable. I also want to thank Olivia Hunt at Landor North+South for doing a fantastic job designing it. And
last, but not least, to my husband, Paul, for supporting me in realising this vision.
Icons made by Freepik from www.flaticon.com
Paulina LaroccaCREATIVITY & INNOVATION LEADER
Paulina Larocca is a leading creativity and innovation expert with over 12 years’ experience delivering innovation for multi-national corporations and a keynote speaker on innovation, creativity, creative leadership and creating a more innovative culture. She has an MSc Creativity and Change Leadership from Buffalo State University and is a graduate of THNK Creative Leadership School in Amsterdam, which focuses on the intersection between creativity, innovation and leadership, as applied to social change. For over six years, she has worked as the Creativity and Concept Director for Pernod Ricard Winemakers, one of the world’s leaders in wines and spirits, driving the front end of the pipeline by identifying and creating new product concepts. She has a specialisation in breakthrough innovation and created a company called Vinarchy, that launched disruptive new-to-world wine concepts, on behalf of Pernod Ricard Winemakers. She now consults to large organisations on creativity and innovation. Paulina lives with her husband, Paul, on the lower north shore of Sydney. She is animal mad, into meditation and studying neuroscience as it applies to innovation and creative problem solving.
T H E A U T H O R
Paulina LaroccaC R E AT I V I T Y & I N N O VAT I O N L E A D E R
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