oia march 11

www.wecreate.cc

1

THING YOU ARE PROUD OF HAVING COLLABORATED ON (AND WHAT IT TAUGHT YOU)

MOST DEVELOPED INNOVATION SKILLS

WORDS YOUR COLLEAGUES MIGHT USE TO DESCRIBE YOU AT YOUR BEST

MARCH 2011NICK JANKEL

WWW.WECREATE.CC

I. TYPES OF INNOVATION

OPEN INNOVATION ACCELERATOR

TOGETHER EVERYTHING IS POSSIBLE

http://www.wecreate.cc


WHAT IS INNOVATION?

THICK WORD

WHAT DOES IT MEAN TO YOU?

Main Entry: in·ventEtymology: invenire to come upon, findDate: 15th century

1 : to devise by thinking2 : to produce (as something useful) for the first time through the use of the imagination or of ingenious thinking and experiment

Main Entry: mar·ket·ingDate: 15611 a : the process or technique of promoting, selling and distributing a product or service

8

[IMAGINATION MADE COUNT]

THE IMPACTFUL LEVERAGE OF IDEAS

INCREMENTALINNOVATION

DISRUPTIVEINNOVATION

‘INEFFICIENT’GRASSROOTS

EXHAUSTING DEEPLY AMBIGUOUS INHERENTLY RISKY

BUT INNOVATION IS...

OFTEN FAILS

THE WAY AROUND THIS IS TO

BUILD AN INNOVATION MINDSET

INNOVATION IS REALLY A WAY OF BEING

CREATIVECOURAGEOUS

COLLABORATIVECONTRIBUTIVE

CONNECTEDCOMMITTED

CURIOUS 7

IS THIS THE BEST WAY POSSIBLE?

HOW CAN I MAKE IT BETTER? MORE ELEGANT?

WHY HAS IT ALWAYS BEEN DONE LIKE THIS?

WHO GAINS BY THE CURRENT SYSTEM? WHY?

WHY DOES X HAVE TO HAPPEN?

HOW COULD I GET MORE PEOPLE TO ACCESS IT?

COULD I GET Y TO DELIVER SOME OF IT?

EMBRACE THE NETWORK

www.wecreate.cc

18

HIERARCHIES ARE BEING DISSOLVED

IN A

NETWORKED GLOBALISED

PARTICIPATORY

SOCIETY

ONE TWEET PER GLOBAL CITIZEN / MONTH

TRIBES / CLASS

HIERARCHIES / BUREAUCRACIES

MARKETS NETWORKS

THE COLLABORATIVE STAGE OF EVOLUTION

TRIBE / CLASS HIERARCHY MARKET NETWORKS

SOLIDARITY AUTHORITY COMPETITION CO-CREATION

TRIBEWELLBEING

VESTED INTEREST SELF INTEREST COLLECTIVE GOOD

SEGMENTS SILOS ATOMIZED SELF-ORGANIZED

THE AGE OF NETWORKS

ONE SIZE FITS ALL,

DETERMINED BY THE

AUTHORITY

INNOVATIONIN HIERARCHIES =

GROUPS FORM

AROUND INTERESTS

AND THEN SELF-SOLVE PROBLEMS

INNOVATION IN NETWORKS =

BUT NOT ENOUGH TIME,

MONEY, INTELLIGENCE & ATTENTION

TO WORK ALONE

THIS PROJECT ISN’T EVEN ABOUT THE MONEY. IT’S ABOUT BUILDING SOMETHING BIGGER THAN PE.

THE POSSIBILITY OF SELLABAND IS FOR ALL ARTISTS AROUND THE GLOBE, JUST LIKE YOU, TO HAVE ACCESS TO DIRECT FUNDING FROM MUSIC LOVERS. FREE FROM ANY CORPORATE INFLUENCE ON ART. THIS WE BELIEVE IS A VERY IMPORTANT

THING.

