Every so often I read an article that really hits home.  This is one of them.  In the post Professors Jeff Dyer of Brigham Young University and Hal Gregersen of Insead explain how the “Innovators’ DNA” works.  The summary of their findings is encapsulated in the post, but the start of the article nailed it for me:

 Interviewer: You conducted a six-year study surveying 3,000 creative executives and conducting an additional 500 individual interviews. During this study you found five “discovery skills” that distinguish them. What are these skills?

Dyer:

The first skill is what we call “associating.” It’s a cognitive skill that allows creative people to make connections across seemingly unrelated questions, problems, or ideas.

The second skill is questioning — an ability to ask “what if”, “why”, and “why not” questions that challenge the status quo and open up the bigger picture.

The third is the ability to closely observe details, particularly the details of people’s behavior.

Another skill is the ability to experiment — the people we studied are always trying on new experiences and exploring new worlds. And finally, they are really good at networking with smart people who have little in common with them, but from whom they can learn.

If you work with creative people or within good innovation teams, the above traits will ring true like a dart hitting the bulls-eye.

Apparently there is a follow-up article due in the Dec 09 issue of HBR. I’ll be watching for it with interest..

From the NY Times comes an interesting and illuminating piece that identifies a change in the way that computer manufacturers are starting to think.  You can sum it up in a couple of words – start with the end user.

Historically the computer industry has sold itself on technology and the speed increases that inevitably accompany it.  But – as the article points out – very few buyers really care about whether the hard drive spins at 4500rpm or 7200rpm.

The old tradition of flogging 220 different combinations of A.M.D. chips has been traded in and replaced with three categories of PCs: See, Share and Create systems (the designations roughly line up with “good,” better” and “best”). A.M.D.’s 40-page manual that explained its technical wizardry to salespeople has met its demise as well, replaced with a two-page pamphlet.

They’re also looking at adjacent sectors for inspiration:

Intel has dabbled with what it called “use-model marketing,” where computers were aimed at people who wanted to play games or those who wanted entertainment like movies over the gearhead speak of a fact tag. Intel poured money into its Viiv concept, which centered on using computers for entertainment, only to find that it confused consumers who also wanted to use the machines to do work. Intel has since turned elsewhere for answers.

“We have been looking at the automotive industry,” said Ms. Conrad. “Computers have become an emotional purchase like cars. We’re getting very emotional with our marketing and advertising.”

And, like carmakers that spend ages fine-tuning the sound of a slammed door, Dell has focused on the touch and sound of its computers.

The takeaway from this?

1. Understand you customers, and put yourself in their shoes

2. Most problems that you face in your business will have been encountered before by other industries. Look across sectors, rather than within your own, for solutions and inspiration.