Posts by Roger Dennis

Innovation without the jargon to give clear tangible results.

Corporate refugees

Every so often you meet people in innovation who really understand what it’s about. I mean : really understand. Inevitably one of the questions that I ask is what’s their background?

After the second or third time asking this question I gave up being surprised by the answers. Inevitably those that are passionate about innovation have had the most interesting backgrounds.

For instance a friend who used to be the Head of Innovation at one of the worlds largest phone companies (and who reported into the CEO), used to spend time teaching waterskiing.

A colleague in Holland used to be a marine biologist and study human-dolphin interactions. Curiously enough this is also what I started out training for at university.

Why is this?

(Actually it’s because dolphins always look so damn happy with their little perma-grin. And they get to surf all day at some of the worlds best beaches if they like. But I digress.)

It’s because if you are content with following the path you trained for at school or university or where-ever, then it means that you’re not that curious about the world. Those that are naturally interested in a whole range of things tend to move jobs/countries/professions every so often. When they start finding out about the sort of creativity that goes into innovation roles, they’re hooked.

What’s more they are usually amazed that they can get paid to do the sort of work which makes their brain hum until steam comes out their ears.

I was talking to a guy at an innovation lab in Sydney and he used the term ‘corporate refugees’.

I like it.

If you’re stuck in a beige cubicle reading this, and wondering if there is more to life in the business world, then why not apply for asylum?

Apply for corporate asylum now!

Large scale workshops

Just finished a large scale workshop at the end of last week and starting to feel like my life is returning to some sort of pattern once more after weeks of preparation.

It was a three day event for an organisation which employees 8000 people and has an annual spend of NZ$1 billion. We had a mix of people ranging from the CEO right through to front line staff.

This week is time to make some post-event reflections and observations :
– graphical facilitation still blows people away when they see it for the first time
– I still enjoy seeing people making connections across seemingly unconnected sectors.
– physical space is critical – you either have to strike it lucky (as we did) and find a great space, or you have to add a lot to the budget to make a lousy space work
– if you have the right team of people on board you can make an event soar for the participants.
– running on adrenaline is a great substitute for coffee

And now back to our regularly scheduled programming.

Intelligence on planes

It’s a little off topic, but while in London a couple of weeks back I had an interesting chat with Matt Webb about trying to work on planes.

We developed a theory, which basically says that the longer the journey, the more likely you are to end up watching Die Hard 3. I have called this – wait for it – The Theory of an Airline Passengers Diminishing Intelligence.

I know – it’s catchy.

No matter what my intentions are – whether it’s to write the next book chapter, read that interesting paper or write that very cleverly worded email reply – I always end up watching bad movies after a couple of hours.

My dimishing hierarchy goes something like this :
– read article that requires serious thought
– write emails that need some consideration
– reply to emails that don’t need consideration
– try to read the book that I’ve packed
– listen to a podcast

By this time I surrender to inflight banality and plug into the movie channel. And what’s more, it’s usually not a good movie I select. Last week I found myself watching Eragon (feel free to add a melodramatic gasp at this point).

If that’s not proof of my theory, nothing is.

Failure is essential for innovation

It dates back to December 2006, but the message in this article is very relevant for a culture of innovation :

…it’s nearly impossible for companies to develop breakthrough products, processes, or approaches without encouraging the kind of trial and error that inevitably generates failures as well as successes. The challenge is to craft incentives that will make creative people comfortable with thinking big and taking risks.

This link comes from the now defunct Business Innovation Insider.

Who is best at predicting the future?

While I have always been aware of the Long Now Foundation, for some reason it gradually dropped off my radar (would Alanis Morisette call this ironic?)

It turns out that they have podcasts of all their seminars, and they make for damn interesting listening. One of the most interesting ones is by Philip Tetlock where he discusses the results of his longitudinal study about how accurate experts are at predicting the future.

He categorises them into two camps : foxes and hedgehogs. Foxes have many tricks (i.e. experts that cover broad areas) while a hedgehog has but one trick (i.e. a deep subject matter expert).

Tetlock examines the accuracy of these two groups across a range of different criteria. It’s fascinating, and especially relevant for my work on the Technology Futures programme.

We’ve found that the mix of foxes and hedgehogs in any one large group can dramatically alter the buzz of an event.

As a sidenote Tetlock has been quite clever in selecting the two animals use as illustrations. The imagery behind the choice is strong, and you could conceivably label someone a hedgehog without incurring their wrath. After all, rolling into a spiky ball is quite clever. You could not really say the same if you labeled someone a slug, a flatworm or a hagfish (despite the fact that a hagfish has a couple of neat tricks too)…

Why did you never see Basil Brush in the snow?

Thanks Jan for the pointer.

Mining waste

From New Scientist magazine (March 10 2007) comes an interesting little article which bears more thought. It points out that demand for flat screen TVs and cellphones is creating shortages in metals you’re never heard of.

Bismuth and indium may sound like potentially disgusting medical conditions (“I’m sorry son, that’s the worst case of bismuth I’ve ever seen…”), but they’re both rare and uncommon metals.

So uncommon that some people are saying that they might run out in 3-5 years. According to the analyst quoted in the article, it’s going to start a while new industry : mining electronic waste to try and recover trace metals.

Very Kim Stanley Robinson….

Piles of piles

Health insurance innovation

While in India a couple of weeks ago I noticed a billboard which advertised discounted health insurance for diabetics. It’s an interesting development in an industry which is not widely seen as being innovative.

By offering health insurance for specific illnesses, the company no doubt adjusts it’s premiums and cover. However it’s a clever approach and targets the niche other companies would penalise.

I’ve not seen this type of offering before, and I’m wondering if health insurers in other parts of the world also target specific illnesses?

Here’s the link.

Start with the problem, not with a solution

From the latest McKinsey quarterly (subscription only sorry) comes a great quote during an interview with Intuit’s Bill Campbell. He’s an innovation evangelist, and this quote sums up why :

We hired some product managers with bank experience. One day, one of them comes to a meeting that included me and banking engineers and says “I want these features.” And I replied, “If you ever tell an engineer what features you want, I’m going to throw you out on the street. You’re going to tell the engineers what problem the consumer has. And then the engineers are going to provide you with a way better solution than you’ll ever get by telling them to put some dopey features in there.

He must be a fan of Anthony Ulwick

Out of interest, he also talks about supporting the lunatic fringe in an organisation by keeping research and development budgets high. In using this phrase he makes the same reference as Gene Frantz at TI about the lunatic fringe