Corning Corning, a Fortune 50 company, presents an excellent example of harnessing the benefits of the business systems approach to new product development. New business creation is central to achieving strategic and financial objectives.
A fast-paced discussion leads to an upwelling of support that seems about to reach critical mass. And then in one disastrous moment, your hopes are dashed when someone weighs in with those fateful words: What makes this negative persona so dangerous is that it is such a subtle threat.
Why is this persona so damning? Once those floodgates open, they can drown a new initiative in negativity. Why should you care? And why do I believe this problem is so important? This is no trivial matter. There is no longer any serious debate about the primacy of innovation in the health and future strength of an organization.
And while we at Ideo used to spend the majority of our time in the world of product-based innovation, we have more recently come around to seeing innovation as a tool for transforming the entire culture of organizations. Sure, a great product can be one important element in the formula for business success, but companies that want to succeed today need much more.
They need innovation at every point of the compass, in all aspects of the business, and in every team member. Building an environment fully engaged in positive change, and a culture rich in creativity and renewal, means creating a company with degrees of innovation.
And companies that want to succeed at innovation will need new insights, new viewpoints, and new roles. They also have their feet on the ground. Only when you act, when you implement, do you truly innovate. Innovation is definitely not self-starting or self-perpetuating.
People make it happen through their imagination, willpower, and perseverance. And whether you are a team member, a group leader, or an executive, your only real path to innovation is through people.
It is about the roles people can play, the hats they can put on, the personas they can adopt. It is about the unsung heroes who work on the front lines of entrepreneurship in action, the countless people and teams who make innovation happen day in and day out.
Although the list does not presume to be comprehensive, it does aspire to expand your repertoire. Or tell him to go to hell.
The Learning Personas Individuals and organizations need to constantly gather new sources of information in order to expand their knowledge and grow, so the first three personas are learning roles. These personas are driven by the idea that no matter how successful a company currently is, no one can afford to be complacent.
The learning roles help keep your team from becoming too internally focused and remind the organization not to be so smug about what you know. People who adopt the learning roles are humble enough to question their own worldview, and in doing so, they remain open to new insights every day.
When an Ideo human-factors person camps out in a hospital room for 48 hours with an elderly patient undergoing surgery, she is living the life of the anthropologist and helping to develop new health-care services.
Its runaway success underscores the rewards that flow to Experimenters. An open-minded Japanese businesswoman was taken with the generic beer she found in a U. The Organizing Personas The next three personas are organizing roles, played by individuals who are savvy about the often counterintuitive process of how organizations move ideas forward.
At Ideo, we used to believe that the ideas should speak for themselves. Now we understand what the Hurdler, the Collaborator, and the Director have known all along: When the 3M worker who invented masking tape decades ago had his idea initially rejected, he refused to give up.
His perseverance paid off, and 3M has reaped billions of dollars in cumulative profits because an energetic Hurdler was willing to bend the rules.
Not long ago, Kraft Foods and Safeway sat down to figure out how to knock down the traditional walls between supplier and retailer.A high-profile event gathering the leading companies worldwide to identify the latest trends in innovation, design, creativity and entrepreneurship.
The perfect platform for pure knowledge sharing and establishing new important contacts with like-minded professionals.
Navigate 3M's historical timeline from our humble beginnings as a small-scale mining venture in Northern Minnesota through our persistence, spirit of innovation and collaboration that created a global powerhouse; enhancing every home and improving every life worldwide.
May 09, · From the chief executive on down, the company must be committed to innovation. One sure way to show that is with money. In , 3M spent $ billion on research and development, or 6% of its. By , in fact, in a Booz & Company survey of the world's most innovative firms, 3M was the third-most cited company, just behind Apple and Google.
Everyone wants more innovation. But the time has actually produced many of the company’s best-selling products and has set a precedent for some of the top technology .
3M failure story from its early days, still repeated inside the company: 3M’s initial business venture was to mine corundum, a material they planned to use to make grinding wheels.