Designing for Co-Creation: 7 Principles & 7 Triggers of an (Open) Innovation Culture


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Developing a culture of innovation, especially of radical innovation, is extremely challenging - perhaps nothing could be more challenging for an organisation, particularly those entrenched in conventional, risk-averse and hierarchical management practices. What is more, the usual costs associated with such a wholesale change management process are prohibitively high in this economy and risk alienating staff. But there is another way...

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Designing for Co-Creation: 7 Principles & 7 Triggers of an (Open) Innovation Culture

  1. 1. Designing for Co-Creation 7 Principles, 7 TRIGGERS and 7 Drivers for Building an (Open) Innovation Culturea wecreate innovation paper©2011 wecreate
  2. 2. Creativity can solve almost any problem. The creative act, the defeat of habit by originality, overcomeseverything.George LouisGreat discoveries and improvements invariably involve the co-operation of many minds.Alexander Graham BellIn the long history of humankind (and animal kind, too) those who learned to collaborate andimprovise most effectively have prevailed.Charles Darwin
  3. 3. The Context for Co-Creation DesignWe are entering a new age – an age of mass collaboration and unprecedented co-creativity. It isan age where no one organisation can solve all the problems we face; a world where ever-dwindling budgets force us to do more with less; and an era where we are being asked – perhapseven demanded - to develop new ways of thinking and doing that tap into our collectivepotential to create change. The only way to achieve anything of ambition and importance today -and relish rather than regret the experience in the process - is to embrace and cultivate the mostimportant skill of the 21st Century: Co-creation. Ie Collaborative innovation. Yet nothing couldbe harder for a species grown so fond of me, mine and more; and for organizations that areaddicted to ‘command and control’ management in an attempt to mitigate the assumed self-interest and incompetence of the workers.Collaborative behaviours - including co-operation (easing or aiding the achievement of someoneelse’s plans), collaboration per se (working together towards a common goal) and co-creation(developing a new idea together in real-time with others) - are nothing new. Since the dawn oflife itself, groups - whether bacteria, bees or chimpanzees - have been working to achieve theirgoals faster, better and cheaper together. In fact, microbes currently collaborate better than wedo! But with the advent of both digital technology and the connected culture that has co-evolvedwith it, our ability to interact, share and create with the people around us has never been easier.This could not have happened at a better time. For the business, economic, political, financial,social and ecological crises we face as individuals and communities cannot be solved by oneperson, group, government or corporation acting alone. We must work together. Now.Collaborative technologies (the web, web 2.0, tweets, iphone apps etc.) promise us individualand social riches far beyond the dreams of the revolutionaries who upended the world in theirsearch for freedom, truth and justice. For with them, and for the first time in history, we are allbeing offered an way to contribute to the co-creation of a society that works for the majority.Billions could at last be mobilized to pursue their own route to happiness, as well as co-createcollective social justice and a safe and healthy planet for our descendants. This is trueparticipation, true democracy - the collaborative creation of a world, and a global system, that
  4. 4. works for the majority of its constituents. This is within our grasp, realistically, for the first timeever.But there is a major problem. We have been schooled to be competitive, self-absorbed andfollow precedent as opposed to innovate. Organizations have been structured to be hierarchicaland control both people and their ideas. Governments have been designed to dictate rules andregulations to a mute and muted mass. We are rewarded for individual achievement right fromour first gold star at kindergarten to the dizzying heights of the Nobel Prize, which ignores theinformal networks and shared intelligence that create virtually all creative excellence. Fewrealize that at its heart, all creativity is a form of collaboration, even if we are technically alonewhen we do it!The net result of all this individualism is a panoply of failing businesses, business models,societies and personal lives. Old-fashioned institutions such as General Motor are crumbling inthe face of new business models from far more collaborative, innovative and open firms.Governments are failing to deliver better services even as more are in need of them asemployment opportunities drop and tax revenues with them. And more profoundly, researchshows us that when community ties are weak people within them suffer from more heartattacks, ulcers, depression and low achievement. Our happiness levels plummet as we becomemore atomized.The good news is that all of our problems are in the mind, not in our genes. Startling newevidence from animal and infant behaviour studies, as well as the latest neuroscience, showsthat we do not have to overcome a mythically selfish gene. Nor are we born to follow the rulesand crush our own innovativeness and creativity. In fact, we are hard-wired to be co-operativeand creative. In fact, our ability to innovate together - tools, habitats, civilizations - is what hasdefined our success as a species. So if science has proven we are instinctually co-operative andgenetically innovative - then the only things stopping us from being so again are ourassumptions and habits. That means it’s all in our minds. And thankfully - with retraining,coaching and contextual systems designed to encourage us - these can be changed relativelyquickly. If we don’t make the transformation our organizations are at risk of failure. For theevolutionary Law of Requisite Variety tells us that an organism (or organization) must match thecomplexity of its environment if it wants to survive, let alone thrive. Without the shift in how