PUBLIC ENEMY

TODAY, TO ACHIEVE A GOAL OF ANY SERIOUS AMBITION, WE

NEED TO COLLABORATE

AT A TIME WHEN THE AUTO, BANKING, AND NEWSPAPER INDUSTRIES, AMONG OTHERS, ARE FACING PROBLEMS TOO COMPLEX FOR ANY ONE COMPANY TO SOLVE, HULU IS A

MODEL OF WHAT'S POSSIBLE WHEN RIVALS WORK TOGETHER AND EMBRACE DISRUPTIVE TECHNOLOGY. YOUTUBE, WITH 5.4

BILLION MONTHLY STREAMS, MAY STILL DOMINATE IN OVERALL TRAFFIC, BUT FOR AN EXPERIENCE THAT COMES CLOSEST TO THAT OF WATCHING TV, HULU "HAS SET THE

GOLD STANDARD.

FAST COMPANY, 2009

NO ONE ORG CAN

UNDERSTAND HOW TO SOLVE

A COMPLEX ISSUE ALONE

INSTEAD OF THE LAW OF

UNEXPECTED CONSEQUENCES

THE LAW OF UNEXPECTED WIN WIN WINS

NETWORKED INNOVATION

CO-OPERATIONCOLLABORATION

CO-CREATIONCLOSED

POSSIBILITYRISKCERTAINTY

CONVENTION

RULES / REWARDSCOLLABORATION IQ

EXPERTS PEERSCONTENTPROFIT

PLATFORMS

COMPETITIONWIN WIN WINS

COLLABORATIONSELF-ORGANIZATION

MBAs

SMART / GOOD PEOPLE ARE EVERYWHERE

IMPACT = COLLECTIVE CREATIVITY

BEST LEVERAGE OF IDEAS WINS

COLLABORATION OPENS UP

OPPORTUNITIES

CLOSED MINDSETS

SMART / GOOD PEOPLE WORK FOR

US

IMPACT = OWNERSHIP

BEST IDEAS WIN

COMMAND / CONTROL IS

SAFEST

OPENMINDSETS

COLLABORATION TAKES A SIGNIFICANT

INVESTMENT OF ENERGY

AND A DIFFERENT WAY OF WORKING

ACTIVATION ENERGY

e

RELEASEDVALUE

COLLABORATIONIQ

COLLABORATION IQ THE MOST IMPORTANT SKILL OF THE 21ST CENTURY

WHY DO MONKEYS THAT POKE EACH OTHER IN THE

EYE SURVIVE LONGER?

www.wecreate.cc

47

BACTERIA COLLABORATE BETTER THAN

HUMANS

www.wecreate.cc

48

TAUGHT TO COMPETE

www.wecreate.cc

49

BORN TO COLLABORATE

INNOVATION IS ALWAYS COLLABORATIVE

www.wecreate.cc

51

RESOURCES NEEDED ARE IN THE CROWD

ANTS AREN’T SMART. ANT COLONIES ARE.

STANFORD UNIVERSITY

PEOPLE CAN BE EMPOWERED TO SELF-

ORGANIZE

IN THE LONG HISTORY OF HUMANKIND (AND ANIMAL KIND, TOO) THOSE WHO LEARNED TO COLLABORATE AND IMPROVISE MOST EFFECTIVELY HAVE PREVAILED.

CHARLES DARWIN

IF YOU DOUBT WHAT JUST

IMPROVISATION &

COLLABORATION CAN DO...

TOGETHER EVERYTHING IS

POSSIBLE

HOW CAN I BEST SERVE WHAT’S SEEKING TO

EMERGE?

