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UHY Advisors - Sparking Creativity and Fostering Innovation

by Chris Osborn on May 26, 2010

936 views

This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.

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This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.

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Greeting

According to Judy Estrin, author of Closing the Innovation Gap, “The failure to innovate is more damaging to an organization’s long-term vitality than a failure of innovation.”
Abbott Laboratories - $71.6 billion market cap - flat since book.
Circuit City - liquidation
Fannie Mae - mmmm if you bought this stock when book was publish - lost 80%
Gillette - gone - now part of Procter & Gamble
Kimberly-Clark - $24.8 billion market cap - down to flat since 2001
Kroger - 2nd largest retail grocer - losing market share and leaving markets
Nucor - $13.13 billion market cap & under pressure - now posting large losses but better than others
Phillip-Morris - Bought by Altria in 2007 - no longer on S&P 500, profits and performance in steady decline
Pitney Bowes - $4.53 billion market cap (1973-1988 study) May 24, 2010 - At Pitney Bowes, Constant Reinvention
Walgreens - #1
Wells Fargo - financially stable

As a group - showing sharper decline than broader market.

QUIT looking backwards! Look ahead.
From IBM’s international conference on Innovation held in Italy in 2006.
Do we accept the proposition that the organizations that are most prepared to innovate have the best chance of success in this economic environment? Are you willing to take that one step farther? Organizations - in order to survive - must learn to be innovative.
Don't be trapped by dogma-which is living with the results of other people's thinking. Steve Jobs commencement address address to Stanford University in 2005.
The "we're on the face of the earth to make great products" Apple chief operating officer Tim Cook during a 2009 earnings conference call. The success magazine.com May 19, 2010.
The "we're on the face of the earth to make great products" Apple chief operating officer Tim Cook during a 2009 earnings conference call. The success magazine.com May 19, 2010.
Hard to top Albert Einstein for statements about creativity. Here’s a man who failed mathematics classes as a student. So how did he make the impact he did upon all of us?

In a word - curiosity. His innate curiosity about how the world around him worked led him to develop novel and creative explanations for what he observed.
The top competency sought by CEO’s in leaders today - creativity. From a Bloomberg Business week survey, May 18, 2010
Hard to top Albert Einstein for statements about creativity. Here’s a man who failed mathematics classes as a student. So how did he make the impact he did upon all of us?

In a word - curiosity. His innate curiosity about how the world around him worked led him to develop novel and creative explanations for what he observed.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
If we define creativity as the discovery of a new idea or connection, it’s something we all do everyday in a variety of ways. Every time we speak, we are making new connections between our observations and our expression. Now - admittedly, some of us are more creative than others, but each of us has some capacity for creativity. Some people (and by extension, some organizations) seem more predisposed to be creative than others. So - in the end, this is really all about people.
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.

2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.

Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.

So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.

3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.

This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.

2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.

Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.

So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.

3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.

This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
1. The seeds of creative thinking include bleeding and creativity being curious and discovering new connections was the creative ideas and identify there must be developed into a strategic idea so they can bring value to the organization into the marketplace.

2. The seeds of strategic thinking include seeing the big picture understanding the present but looking to the future and doing the extraordinary.

Now how’s this for a tired and worn out “buzz” term? But as tired as it is, strategic thinking is important. The problem is there is so much static, poor writing and poor training on the subject the concept has gotten a bad rap - in some cases deservedly so based upon some of the truly awful training session or strategic planning sessions I’ve observed. Most of the the issues with the concept stem from the fact that too much work in the area is too theoretical and can’t be effectively applied to the situations most of us actually face in our organizations.

So - let me offer a more practical way of viewing the concept. Strategic thinking is about linking creativity with value. Think of the “dot com” frenzy of the 1990’s. There was a lot of creativity out there, but very few organizations effectively linked creative concepts to real value.

3. The seeds of transformational thinking involve the human side of innovation and include seeking greater awareness in dealing with the resistance to change, building the collaborative networks needed support needed to support new ideas, developing courage and igniting passion, and, above all, taking action.

This is a term some of us may not have heard very often. Let’s make this practical. Transformational thinking requires us to recognize two important sides to true organization-based innovation. There is the business and operational side, and there is the organizational environment. In other words, we need to link the creative and innovative process to the HUMAN culture that fosters creativity BEFORE innovative ideas can be implemented. After all - if we can’t implement, what’s the point?
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
That brings us to this definition of innovation. Innovation is the profitable implementation of strategic creativity. If we accept this as a working definition, we can remove some of the mysticism and fuzziness that can accompany the concept. As you can see, innovation - if you approach it this way - has a definite bottom-line oriented outcome as its goal or objective.
There are three fundamental types of innovation - efficiency, evolutionary and revolutionary or disruptive. Innovator’s Dilemma, Clayton Christensen (read excerpt). (Explain differences.)

So let’s talk about a few things innovation is not:
technology
sector specific (telecommunications, etc.)
only for R&D
for special teams
creative playrooms
one-off event
just creativity training
just applicable to new products

Innovation CAN be: process improvement, new event, event planning, etc.
Flip sides of the same coin. But these are important questions.
Three ways innovation finds it way into organizations.
Three ways innovation finds it way into organizations.
Three ways innovation finds it way into organizations.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:

1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?

Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141

In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.

An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.

So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:

1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?

Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141

In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.

An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.

So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:

1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?

Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141

In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.

An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.

So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:

1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?

Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141

In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.

An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.