  5. 5. each one of us thinks, and how our organizations operate, we are likely to miss out on thepromises that the networked world offer us all.The wikis and wifis, tweets and crowd-sourcing tales that are springing up all over the planet areinviting us, urging us, to make this shift to ‘think digital’ now. The well-documented rewards ofoutcomes derived from social networks and open innovation tell us that fortune follows the boldleaders who redesign their organizations to open up and support innovation within and betweentheir silos. The technology can only take us so far. Unless we catch up psychologically andphilosophically with what our technology makes possible, we will fail to seize this once-in-a-generation opportunity to co-create organizations and communities that are based uponinterconnection and interdependence, not power and exploitation.Historians and archaeologists tell us that there are absolutely no precedents in history for thiscollaborative stage of our social evolution. There are no lessons from the past about how tomanage a global water shortage; how to provide 1 billion Chinese with healthcare; how to shift aglobal financial system towards responsibility; or how to repeatedly orchestrate double-digitgrowth within an enterprise structured in a panoply of silos and fiefdoms grappling with ever-more connected consumers and citizens. So we must invent new ways to innovatecollaboratively and effectively if we want to flourish.For those that rise to this challenge, co-creativity - whether online or offline, in organizations orbetween them – will provide them with the greatest, most powerful opportunity to develop theircapacity to thrive no matter what the world, the geopolitical reality and the markets throw atthem. As we enter this new era we must realize that the only way to achieve our boldest ideasand our deepest aspirations is to work with others, as equals, as co-creators in environmentswhere innovation is valued and collaboration rewarded.
  6. 6. Designing for Co-CreationA landmark report from The Judge Institute at Cambridge University, published in the Journalof Marketing, has finally proved something of unprecedented importance to all chief executivesand innovation professionals. Innovation success is not driven by innovation process, star hires,R&D spend, budget or even the country in which the organizations is based. In the study of 800firms across 17 countries, company culture was the single greatest determinant of profitableinnovation. Yet developing a culture of innovation, especially of collaborative innovation, isextremely challenging - perhaps nothing could be more challenging for an organization,particularly those entrenched in conventional, risk-averse and hierarchical managementpractices. What is more, the usual costs associated with such a wholesale change managementprocess are prohibitively high in this economy and risk alienating staff.But for those that commit to creating a co-creative culture, the rewards are rich indeed. Havingan innovation culture is perhaps the greatest asset a company such as Apple or Pixar has. Itprovides them with a unique, defensible and sustainable capability to overcome marketchallenges whist concurrently shaping the market to fit their own ideas and vision. We believecreating not just an innovation culture but an open, collaborative innovation culture is the pre-eminent business challenge of this century. Given the evolutionary Law of Requisite Variety(organisms that thrive best are those that most closely match the qualities and features of theirenvironment), it is clear that organisations that match the increasingly open and networkedculture of our emerging society will be best placed to capitalize on the vital role distributedcreativity (I.e. the wisdom of the crowd) can play in creating profitable innovation. The era ofGM stye hierarchies is coming to a close. The future belongs to those who innovate, and do socollaboratively.
  7. 7. 7 Design Principles for Co-Creation & Open Innovation1) INTENTIONALLY DESIGN FOR OPEN INNOVATIONBusinesses that dont fully embrace open innovation risk becoming redundant in the face ofchanging stakeholder priorities and customer expectations; and the loss of opportunities forgrowth that come when people interact, share ideas and co-develop innovations that could nothave occurred within silos. Open Innovation is a powerful way to gain sustained competitiveadvantage by innovating for growth better, faster and cheaper together with people andorganizations outside. However, where it occurs it tends to do so only within specific projectteams; thus its enormous potential to transform and drive the organization forward in an age ofcollaboration is limited. It must become business as usual. So focus on designing a culture -from the board on down (or rather, from individual teams on up) that intentionally promotescollaboration and innovation between silos and the outside world at all times.2) STOP MANAGING AND START CURATING DISTRIBUTED CREATIVITYLasting competitive advantage comes from harnessing distributed creativity inside and outsideof the organisation as a matter of course. Innovation no longer comes from a small group ofinnovators in traditional R&D depts. And such creative thinkers - within or without - tend not torespond best to being traditionally ‘managed’. Consider shifting the role of senior managementaway from ‘command and control’ towards purposeful ‘curation’, akin to that perfected by agreat gallery owner or museum curator. Convene open innovation sessions focused on co-exploring and then co-exploiting opportunities; bring together different types of thinkers anddoers; actively host their networks; enable their networking interactions. This is afundamentally distinct role for traditional management. We must move away from a focus onimproving performance and productivity. This demands an inflection point in leadership styleand substance.
