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Innovation by Design A storybook by SeriouslyCreative to help you shift business as usual thinking to design driven, entrepreneurially fueled, innovation producing thinking and doing.

just isn’t enough In an very complex world where the pace of change is set to light speed, competition is global, technological shifts make today’s competitive advantage obsolete in an instant and where one person can challenge the dominance of a whole industry, you bet business as usual is not enough.

Today’s business can no longer sit back and wait for gradual evolution of the marketplace. They can simply try and extract more efficiency from their current business model. The age of incremental change is over. It is the age of innovation where any organization that wants to thrive (or even just survive) must be willing to take the leap into the murky waters of innovation, create new value through creativity and imagination and create industry disrupting revolution.

We call these organization Innovation by Design Enterprises and the people who run them Idea Engineers. We want you to be one too. !*

The future is now and creativity is the key As part of their annual Global CEO Survey IBM (yeah, the super smart people) defined the “Enterprise of the Future” as one that would need to be hungry for change, willing to innovate beyond customer imagination and disruptive by nature amongst other things. Having talked with over 1,400 global leaders they found that the greatest challenge organizations are facing is the increased complexity of business. Ask what leadership competency they felt they needed most over the next five years to capitalize on this complexity and they overwhelmingly said

!*CREATIVITY.

Re-engineering Business for Innovation Businesses need to rethink their love affair with behaviors that cherish the status quo, that efficiency is the only producer of profit and thinking that all things can be rationalized and quantified.

We need to re-engineer business to start using the value creating and imagination driven right side of the brain to balance the value finding left side. Think of it as adding a little bit of designer DNA to that of the MBA.

Why designer? Because designers have a mindset geared for creating new value and for understanding the complexities inherent to creating anything for consumer. They balance the sometimes myopic perspective of business as usual with an ability to better understand human and complex problems and a process that iterates forward ideas that connect with people on levels that can not be captured on a spreadsheet. They are natural experimenters who are comfortable with the fuzzy front end of innovation. And the way they think is something business needs to add to the table. The discipline of business + the

power of imagination. !*

It used to be that to solve a problem we could simply pull together an expert or two, give them some time, maybe some coffee and - by applying their deep knowledge of what had been done before and accomplished by others - they could arrive at the appropriate solution. Yes, challenges were complex but they were isolated to specific functions. Marketing challenges were delt with by marketers. Finance by CPAs. etc, etc, etc.

Those days are over. Today’s challenge are more often more complex, more fast moving and need new solutions rather than old applications. And it means that the sole expert can’t bring you the answer - at least not by themselves.

This is the new world of multidisciplinary teams with diverse thinking styles that work together much like a movie production crew - experts and technicians from various and diverse areas come together for a period of time to create something new. Less department focus, less bureaucratic walls, more great work done.

This is a good thing. The flip side means that in our complex and light-speed world of business we can create the solutions by sourcing the ideas from a cross section of people in our organization. Read on and we’ll explain.

Thensingle function solutions

Nowsolutions created by

multidisciplinary teams

All of us are smarter than any of us and you just can’t do it alone.

SeriouslyCreative Whole Brain Teams

“I use not only all the brains I have but all that I can borrow”

Great people DON’T think alike Dr. Ned Hermann, author of The Whole Brain and formerly the head of talent development at GE, discovered that the concept of right and left brain thinkers was just a bit too simple. In fact, the brain has four functions - investigative, creative, evaluative and planning. We all have the ability to do any one of these functions but we each have favorites - skills that come more naturally than others. This means that if you are an investigative dominant mind you value data and sequence more than someone who, say, is a creative dominated person who values big picture and strategic intent more. The down side of this is that when we put people with different thinking styles in a meeting they tend to struggle to make the rest of the group “see it their way” or focus on what they think is important.

Fear not. There is a silver lining. These different perspectives can lead collaborative teams to create much more holistic ideas that produce better business results. The secret to taking advantage of this diversity is to make sure your planning, strategic, ideation meetings have a diversity of thinking styles included and that everyone is aware of the thinking styles and the need to assure that each styles is given it’s opportunity to shine. This is called WHOLE BRAIN THINKING.

E A

investigators ask “but why...”

experimenters ask “which one...”

designers ask “what if...”

evaluators ask “who, how & by when...”

Woodrow WilsonUS President & one great team leader

DI

Investigatorsworking soloclarifying issuesbeing challengedanalyzing dataputting things togethermaking things worktechnical aspectsusing numbers/statsanalyzing/diagnosing explaining thingsformal presentation

Designerstaking riskhaving varietycreating metaphorsseeing big picturedealing with futurebringing about changedeveloping new thingsconceptual frameworkexperimentationtime for explorationloose agendacomfortable ambiguity

Experimenterordered environmentbeing in controldeveloping structureplanning things outevaluation of inputsdeadline achievementadministrationstructured tasksattention to detailfollow uplogistics

ActivatorsOrganizing teamworkparticipatory activitiescommunication claritygroup interactionworking with peoplehands-on designcoachingplanning collaborationbeing part of teamexpressing ideaslistening/talking

Conflicting needs Take a look at the conflicting needs of the different thinking styles. Can you see how what one values and wants drives the other absolutely crazy in a meeting. Imagine what an Experimenter/Evaluator thinks when a Designer starts throwing around wild and seemingly unrealistic ideas. Or how a Designer chafes at an Investigator slowing them up from designing ideas by constantly asking “but, why....”