BREAKTHROUGH QUESTION

THE COLLABORATION PROFILE

RESILIENTPOSSIBILITYFOCUSED EMPATHICNETWORKEDOPEN

RESPONSIVE COACHABLE

10

0

10

0

10

0

10

0

10

0

10

0

10

0

RADICAL REINVENTING THE FUTURE: DISRUPTIVE OPEN INNOVATION

INCREMENTALINNOVATION

DISRUPTIVEINNOVATION

WHY DID MONKS CONTINUE TO HAND-DRAW ILLUSTRATIONS ON

BOOKS PRINTED BY GUTTENBERG’S PRESS?

A REVOLUTION DOESN’T HAPPEN WHEN SOCIETY ADOPTS NEW TOOLS. IT HAPPENS WHEN SOCIETY ADOPTS

NEW BEHAVIOURS

CLAY SHIRKY

THE STATUS QUO IS

MAINTAINED BY OUTDATED ASSUMPTIONS

70

THE SMALLEST IDEA IS A RESILIENT VIRUS. IT CAN GROW TO DEFINE OR DESTROY YOU.

INCEPTION

72

WHAT COULD NEVER

HAPPEN?

www.wecreate.cc

73

HIERARCHIES MAINTAIN THE STATUS QUO

FIX MENTAL MODELS

ENSURE PEOPLE THINK

THE SAME

ALLOWS FOR DISRUPTIVE THINKING

Positive Deviants & Lead Users

Extreme Users

Successful uncommon behaviors are already practiced in that community within the constraints and challenges of the current situation

Communities already have the solutions and can self-organize

Intelligence is distributed throughout the community

THE SPACE

THE SYSTEM

THE SUBJECTS

MICRO / MACRO CYCLING

Unique Viewpoints

Analogous Spaces

PrivilegedPerspectives

ParallelSectors

Purpose

Vision

Value & Values

NeedWhat major

problem(s) are you passionate about

solving? What markets do you

want to challenge?

What do you value and prioritize?

What do you offer the world as

unique skills?

Harnessing these, what is your vision for a better world?

What is your reason for existing? Why

should your community support

you?

RADICAL REINVENTION: CRITERIA

SURPRISING

SYSTEMIC

SCALEABLE

SUSTAINABLE

✓

✓

✓

✓

SURPRISING

✓✗

SYSTEMIC

✓✗

SCALEABLE

✓✗

SUSTAINABLE

✓✗

TOOL 1: THE SPACE

THE SPACE

THE SYSTEM

THE SUBJECTS

DESCRIPTION OF ISSUE

TECHNICAL / ACADEMIC / POLICY EXPLANATIONS. USUALLY SHORT TERM / SYMPTOMATIC

FACTORS

RECEIVED WISDOM. UNQUESTIONED WORLDVIEW WHICH LEGITIMATES

OFFICIAL EXPLANATION

RULES, CONVENTIONS, STORIES, SYMBOLS. OFTEN UNCONSCIOUS

DIMENSIONS

THE PROBLEM


GOVERNING MINDSET

MYTHS & CONVENTIONS

THE PROBLEM


GOVERNING MINDSET

MYTHS & CONVENTIONS

COMPUTERS ARE NOT USED FOR CREATIVITY (AND CREATIVE

PEOPLE DON’T BUY THEM)