  8. 8. 3) RAISE THE COLLABORATION IQ AND INNOVATION INTUITION OF THE TEAMAll innovation and value creation is (still) primarily about people. No matter how complexcollaborative technologies (like social media) get, if people are not being creative andcollaborative then majority of this growth potential is wasted. However research on motivationshows us that hierarchical management techniques (such as KPIs and bonuses) actively dis-incentivize the kind of creativity and collaboration behaviors we are looking to encourage.Instead we should focus on raising the collaborative attitudes and co-creative behaviors of theteam. We call this Collaboration IQ. We also want to boost the capacity of leaders andinnovators to be able to sense the likely value of an insight and the probable success of an idea.This capacity, that we call Innovation Intuition, is dependent on innovators spending a lot oftheir time understanding human behavior and studying how people - citizens and consumers -use, value and talk about their innovations in the real world. A vital part of culture change is toradically increase the CIQ and Innovation Intuition of project teams and the organization as awhole. Without focusing on people - and their very real motives, fears and habits - mostinvestment in this kind of change is redundant. If we are not prepared to embrace themarvelously messy, deeply ambiguous yet infinitely powerful psyches of real people, do we reallyhave a right to ask of them to take risks and create and collaborate more?4) PIGGYBACK ON THE EXISTING CULTUREA powerful culture already exists in any organization, whether designed or not. With this cultureare motivational biases, narrative tropes, cultural proclivities, process heuristics andorganizational affordances (existing artifacts or processes in the organization which tendtowards certain behaviors, just as a door handle ‘affords’ us the ability to turn it). These can befought or they can be leveraged. Most organizations designed for hierarchy generate a culturethat creates costly resistance to Open Innovation (and collaboration / co-creativity in general).But there will, by nature of people being people, also exist a set of explicit and implicit driversfor collaboration and collaborative innovation that can (and we believe must) be harnessedwhen designing and embedding an ideal innovation culture. To find them in your organizationwe suggest using observational (or ethnographic) research and Appreciative Inquiry. With theseapproaches you can detail how your teams do and think; and what real and perceived obstacles
  9. 9. exist for innovation and collaboration. Once collated, existing drivers can be analyzed and thecurrent culture can be understood prior to all change activities. Nothing produces stronger andfaster resistance than people not feeling heard, understood and appreciated. Meeting peoplewhere they are at, appreciating where they are at, seeing where they are at can transcend this.5) ORCHESTRATE A SUITE OF APPARENTLY SIMPLE INTERVENTIONS THAT LEAD TO A CO-CREATIVESYMPHONYTo make transformation happen fastest, we suggest that interventions be simple (but notsimplistic). As Buckminster Fuller said, small interventions - put into motion in specific sweetspots in the system - can create massive change. He called these ‘trim-tabs’ (after the tiny part ofa rudder that can alter the course of the largest tankers). We call them TRIGGERS, and wesuggest 7 of them below. Small but powerful changes can be designed to transform - whenimplemented strategically over time - ‘business as usual’ into ‘collaborative innovation as usual’.Ultimately the goal is to design the best contexts likely to lead to sustained collaborativeinnovation, orchestrating a symphony of existing TRIGGERS that leverage deep insight into thecurrent culture of the organization and its people. Such TRIGGERS become a suite of small,micro-interventions that build the right culture one meeting and project document at a time,piggybacking on the existing affordances and heuristics within the system.6) FOCUS ON THE GRASSROOTS, WHERE CULTURE LIVES & DIESCo-creation culture is best achieved (and perhaps only every sustainably achieved) when led bythe top but generated day-to-day by the grassroots. Top down hierarchical initiatives designedto ‘make’ an organization innovative are expensive and far from certain to work, especially inchallenging times when entrenchment is common and ‘change fatigue’ an issue. It is also ratherironic to dictate that people must be innovative and collaborative - two behaviors that areintrinsically non-hierarchical. Staff naturally like to resist programs invented by consultants andimplemented by management directive that do not ‘fit’ the reality of working life and thecharacter of the organizations. Whilst one needs definitive innovation leadership and
  10. 10. commitment at the top, it it usually fastest, more efficient and more effective to create aninnovation and collaboration culture at the grassroots, one team and mind at a time.To avoid the tendency to resist change - and crucially to live by the tenets of collaborativeinnovation oneself (thus implementing the change program from its conception) - it is best todesign the change program with and for the crowd. Thus we can spread a new way of innovatingthat works with, not against, the existing culture and individual proclivities - without a plethoraof top-down directives that irritate and confuse employees. Communities of practice carryingout ‘action research’ - projects that prototype the culture change and are analyzed for learningsby a core team of the passionate - work well.7) TRANSITION TOWARDS SELF-ORGANISATIONThe entire foundations of 20th