{? ! = $

The Method to our Madness Along with values that promote more productive and disruptive idea creation, Idea Engineers have a starting point and methodology to guide them through what to most seems to be the unconquerable uncertainty of any new venture.

They know that all innovation starts by asking questions and then working your way forward through uncertainty in order to identify patterns and develop insights. Ideas are created upon the back of insights and through experimentation greater clarity is created and real value identified.

The path to innovation takes getting used to this messy front end and letting go of businesses addiction to extreme predictability. After all, if you can predict the outcome from the start so can your competitor.

Our ApproachIDEA Engineering™ allows for

innovation to be managed, directed and produced when needed. It is

not a linear process like so much of what business are used to; but it

does have rules, direction and best practices that make it practical and

repeatable. It harnesses the inherent tensions that ignite

innovation balancing iteration with direction, divergence and

convergence, abstract and concrete, learning and creating, analysis and

creativity. This tension is what makes innovation fuzzy and

sometimes intimidating but also what makes it a powerful agent of change.

Our framework is a theoretical understanding but a tested

approach that builds upon the shoulders of great thinkers in how imagination is applied. We have

learned from the best of foundation processes in innovation like Osborn-

Parnes CPS, PDCA, AcceleratedInnovation,ThinkX and

Design Thinking to produce a framework that is memorable,

practical and proven in the field.

!*

Understand the problem really, really

well, first.

i d e a engineering

Create a ton of ideas, all

kinds of ideas, so you have

many possibilities.

Narrow the ideas down

and evaluate them so what you have has

a good change of working.

Try your solutions in

small prototypes, get others to understand

them and then launch.

A team aware of their thinking preferences and given an approach to assure that all these talents are used in a coordinated approach can do great things.

Innovation and creative problem solving has a proven trajectory that assures each thinking style is harnessed and that you move from stage to stage building towards a real world solution.

Aligning your thinkers based on their skills

If I have an idea and share it with you there a good change you will have a great idea too.

Having Whole Brain teams is a great start towards more innovation. But it is half the secret. The other half is pulling together project teams with diversity of experiences, different roles in the organization and different specialties.

Departments and divisions kill creative thought

We have departments to assure we have the right specialties together and to assure accountability and focus. But this tried and true (or is it untrue?) business organization practice is getting in the way of our ability to create and champion great new ideas and game changing solutions. Today’s business complexities demand a more holistic and collaborative approach.

So, what are we to do? Create “T-shaped” teams. (T-shaped what?). Stanford university refers to T shaped teams to describe multidisciplinary teams that have people with very deep expertise (think the shaft of a “T”) matched with people with broad knowledge that can connect these areas of expertise (think the top of the “T”).

This means that whenever you have a challenge - problem or opportunity - that needs some new thinking, new ideas, a differentiated solution - pull together a team from across the organization to lead and contribute thinking to your challenge. This means enticing people who may not be accountable to the end results of the challenge to join in and dedicate time to building a new solution. A marketing challenge (for example) might benefit greatly from the perspective of a non-expert in accounting. Think not? We have seen it happen. The more complex the challenge with more effect on the overall organization the greater the need for these multidisciplinary team.

Now, we know that getting someone from another department or division to join your innovation team might be, let’s say, “difficult.” But don’t be deterred. Look on your own team for diverse thinkers who bring unique experience along with a broad reach to your challenge. You will be pleased by the results (and other departments will be jealous!) NOW HERE

Then use them in powerful ways.

1. Be Radically Collaborative

2. Iterate Through Process

3. Be Human Centric

4. Suspend Judgement 5. Experiment

to Learn 6. Show don’t

Tell

7. Bias toward Action

Mindset i d e a engineering

1. Be radically collaborative

“everyone is smarter than anyone & experts are sometimes the

problem.” Mindset i d e a engineering

2. Iterate through Process

“apply the focus that is needed when it is need and iterate

forward”

Mindseti d e a engineering

3. Start with Human

Interaction“the solution is never in your office & a spreadsheet never

bought anything.”

Mindset i d e a engineering

4. Suspend Judgement

“Great ideas are never obvious at first and they are built up to be

great”

Mindseti d e a engineering

5. Experiment to Learn

“It’s proven with your hands, not your head and

failure is success.”

Mindseti d e a engineering

6. Show don’t Tell“build clarity by being visual. show me

how it works.” Mindset i d e a engineering

7. Bias Toward Action

“shut up and just do it!!!”

Mindset

i d e a engineering

engineering(TM)

Let’s take it for a spin.

