innovation excellence weekly - issue 1
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DESCRIPTIONHere is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
- 1.October 5, 2012
2. Issue 1 October 5, 20121. Beyond the Issacson Bio Steve Jobs Future Insights Julie Anixter2. Making it All Click .. Frans Johansson3. Innovation Catalytic Converters .. Paul Hobcraft4. Top 10 Reasons Products Fail at Jobs-to-be-Done .. Tony Ulwick5. An Innovative Look at Your Customers Fire Some ... Jim McHugh6. The Big Myth of Innovation ... Braden Kelley7. Co-Creation and the New Web of Things ... Greg Satell8. Real Reason Companies Must Innovate .. Rowan Gibson9. Me, Me, Me .... Dean DeBiase10.Kraft Blank Check Unleashes Potential and Profits ... S. Khosla and M. SawhneyCover Image credit: Work Anywhere from BigstockYour hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers andstrategic advisors to many of the worlds leading companies.Our mission is to help you achieve innovation excellence inside your own organization by makinginnovation resources, answers, and best practices accessible for the greater good. 3. Beyond the Issacson Bio Steve Jobs Future InsightsPosted on October 5, 2012 by Julie AnixterSteve Jobs untimely death left a lot of people wanting more.Even after consuming Walter Issacsons masterful bio, welded out of unfettered access and proximity to the man himself, a lot of people in theinnovation community were left hungry for a different kind of explanation of his life and work. One that could be used as a 1-2 punch to learnfrom. Patrick Meyer is one of those people who, like many long time Jobs observer/appreciators, wanted to go deeper into the meaning ofSteve Jobs work, to make sense out of it for the sake of work itself.He could have looked at any one of the disciplines Jobs mastered computing or music or education or animation or value-creatingentrepreneurship of epic proportions. Instead he chose to go deep down into the well of mobile. What resulted is Steve Jobs & the World ofMobile, which Meyers created to show Jobs vision and inspiration in context, and to unleash insights for the future of an increasinglytechnology-enabled world. This new book lands dead square in the middle of a growing trend, noted succinctly by Jenn Webb on OReillymedia, reporting on some Latitude Research that says it clearly: Audiences want to be part of the story.She goes on to cite Martin Bryant at The Next Web commenting on the first phase of research company Latitudes new project The Future ofStorytelling. The group interviewed 158 pioneers in the media space to find out just how audiences want to experience stories in the future.Bryant reports that respondents key demands are summarized in Latitudes report as The 4 Is: Immersion, Interactivity, Integration andImpact. 4. Steve Jobs & the World of Mobile NFC-Empowered Book gets very close to this model in the way it delivers insights for the future andlogics them out, byte by byte. By exploring how Jobs specifically innovated in the mobile space, the whole constellation of the iPhone, theiPad, iTunes and i-Life, Meyers wants to answer the question: what is the DNA of an innovator? Here are four ways that Meyers attempts todeliver a book that enables other students of Jobs Innovator DNA to take action.Immersion and InteractivityMeyers wants to immerse you in his insights about Jobs insights. In both thehardcover and for the iPad/Kindle, the book/e-book comes to life with pop-uppoints that you touch or snack on (NFC) or snap (QR code) that bring upvideos and content from Steve Jobs, his Stanford commencement speech, theDifferent Ones memorial video narrated by him, plus an array of futurefocused innovations, mobile app showcased examples and beyond.Meyers ongoing passion for marketing and tech get fused togetherThe books experiential content models its message, serving as a learn bydoing platform. This experience is delivered using Near Field Communicationor NFC (on Thinaire). Thinaire, where Meyer serves as CMO, is the first everNFC Enterprise Marketing Suite, that does not require an app and simply involves smartphone touch on the corner of the book (every majorbrand has NFC phones rolling out except Apple which is expected to come with a related technology soon). Smartrac is the manufacturer of thebooks NFC/RFID technology. All these opportunities to tap and snap into other experiential zones and content.IntegrationTo mark the first anniversary of Steve Jobs death, Patrick Meyers is launching the kind of all out integrated communications campaign hewas famous for during this tenure as Director of Marketing for The Coca-Cola Co. The book is a 2-in-1 bonus book:Apps: The Inside Scoop)is an iBook on iTunes, a hardcover and a Kindle at Amazon.com, as an e-book at Barnes & Noble and for KOBO. Patrick Meyer will bedoing a media, university and Fortune 500 tour and keynote speaking around Steve Jobs and using his still emerging insights for the future.ImpactFinally, the book is an unabashed giveback to young people. All