Century management and the organizational design that hasaccompanied it has been to improve the performance of people (and business units) andminimize risk and revolution (or dissent). This has been done through ‘command and control’,modeled on the military culture of European civilization. This form of management waspremised on the Hobbesian belief in humankind being capricious, selfish and in some waysstupid. In this view of the world, we need managers to help us think smarter and control our‘animal spirits’ that cause us to act in ways that damage the State / company. But as we developour teams’ Collaboration IQ, and with it their sense of personal responsibility and creativepossibility, we can start to trust them to make fit-for-purpose decisions away from the centre, incontext. Complexity science tells us that this kind of distributed innovation - called self-organization - leads to extremely efficient organs and organisms. The natural world could not beas wonderful without it. We suggest leaders begin to explore the power of ‘self-organization’ asan organizing principle; and study how it can be extraordinarily effective at finding and scalingdesirable ideas into well-executed innovations. What would it be like if your teams were self-organizing around everyday improvements and radical innovations as a matter of course?
  11. 11. 7 Co-Creation TRIGGERSBelow are 7 specific, smart and cost-effective TRIGGERS with which to engineer a collaborativeinnovation culture that won’t break the bank and are aimed to generate minimal resistance(assuming they are designed around real-world human interactions, experiences andaffordances in your organization). This design process is ideally done within a ‘community ofpractice’ made up of various members of the team from across the organization in a transparentand co-creative manner. Using action-learning (developing prototypes, testing them out,learning and iterating) we can rapidly increase the capacity of the organization to self-generate apositive feedback loop of culture-changing TRIGGERS.1. SUBTLY REDESIGN MEETINGS, PRO-FORMAS & PROPOSAL DOCUMENTSA lot of business is ‘done’ within meetings and project documents. By making small but strategicchanges in the way meetings are run, projects signed-off, people appraised etc one can generatean innovation culture. For example, when people rubbish or critique an idea at any time in ameeting, one can ensure that any team member has the right to challenge them to think of twogood reasons why the idea is good (and there are always two good reasons for any idea, nomatter what). Or you might ask everyone in the company to start every meeting by sharing onething they appreciate about their colleagues or the organizations that week (leveraging thepower of Appreciative Inquiry). This seemingly small shift in behavior can over time buildtrusted relationships (vital for effective collaboration), drive more energetic meetings and aboveall open up people to build on existing strengths. The same goes for project documents. Byadding a few additional boxes or questions, you can ensure the team focuses on specific factorsthat they do not usually consider. An example is to add at the bottom of an innovation proposala question such as: “Who amongst the wider team, suppliers or partners might be excited toknow about this project and contribute towards it?”2. INSTITUTIONALIZE INNOVATION & COLLABORATION HABITS USING ‘HEURISTICS’
  12. 12. Innovation is not a ‘thing’. It is a set of behaviors and habits, driven by a governing mindset (seebelow for killers and drivers of innovation). This is what a company culture is. Apple’s “best featmay be the culture that helps generate so many folks who’ve gone on to create great productselsewhere” (Business Week). As well as coaching and training, we suggest designing andinstilling a set of heuristics (or ‘rules of thumb’) which the organization uses semi-religiouslyand becomes ‘the way things are done here’. E.g ‘Always look for the win win win.’ or ‘Fail fast,fail cheap and only fail once’ or ‘Do things nobody else will do’. New behaviors can be designedaround a heuristic. Imagine one is: ‘Never stop questioning the way we do things’. New recruitscan be invited as a matter of policy to present to the team / management the 3 top things theywould change about the organization, the company or its products, in the first few months afterjoining (when their critical capacities and lack of group think are keenest). These small changesensure new habits are built in the everyday moments when culture is created and maintained.3. DEFINE WHAT INNOVATION FEELS LIKE FOR YOU - AND ENSURE IT OCCURS USING THE POWER OFCHECKLISTSChecklists have been proven to be extremely powerful in helping even the most talented andeducated professionals (such as surgeons at Johns Hopkins Hospital) radically improve theirresults. With innovation, it is vital that you gain consensus on what great innovation looks andfeels like for your brand or organization and then design a checklist to help team membersdeliver it each and every time. This means knowing what the ‘minimal viable’ value add is. Toensure optimal iteration of all ideas as far as they can be pushed we use such checklists, whichare designed around organizational values, business practices and goals. They can be put oncredit card sized aides, desk ‘gubbins’ or within forms on and off line.4. CONTRIBUTE TO, AND LEVERAGE, AN INNOVATION-READY IDEAS BANKAll creativity relies on making new connections within and without the space. Innovators tend toread broad, learn from seemingly unrelated products, services and models, and are constantlytaking down notes and ideas. One way to maximize the potential of your collective creativity is toask your team to put interesting ideas and models they see in magazine, case studies and in the