COMPUTERS ARE DULL - DESIGNED FOR INCREASED PRODUCTIVITY BY TECHIES

PRODUCTIVITY IS KEY REASON FOR EXISTENCE. WE ARE

MODERN MAN

UNIVERSE IS A MECHANISM. WE ARE COGS IN THE MACHINE

THEPROPOSITION

OFFICIAL STRATEGY

GOVERNING MINDSET

MYTHS & CONVENTIONS

COMPUTERS CAN BE A FORCE FOR CREATIVE THINKING

THINK DIFFERENT WITH A MAC

WE ARE HERE TO EXPRESS NOT POSSES

UNIVERSE IS A NETWORK. WE ARE ALL CREATIVE

CHAOS & VIOLENCE DURING THE ELECTION

POLICE BIAS, POOR COMMUNICATION IN

GOVERNMENT, CORRUPTION

BROKEN AFRICA

AUTHORITY SHOULD PROTECT PEOPLE. IT FAILS IN AFRICA

KENYAN CRISIS


GOVERNING MINDSET

MYTHS & CONVENTIONS

THE PROBLEM

ONLINE / MOBILE PLATFORM FOR DISTRIBUTED

INTELLIGENCE ON SOCIAL JUSTICE

THEN WE ARE ALL ‘CITIZEN JOURNALISTS’ WHO CAN REPORT AND ACT ON

INJUSTICE FOR THE COMMON GOOD

AFRICANS BELIEVE IN INTERCONNECTED WORLDS - “I

AM BECAUSE YOU ARE”

WE ARE ALL RESPONSIBLE FOR OUR SOCIETY AND ARE

EMPOWERED TO BE ACTIVE CITIZENS

USHAHIDI


GOVERNING MINDSET

MYTHS & CONVENTIONS

THEPROPOSITION

The Problem/ Proposition

TheExplanation /

Strategy

The Mindset

Myths & Truths

vU

DISRUPTION OPPORTUNITIES

If the myths & conventions are not true, what might be true?

If we were Martians landing on Earth, how might we view the space?

What do we really know about the space, and the people in it, that challenges received wisdom?

Thinking the best of the people in the space, what could they do or be?

TOOL 2: THE SYSTEM

THE SPACE

THE SYSTEM

THE SUBJECTS

SOMETHING HIT ME VERY HARD ONCE, THINKING ABOUT WHAT ONE LITTLE MAN COULD DO. THINK OF THE QUEEN MARY - THE WHOLE SHIP GOES BY AND

THEN COMES THE RUDDER. AND THERE'S A TINY THING AT THE EDGE OF THE RUDDER CALLED A TRIM TAB.

BUCKMINSTER FULLER

SMALL CHANGES CAN BE REVOLUTIONARY

BRING.BUDDY

HOME.PHP

HOME.PHP

How do different agents in the system interact?

What are the assumptions that drive each interaction or transaction?

What are the assumptions about which business or delivery models work in the system?

Who wins from the current system? How could these vested interests be harnessed to shift towards a systems transformation?

What are sweet spots in the system where small changes might have big impacts?


TOOL 3: THE SUBJECTS

THE SPACE

THE SYSTEM

THE SUBJECTS

DEPRESSION NO.2 HEALTH BURDEN. RITALIN. UNEMPLOYMENT,

UNDERACHIEVEMENT

MEDICAL PROBLEMS NEED EXPERT INTERVENTIONS AND

DRUG

DEFERENCE TO A HIGHER AUTHORITY EXTERNAL TO US

IF ANYTHING CAN BE DONE, EXPERTS MUST DO IT. BLAME

THE BRAIN

MENTAL WEALTH

THE PROBLEM


GOVERNING MINDSET

MYTHS & CONVENTIONS

FREUD WAS NOT A

FREUDIAN

BUDDHA WAS NO BUDDHIST

PEER-TO-PEER COACHING & COUNSELING TOOLKITS

PEERS CAN SELF-SUPPORT EACH OTHER TO BE CREATIVE &

INNOVATIVE LEADERS

WE ARE ALL WISE

EVERYONE HAS CAPACITY TO HEAL & LEAD OTHERS - THEY

JUST NEED THE TOOLS (WHICH WE DON’T WANT TO OWN OR

PROTECT)

