Month / May 2009

by Roger Dennis

Recommended Book – “Weird Ideas That Work”

I recently stumbled across a book by Bob Sutton called Weird Ideas That Work (and subtitled how to build a creative company).


It’s interesting because it does not have the word ‘innovation’ on the cover.

It’s interesting because it’s written by a guy who wrote a book called “Hard Facts, Dangerous Half-Truths And Total Nonsense” (he also wrote the “No Arsehole Rule,” which surely must go down in history as the best title ever given to a business book.)

It’s interesting because it’s based on research and observations by a Stanford professor over ten years.

The book is fascinating because it’s not some breathless magazine article extolling the virtues of a fad, or some factoid one-pager from a consultancy group (in my experience nothing pulls your head ten directions quicker than a whole bunch of shallow articles rabbiting on about business trends).

Here’s the summary (I’m still digesting the book):

The three key principles are to increase variance in available knowledge,see old things in new ways, and break from the past.

The weird ideas that aid in implementing those principles are:

  1. Hire smart people who will avoid doing things the same way your company has always done things.
  2. Diversify your talent and knowledge base, especially with people who get under your skin.
  3. Hire people with skills you don’t need yet, and put them in nontraditional assignments.
  4. Use job interviews as a source of new ideas more than as a way to hire.
  5. Give room for people to focus on what interests them, and to develop their ideas in their own way.
  6. Help people learn how to be tougher in testing ideas, while being considerate of the people involved.
  7. Focus attention on new and smarter attempts whether they succeed or not.
  8. Use the power of self-confidence to encourage unconventional trials.
  9. Use “bad” ideas to help reveal good ones.
  10. Keep a balance between having too much and too little outside contact in your creative activities.
  11. Have people with little experience and new perspectives tackle key issues.
  12. Escape from the mental shackles of your organisation’s past successes.

Highly recommended if you are grappling with how your organisation builds an innovation culture while still having people focused on operational goals (which, by their nature, tend to stifle innovation).

by Roger Dennis

Interview with Bill Cockayne – Director Stanford Centre for Critical Foresight

I recently got in touch with Bill Cockayne at Stanford.  The conversation was wide and varied – as you’d expect  – and among other things we discussed the Shell Technology Futures work I’d done with Innovaro. As he lectures at Stanford on foresight and innovation, I was interested in his perspective on some of the issues that I had encountered with various organisations.  With that in mind, I asked him four questions:

1. While a lot of people may describe you as a futurist, your work extends a lot further than that.  Do you have a title that sums up your work?

Innovation is the simplest word.
My team and I take the stance that future that will exist is the one we build.
We’ve developed our tools and methods with the goal of helping potential innovators move from thinking critically about the long-term to building… starting today… the future that will emerge.

2. In my work I see a continuum between foresight, strategy, innovation and design. I expect that you have a similar view, and, if so, where do you see the links between these disciplines?

The links are the most important part, and at the same time the last understood. But they are not hard to understand.

The links exist at the boundaries between “disciplines.” But like the ampersand in R&D, the link is often viewed as a boundary between research and development. I’m sure we’ve all heard the old adage about “throwing it over the wall” as being the biggest problem in actually doing R&D. And at the same time we’ve read the stories of the innovations that can occur when real researchers and developers made the link.

Viewed this way, the links that make the innovation process work — from foresight to the next new thing — are the result of the practitioners. Our tools and methods help, say, a foresight thinker to anticipate the information that the strategist and engineer need, then work hard communicate his learning to them. At the same time, he must play a role in helping the strategist and engineer to understand his needs as a partner in the overall process. So it is with these two pieces — an understanding of how the knowledge I create in the innovation process will be used by others, and a focus on communicating it in a way that they can use it — that the links work.

3. Many consultancies confuse the four disciplines, and try to sell themselves in areas where they lack experience.  For example, I’ve witnessed one of the worlds best design agencies try to sell themselves as strategists. In your experience which organisations have a good understanding of how to traverse the spectrum between foresight and design?

The list of companies that have succeeded in bringing truly innovative solutions to the world span industries, eras, and inventions. So it is from these stories that I’d look for our best understanding of connecting foresight to innovation. The answer to the question of who has the best understanding is the same in each and every story — it is the people who imagine building a better future, and who then take it upon themselves to do the building.

4. Given the current economic climate, what is your advice for an organisation that is toying with the idea of cutting back on strategic innovation?

As we’ve all read, this economic environment is the best time to invest in the discovery and creation of the next big thing. The reasons are well understood, and yet it’s not easy for companies to be thinking and investing long-term when they are so busy delivering the next product. My only recommendation to companies lately is to worry less about “thinking long-term” and more about “planning the next few steps.”

A company knows when it hopes to deliver that new product to its customers. The company is planning for that next new opportunity developing in the marketplace. And it has developed the financial and talent plans for making these events happen. Any company that is thinking ahead, planning, and then making sure to measure how well it performs to plan, is doing exactly the right thing in this and any other economic environment. At which point I might mischievously ask, “if you are happy with your plans… have you thought about what you’re going to do after those plans come to fruition?”

There’s a nice bio of Bill here, along with a video of him speaking at LIFT 08.