INVESTIGATEit starts with asking questions…

a. Frame the Problem The brain drain…What things come to mind.

b. Deep Dive for Needs Gather Data…Searching for stories…

Journey Mapping Think of different moment, events interactions. Place events high on the table if they are positive, or low under the line if they were not so positive. On the line goes for average ratings. Make sure that you see the difference between events. That you recognize how good or bad they were according to where they were placed.

Starting point...

Questions to consider:

What were some key events, milestones or successes?

the end.

What challenges you have to overcome?

What decisions had to be made along the way?

When did you feel most frustrated?a. b. c. d.

This worksheet was designed by SeriouslyCreative to hep you give to serve as recover for your workshop. Now, go rock it! For more information on SeriouslyCreative services go to: seriouslycreative.com call: 787-283-6077 or write: hello@seriouslycreative.com Let’s Get Social: FB: WeAreSeriouslyCreative Twitter: SCIdeaEngine

About SeriouslyCreative  We help organizations solve complex problems through design thinking; a methodology proven to bring the right balance of the analytical thinking people are used to, and the creative thinking needed to produce new results.

Through dynamic games, visualizations and simulations, we get businesses to the transformative solutions they seek faster (and collaboratively). We call it "play with purpose".

c. ReDefine the Challenge Narrowing down the challenge

c. ReDefine the Challenge Narrowing down the challenge

H2 (How To) HMI (How Might I)HMW (How Might We) IWWMW (In What Ways Might We)

DESIGNIt’s about making connections.

Diverge ConvergeMany ideas

All possibilities

Creating

Create choices

Best possibilities

Top ideas

Selecting

Making choices

Rules of Engagementin summary:1.go for quantity2.build on other’s ideas3.no judgement positive or negative4.stay on topic5.go wild!

a. Develop Ideas SubstituteCombineAdaptModifyPut to other useEliminateRearrange/reverse

b. Refine Concepts Organize. Know what you have and where you have it.

DOTMOCRACY

idea

game changer

b. Refine Concepts Pick your favoriteIDEA (faces) and put on index card.

Draw Title and Describe on Index Card

Pitches

I Like I Love I Worry

b. Refine Concepts Pick one to move forward

1

2

3

EXPERIMENTEvaluate ideas. Prototype to learn.

b. Prototype to Learn

Let’s Build a prototype!

ACTIVATEmake a plan and get to work!

a. Make an Action Plan Unknowns - what you need to get to know further

Prototype - things to test

Next steps - immediate steps

Supporters - positive influencers

Obstacles - what can get in the way

Partners - who can also benefit Milestones - evidence that we’re making progress

Resources - what we need for this idea

Action Plan - what, by when by who

Empathy MapDeep Dive Interviews

Journey MapHMW

ScamperAnalog Storming

Role StormingPitching

PrototypingShow and Tell

Activation Sheet

tools +techniques

“ ”If an idea is at first not absurd, there is no hope for it.

(albert einstein)

The best way to predict the future is to invent it. (alan kay)

Innovation distinguishes between a leader and a follower.

(steve jobs)

The best way to have a good idea is to have a lot of ideas

(linus pauling)

The future belongs to those willing to get their hands dirty.

(anonymous)

An essential aspect of creativity is not being afraid to fail.

(edwin land)

All life is an experiment. The more experiments the better. (r.w. emerson)

Ever tried. Ever failed. No matter. Try again, fail again, fail

better. (samuel beckett)

Creativity is the power to connect the seamlessly unconnected. (william plomer)

Ask questions. Questions are what expose the insights that springboard you forward

to ideas. (anonymous)

Discovery consists of seeing what everyone has seen and thinking what no one has

thought. (albert szent-gyorgyi)

quotes to inspire

!*

SeriouslyCreative is a strategy, problem solving and design thinking

firm with a focus on delivering innovation, change and business growth.

We help organizations solve problems creatively by combining a human centric approach with design thinking process. Through actionable insights, visual facilitations, business simulations and collaborative play; we get business unstuck and accelerating forward.

Business +Strategy Design

Insights + Research

Experience + Service Design

• Value Prop Builder • Business Model Innovation • Better Biz Plan • Strategy to Action • Launch Plan Development

• Consumer Date Nights • Deep Dives • User Journals • Voice of the Customer

Documentary • Persona - Journey Maps

• Service Deep Dives • Service Blueprints • New Service Design • Service Review Sprints

Innovation Design• Innovation Strategy + Pipeline • New Product Development • Product Prototyping + Customer

Feedback

• Big Change Sprint • Alignment Sessions • Strategic Vision Sprint • Staff Feedback Huddle • Change Transformer • Teambuilding

Change + Culture Acceleration

• Design Thinking Bootcamp

• Better Decision Making • Meetings that Matter

Capabilities Crafting

I.F.S. [insights. facilitations. space.]

Creative Space

• 1,300 square feet of rentable full service space for your next off-site meeting

• located in the heart of Santurce

SeriouslyCreative!*

SeriouslyCreativehello@seriouslycreative.com

787-283-6077!*

SeriouslyCreative.com

SCideaengineWeAreSeriouslyCreative

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