WECREATE TOOLKIT

THE PROPOSITION


GOVERNING MINDSET

MYTHS & CONVENTIONS

AFFORD

ABILITY

ACCESSIBILITY

IMPAC

T

ELEMENTS OF THE VALUE PROPOSITION

OPTIMAL

PROFESSIO

NALISM

CULTURE C

HANGE

AFFORD

ABILITY

ACCESSIBILITY

IMPAC

T

OPTIMAL

INTENSIVE TRAINING

COACHING / THERAPY


PROFESSIO

NALISM

CULTURE C

HANGE

AFFORD

ABILITY

ACCESSIBILITY

IMPAC

T

OPTIMAL

INTENSIVE TRAINING

WECREATE

COACHING / THERAPY


PROFESSIO

NALISM

CULTURE C

HANGE

AFFORD

ABILITY

ACCESSIBILITY

IMPAC

T

PROFESSIO

NALISM

CULTURE C

HANGE

OPTIMAL

INTENSIVE TRAINING

WECREATE

COACHING / THERAPY


What are all the solutions that offer value for this kind of problem?

What are the core features valued by the user (functional, emotional, cultural)?

What are the weak points of the offer? What is not delivered that users value?

What solutions do users create themselves?

NOW PLOT ON THE MAP

122

PLOTTING THE GRAPH

NOW ADD:

Usability / Sexiness

Accessibility

(Sustainability if funded)

123

PLOTTING THE GRAPH

OPTIMAL

VALUE

Where is there space on the graph?

What is it assumed that most users currently value that new or future users may not?

What features are getting in the way of accessibility, usability or sustainability?

What might you deliver less of so that you could accessibility, usability or sustainability?

How could you involve users in delivering or all some of the value?


TOWARDS A RADICAL REINVENTION CONCEPT

© 2001-2010 WWW.WECREATE.CC

What is the problem (in human terms)?

What is the key disruptive opportunity? Ensure you state the opportunity for you, for your collaborators, for your community.

What are the myths or conventions in the space?

What is the disruptive insight or truth?

What is the strategy to bring this to life?

What are the assumptions the underlie the key interactions and business models in the system?

How could vested interests become collaborators in creating positive transformation?

What are the sweet spots in the system that could be targeted to effect this change?

How could you increase accessibility, usability or sustainability of the subject?

What would you have to deliver less of to make this work?

What are the disruptive opportunities in the system?

What are the disruptive opportunities in the subjects?

What are the disruptive opportunities in the space?

How could users deliver some or all of the value?



1. ‘Juicy’, self-expanding - inspiring vision

2. Coherent, elegant - internal logic

3. Lithe, sculpted - bold with nothing superfluous

4. Rewarding - clear benefits for all stakeholders

5. Insightful, authentic - based in reality

6. Pragmatic, graspable - actionable

7. Clear narrative - engaging hearts and minds

7 CRITERIA FOR A POWERFUL CONCEPT

✓

COLLECTIVE CREATIVITY & FLOW

www.wecreate.cc

DOMINATION

www.wecreate.cc

DISSIPATION

www.wecreate.cc

DISINTEGRATION

www.wecreate.cc

133

BACTERIA COLLABORATE BETTER THAN

HUMANS

BACTERIA CONVERSE IN A COMPLEX CHEMICAL LANGUAGE, IF THE THRONG IS SUFFICIENTLY LARGE AND LIKE-MINDED — IF THERE IS A QUORUM — THEY ACT. TINY BACTERIAL CELLS CAN BAND TOGETHER AND PERFORM THE WORK OF GIANTS. THEY CAN COMPOST AN ELEPHANT, FERTILIZE AN OAK FOREST OR LIGHT UP THE OCEANS IN THE EERIE TEAL GLOW OF BIOLUMINESCENCE.