  13. 13. everyday environment into a 1-page template that extracts the ‘clever’ bits - the breakthroughswhether in user experience, value proposition, delivery model or process. These can bepresented at weekly or monthly stimulation sessions, like distilling a TED talk down into 1 slide.Consider asking the team to blog - taking turns - on these ideas. And inviting people fromoutside the organization to regular ‘innovation breakfasts’ (or drinks of course). Ideally anefficient system can be managed lightly, with little effort, that attracts thinkers and new ideas,which can then be extracted, put into the Ideas Bank and then shared by blog (and tweet) withthe wider team.5. GIVE MAVERICKS & THEIR NETWORKS PERMISSION TO INVENT THE FUTURELack of ideas is never the problem. Most of the winning ideas already live within your teams,partners, customers / users and networks. The trick is to harness them within impactful and / orprofitable innovation. Mavericks within the team (and outside the organization) have moreideas and passion than most. But often they are sidetracked, ostracized or ignored. Clusteredaround them are often the other kinds of people needed to generate successful innovation -commercializers and those great at implementation. Centralized R&D / innovation preventsdistributed innovators from prototyping, testing and iterating at the rapid pace they can work atwhen not managed centrally. Find and honor your mavericks, bring them into the fold, and givethem permission - and ideally space / time / budget / credibility - to turn their ideas intoinnovations. Research shows that diverse teams are often better than crack teams at solvingcomplex problems so ensure that the team is made up of people that don’t have the sameperspectives. Encourage team members to understand the vital importance of their ownpersonal and professional networks in their innovation capacity - and give them time and spaceto nurture their strong and weak ties inside and out (including online and in social media).Banning Facebook may not make your organization more competitive.6. INCENTIVIZE INNER MOTIVATION AS MUCH AS LEVERAGING FINANCIAL OR PROFESSIONAL REWARDIf you want people to shift to be more creative and inventive, show them the benefits of beinginnovative rather than forcing them, demanding them or cajoling them. Being innovative is a
  14. 14. fundamental competitive advantage to any professional and also has many positive benefitswithin our personal lives. It allows us all to solve our own, and our organizations, problems nomatter what life throws at us. More than anything, innovators tend to experience thepsychological phenomenon of ‘flow’ far more often than others because they are so engaged.Inspire your teams to explore their potential as innovators and creative leaders for their ownbenefit rather than for fame or fortune.Recent research has shown that human beings are highly motivated by the excitement andkudos of cracking a problem or mastering a new skill. In fact, when we reward inner motivatedpeople (as most creative thinkers are) with money or promotion, often their performance falls.True innovators are highly motivated by problem-solving, making things better and taking onnew challenges so allow them to self-organize and self-direct. Meanwhile fear rarely creates theright conditions for innovation and it is vital to repeatedly prove to people that taking risk andmaking mistakes will not lead to ‘pain’ (in the form of ridicule, alienation etc) Once they start toshift, it is vital that you trust them to grow and develop themselves and their ideas. Allinnovation projects can lead to valuable learnings for individuals and the organization. Thismeans it is essential to reframe ‘failure’ as ‘successfully learning how not to do something’.That said, for many other types of people necessary within innovation teams, unless innovationhabits or behaviors are measured in evaluation programs, it will not be prioritized. Ensure yourincentive levers are balanced, rewarding innovation with a mix of credibility / kudos, promotionand material benefits. With open innovation, sharing rewards is as important as sharing theefforts. Incentivizing entire teams can work better than incentivizing individuals which can drivenon-collaborative practices.7. GIVE INNOVATION A CLEARLY SANCTIONED SPACEUnless innovation has an officially sanctioned physical place and conceptual space it will oftenrun out of steam. Give people time - and a protected environment - to experiment, try newprotocols, shift their mindset as well as space to take real risks and make mistakes. Signal toteams that some areas of the office and intranet (which can grow over time as the viralinnovation culture spreads) are set up for innovation. This does categorically does not mean
  15. 15. wasting money on bean-bags and other unnecessary and cliched effects. But it does meandesigning space for serendipitous meetings, the experience of possibility, and the explorationand absorption of new ideas. In some cases, taking people out of the office into a new space likea ‘skunkworks’ (or separate start-up) - where new habits / principles apply rather than the oldways of doing things - can radically shift their behavior towards innovation (and it can replicatethe start-up atmosphere that leads to more disruptive innovation). We are currently exploringhow to turn complex innovation processes into tangible tools that can go on walls, in rooms andeven on the floor. Thus an innovation process becomes a lived 3D experiences, as it does in thelatest museum exhibits.
