Link (3 minute read): https://www.salon.com/2019/01/01/how-stereo-was-first-sold-to-a-skeptical-public_partner
All-star line: “Whenever a new technology comes along – whether it’s Bluetooth, high-definition TV or Wi-Fi – it needs to be explained, packaged and promoted to customers who are happy with their current products.”
Link (4 minute read): https://hbr.org/2019/02/8-things-to-do-before-you-run-a-business-experiment
All-star line: “Like any new initiative, experiments often fail because of cultural “organ rejection.” They require taking short-term risks and often failing, all in service of long-term learning, and few businesses pat you on the back for failure even if you’re effectively taking one for the team. We recently worked with a healthcare company whose leadership sincerely embraced the scientific method, investing resources to try experimentation across many channels of the business. However, these executives struggled to follow-through and actually allow their team to launch their designed experiments. Why? Investor demands pressured the executives to scrutinize even small blips in weekly results and send their teams scrambling to respond, putting off experimentation week after week. If you’re serious about experimentation, you need to overhaul traditional business incentives. Tie bonus pools to results over a multi-year horizon or, better yet, to metrics signaling adherence to rational decision-making processes. Further, to dull the prospective pain of a “failed” experiment, invite stakeholders across the organization to bet on the results of each experiment; you’ll increase engagement while also collecting feedback on organizational intuition.”
III) INNOVATION WATCHOUT – Gibson’s Guitars – A Cautionary Tale on Corporate Innovation (Via Medium – Matt Lemay)
All-star line: “My point here is not to blame Gibson or its CEO for poor leadership, but rather to call into question our collective belief in “innovation” as the sole path to success in a fast-changing world. As a culture, we are obsessed with innovation, with “disruption,” with entrepreneurs and hustlers and go-getters. But as companies follow this “innovative” path, they can quickly fall into self-obsession, often at the expense of customer obsession.”
IV) INNOVATION MODEL – The Innovation Vortex for Critics & Haters – Change by Diversion (Medium by Jurgen Appelo)
All-star line: “But let’s start at the beginning. In my original article, I offered four reasons to improve the visualizations of Design Thinking and Lean Startup. I think their visual models are broken:
- The pictures look sequential/waterfall. I think they should be circular.
- They miss an explicit step for context, which I consider essential.
- They miss an emphasis on continuous improvement.
- I think the goal should be innovation and not design or lean.”