ENGAGEMENT IN AN ACTIVITY WHERE TIME, SPACE (&

SOMETIMES ONESELF) DISAPPEAR

FLOW

www.wecreate.cc

JUDGEMENT

FEAR

STRESS

DEFENSE

OFFENSE WASTED CREATIVITY

BARRIERS TO COLLECTIVE FLOW

‘SEDIMENT’ BLOCKS COLLECTIVE CREATIVITY

DRIVERS OF FLOW

CLEAR PURPOSECHALLENGING BUT DOABLE TASKSELF-RELIANCEWE FOCUSINNER MOTIVATIONSENSE OF EQUALITYCREATIVE COMMUNICATIONOWNERSHIP

OWN YOU OWN PROBLEMS IF YOU WANT TO OWN YOUR OWN FUTURE

DISCUSSION = DIFFERENT PEOPLE TALKING ABOUT THEIR

OPINIONS HOPING OTHERS WILL JOIN THEM

DIALOGUE = PEOPLE BUILDING ON EACH OTHER’S IDEAS TO

REACH NEW LEVELS OF INSIGHT & INNOVATION

HOW CAN I BEST SERVE WHAT’S SEEKING TO

EMERGE?

BREAKTHROUGH QUESTION

BUILDING OPEN INNOVATION CULTURES

143

RARELY ABOUT ‘BEST’ IDEAS

OR PROCESSES, STAR HIRES, R&D SPEND,

INCENTIVE STRUCTURES...

ABOUT THE BEST CULTURES

1989

2009

[APPLE’S] BEST FEAT MAY BE THE CULTURE THAT HELPS GENERATE SO MANY FOLKS WHO’VE GONE ON TO CREATE GREAT PRODUCTS

ELSEWHERE

BUSINESS WEEK

WHAT IS ORGANISATIONAL CULTURE?

WHAT IS YOUR INNOVATION CULTURE?

CREATIVITY

CHARISMA

CONNECTIVITY

COMMITMENT

CREATIVITYIDEAS

CURIOSITY

EXPLORATION

REFRAMING

SEEING BEYOND

INTUITION

CHILDLIKE

LISTENING

RESPONSIVE

EMPATHIC

NURTURING

EMOTIONALLY

SMART

CAN DO

URGENT

UNSTOPPABLE

CONFIDENT

RELENTLESS

OPTIMISTIC

SINGLE-MINDED

INSPIRING

LEADING

CHARMING

VISIONARY

EMPOWERING

INTEGRATIVE

CULTURES RESIST TOP DOWN CHANGE

7 WAYS TO BUILD AN OPEN INNOVATION CULTURE

1. FOCUS ON FOSTERING A VIRAL OPEN INNOVATION CULTURE ONE MIND AND TEAM AT A TIME

2. INSTITUTIONALIZE OPEN INNOVATION H A B I T S U S I N G ‘HEURISTICS’

3 . D E F I N E W H AT INNOVATION LOOKS (AND FEELS) LIKE FOR YOU USING THE POWER OF CHECKLISTS

4. BUILD & HARNESS AN I NNOVAT ION-READY INSIGHT BANK

How does it work? Where? With who?

What is the breakthrough in the user experience or value proposition?

What is the innovation? (include website / images)

© 2001-2010 WWW.WECREATE.CC

What is the breakthrough in the system, business model or delivery model?

How would we improve it?

Why / where might it be inspiring for us?

What is the breakthrough in the space, process or way of working?


5. GIVE MAVERICKS & T H E I R N E T W O R K S PERMISSION / TIME

6 . R E W A R D I N N E R MOTIVATION

7. GIVE INNOVATION A CLEARLY SANCTIONED SPACE AND BRING IT TO LIFE WITHIN IT

1. Do you know your purpose? What are the problems you want to solve?

6. Can you trust your intuition and the network to deliver?

2. How can you think the unthinkable and shape the future

4. Which collaborators and communities can you engage which inspire, teach and support?

5. What are the win win wins for all involved?

7. How are you focusing on honing your collaboration IQ?

3. Are you co-designing with real people, in real worlds

www.wecreate.cc

EVERY COLLABORATION HELPS YOU GROW.

BRIAN ENO

NICKJANKEL.COM

ULTIMATETRIP.TV

WECREATE.CC

Transformational travel

Monthly nuggets. Leadership, innovation & collaboration training, coaching & toolkit

Book, blog, downloads etc.

March Next Accelerator

oia march 11

Technology