So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
We could just as easily title this slide “Characteristics of Innovative People.” Whether it’s at the organizational level or individual level, innovation does not occur unless:

1. People are open to new things. Remember that one of the ingredients needed to spark creativity was diverse stimuli? Well - this can mean a wide variety of things, from reading books, seeing films, exploring museums, meeting new people, reading reports from different departments, looking at the competition, etc. What do you do to simulate your mind?
2. We can add taking calculated risks to this one. Innovation is frequently more about failure than success. So? Remember that quote from Closing the Innovation Gap - ”The failure to innovate is far more devastating than the failure of innovation.” People and organizations that are decisive, move quickly, take calculated risks and look ahead are - in general - going to be more innovative and ultimately, more successful.
3. Collaborative culture Give every employee a stake in the innovative process. Idea “banks” can be created. Suggestions boxes, etc. can be used. Be - well - creative!
4. Ultimately it does come down to our people. As an individual, you can ask yourself, “Am I keeping my curiosity about the world alive?” As organizations, are we hiring and retaining curious, engaged and interested people?

Top 10 characteristics of innovative organizations one think Rich all employees, partners, and suppliers to take an active role in innovation. To they welcome new ideas and new approaches. Three to look to the future to anticipate a customer's future needs. For they redefine the rules of the game and challenge complacent competitors. Five they empower their customers with information and more control over the purchasing process. Six they embrace new technology distinction strengthen their competitive advantage. Seven they employ internal processes that support innovation. Eight they allocate resources to find, develop, and implement new ideas. The reward innovative efforts can they move quickly.
The seeds of innovation page 141

In a 2005 study called, “Surveying Organizational Creativity,” Wayne Morris reports on the findings by saying, broadly speaking, organizations can encourage creativity and foster creative environments by providing: time, open communications and sharing of information, having competent and motivated staff, having clear organizational goals understood by all, and creative or charismatic leadership. These were the top 5 factors business managers in the survey identified as enhancing or facilitating organizational creativity.

An interesting element here is the quality of staff. According to Peter Drucker, Innovation MUST be a core competency for successful organizations. If true, that means PEOPLE who can innovate are crucial to future success. Anyone disagree with that? It does make sense. Seven months ago, what was the economic landscape like? Will we see more or less change going forward? If change is the one constant, won’t the best and most successful organizations prepare their culture and locate the talent necessary to move towards the future? So - if innovation is a critical core competency for organizations, organizations need people who posses the core competencies that will allow them to innovate.

So - again - what can we do on a day-to-day basis. Obviously, make sure we have the right people around us, but - be ready to try new things, forget about the “right” or tried and true way of doing things, and let go! Chaos can be very liberating - to a point. But don’t worry about controlling everything. People need space, room and time to be innovative and creative. But most importantly, you need people who are curious and not afraid to question things.
He's Mark Zuckerberg's coach, Bill Gates' editor, Bono's business partner, and an owner of Forbes.

Portfolio.com - Rock Stars of Tech
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.

(Tell Post-It story.)
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.

(Tell Post-It story.)
But even before creative solutions can be developed, you MUST have a great question. Here’s a great illustration of HOW the question being addressed impacts the answer.

(Tell Post-It story.)
This is my favorite quote on the subject of innovation. Edison is telling us something extremely important. Creativity and innovation is more about failure than success. But - do we remember any of the ways Edison found to NOT make a light bulb? No - we remember the great idea.
As we said before - innovation always starts with good questions.

As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
As we said before - innovation always starts with good questions.

As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
As we said before - innovation always starts with good questions.

As you brainstorm to set the stage for innovation, break an issue down into its smallest bit - or lowest common denominators. Ask “why” until you can’t ask anymore.
After you’ve gotten through the “why” questions, now frame a challenge to address one of the elements, pieces or fundamental parts of a problem.

Phrase the discussion to generate ideas as “how might we . . . .”

Keep the challenges simple, direct and unambiguous. Also, don’t add qualifiers at this stage. The prupose of this type of conversation is simply get ideas out there!
Not every idea will be a good one. So? You need to develop lots of ideas in order to find one or two that can really work.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
A change in perspective can frequently yield amazing results as you develop ideas or examine issues and problems. It’s one of the great reasons the best brainstorming groups are built from a wide variety teams, disciplines, ages, etc. Sometimes the worst people to try and develop creative ideas about something are the very people who’ve been dealing with the issue. There really is substantial value in diversity of points of view.
Since we’re in Paris, let’s look at another immediately recognizable image of that remarkable city - the Eiffel Tower.

Each image evokes something quite different, yet each image is centered on exactly the same thing.

So you can see how changing the way you look at something can truly give you new or alternative ways to view it. Same thing applies to problems or challenges.
Since we’re in Paris, let’s look at another immediately recognizable image of that remarkable city - the Eiffel Tower.

Each image evokes something quite different, yet each image is centered on exactly the same thing.

So you can see how changing the way you look at something can truly give you new or alternative ways to view it. Same thing applies to problems or challenges.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Here are some core characteristics or competencies of innovative people.
Four things WE can do as professionals to foster our own sense of creativity and innovation.

Also - get a coach and find a reverse mentor
Tel IBM story and how collaboration through world wide social media is driving innovation at the grass roots level of the company.
This is one my of favorite quotes. Knowledge can be acquired. It is something we pick up and remember. It informs us and is important. But what we DO with knowledge is far more important, and we need imaginations to apply knowledge in new and interesting ways.
Wrap up.

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nlshultz 8 months ago