  16. 16. 7 Killers of Innovation 1. Fear of loss of position, power, influence, reputation, credibility, income; cynical dismissal rather than appreciation of what is powerful (cynicism masks a loss of believe in one’s own potential and power) 2. Short-term political and economic rewards 3. Rigid, mechanistic, linear thinking disguised as ‘science’; ignorance of psychology and the role of ideas and beliefs in creating social phenomena 4. Rejection of deep thinking by criticizing it as ‘intellectualizing’ or ‘talk’; addiction to just deep thinking and the paralysis it causes 5. Silo thinking; clinging on to rigid social and professional structures; conformity over creativity 6. Resistance to new ideas and unfamiliar perspectives if they are inconvenient, especially for our current business model, fee structure or position; or if they are condoned by conventional wisdom and group think 7. Projection of personal fears and issues onto collaborative and innovative activities; focus on past failures at the expense of present and future possibilities; cognitive bias towards pessimism based on ‘horror’ stories
  17. 17. 7 Drivers of Innovation 1. Enthusiastic willingness to challenge all our internal assumptions, beliefs and world views and let go of redundant ideas and assumptions; a keen psycho-social insight to perceive the human origins of systemic social issues 2. Freedom to fail, yet failing fast and failing once; learning through doing, doing through learning 3. Tenacious intention to create lasting impact over the seductive rewards of short-term, sexy, soundbite solutions; an almost obsessive search for opportunities for scale 4. Reward and celebration of courage and risk over complacency and obedience; shared experience of the inevitable moments of ambiguity and fear in any journey to discover new thoughts 5. Balance a focus on process with investment in an innovation culture and innovation intuition through repeated human-centered design practice 6. Profound humility for everyday people’s capacity to solve their own problems, self- organize and empower their peers; transition from controlling people and performance to curating maverick talent 7. Culture of candor and open challenging of individual and group blind spots; sufficient emotional intelligence to others’ assumptions, projections and resistance to new thoughts and challenge them with integrity, gentleness and power
  18. 18. About the AuthorNick Jankel is the founder and President of WECREATE. He works at the confluence ofinnovation, leadership and the collective good. Nick set up a strategy and innovationconsultancy which helped launch Xbox and Dancing with Stars by the age of 25; built it into a amulti-million pound company with 50 staff, advising No.10 Downing Street on innovationbefore he was 30; and by the time he was 31 he had shifted focus to become a public intellectual,social innovator and capacity-builder co-creating a flourishing world. He has worked ondisruptive innovation projects with companies such as P&G, Microsoft, Kraft, Unilever, Diageo,Virgin and many more, as well as with non-profits / governments such as WWF, the UKMinistry of Business and Oxfam. He is a Fellow of the Royal Society of Arts and has givenkeynotes and lectures at places as diverse as Oxford University, The Economist InnovationSummit, The Institute of Directors, The Kaos Pilots, The European Parliament and Ford MotorCars. He writes for The Guardian and Financial Times on innovation and he and his work hasbeen featured in The Sunday Times, The Observer, The Guardian, The Independent, RSAJournal, Marketing, Advertising Age,You’ll never discover new lands, unless you can leave sight of the shore. Nick acts as both a compassand a Gale Force 9 wind!Peter Wright, Marketing Director, Tesco (Britains largest company)