profits from the book will be donated to help college students follow in SteveJobs footsteps. Meyer also helped found the Villanova Innovation, Creativity & Entrepreneurship Center and The Meyer I.C.E. Award, anannual award given both in an honorary and financial way to help emerging college graduates to follow in the Apple visionarys footsteps. Mostrecently a memorial ICE award was given to Steve Jobs to celebrate his lifetime of creative and innovative excellence, and Meyer has setup www.itystevejobs.com as a public thank you site. 5. Meyers says: The book is a thank you to Steve Jobs and a give back to theworld. It is dedicated to helping nurture creativity and innovation, which shouldbe part of every college students thought process if they want to succeed intodays 3.0 world.The world misses Steve Jobs and the creativity and passion herepresents. Maybe Patricks book will help us miss him a little less, and moreimportantly, learn from his brilliance to innovate in the seemingly infinite mobilelane in our own lives.image credit: Trey Ratcliff, stuckincustoms.com Dont miss a post (4,700+) Subscribe to our RSS feed and join our Innovation Excellence group!Julie Anixter is Chief Innovation Officer at Maga Design and the executive editor and co-founder of Innovation Excellence.The co-author of three books, shes working on a fourth on courage and innovation. She worked with Tom Peters for fiveyears on bringing big ideas to big audiences. Now she works with the US Military, Healthcare, Manufacturing and otherhigh test innovation cultures that make a difference. 6. Making it All ClickPosted on October 4, 2012 by Innovation ExcellenceInterview Frans Johansson Author of The Click MomentI had the opportunity to interview Frans Johansson, the author of the new book, The Click Moment: SeizingOpportunity in an Unpredictable World and the popular book The Medici Effect: What Elephants andEpidemics Can Teach Us About Innovation. He is also the founder and CEO of The Medici Group. I first metFrans at a Business Innovation Factory event in Providence, RI several years ago and wanted to explore withhim just what the significance of the Click Moment is and how it relates to innovation.Here is the text from the interview:1. How would you describe The Click Moment to people unfamiliar with the term?Most events, insights, meetings and impressions in our life reinforce what we already know or what we are already doingor they barelyregister at all. But there are also a few moments that make us see something new, choose a different path or make a decision that changeseverything. I call those moments click moments and they tend to be completely unexpected, serendipitous and random. The fact is, success isfar more random and serendipitous than wed like to believe. My book, The Click Moment, examines great click moments that turned the tide,be it for a company or ones career. I also offer a blueprint for how to create click moments and harness serendipity to your advantage.2. What are some of the greatest challenges companies can face when pursuing an emergent strategy for a product or as acompany?The greatest challenge is that you cant predict which idea, initiative or strategy will work. Yet, business rules dictate that we plan and analyzethe numbers to formulate THE strategy for how our company can dominate X market. Thats the quickest way to fail big (for example,Solyndra) or to have the rug pulled out from under you (ask Nokia). Instead, reality is far too complex and the rules of the game constantly keepchangingmaking it impossible to use the lessons of our past to predict the future. For instance, intelligence agencies spent billions in softwareto predict change in the Middle East; yet they never foresaw the sweeping changes called Arab Spring that got its start from a face-slap inTunisian market.The second biggest challenge is to understand the implications of this lack of foresight. For instance, companies will sometimes say that theyunderstand that it is hard to predict success and start down a road of emerging strategy. But few other actions support such a desire. Forinstancethey avoid searching for answers in unlikely places, see surprising results as something to avoid or at least explain away. W henthese companies have to select which initiatives to work with they simply cant help themselves in trying to figure out the answer before hand.They want to run a return on investment (ROI) analysis on each idea to see which is the best, for instance. This is, of course, folly since any 7. such calculation ignores complex interactions and the fact that the world keeps changing in unpredictable ways. The founders of Google tried tosell their company 9 months after it had started to Yahoo for $1 million. Neither the founders nor Yahoo had any clue what the true ROI was ofthis little company. Overcoming the urge to remove all unknowns from a project is overwhelming and this urge is responsible for an enormousamount of wasted opportunities.So if strategy, planning or ana