Tag Archives: innovation

An Open Letter to IMS CEO Mark Miles

Indianapolis Motor Speedway pagoda

“He (IMS CEO Mark Miles) sent an email to every company employee asking for recommendations”

Curt Cavin for the Indianapolis Star

 

Mr. Miles,

Admittedly, I am not an employee of Hulman & Co.  I am simply a lifelong fan of the Indianapolis 500 and just happen to be sitting on an “idea list” for the Speedway that has been building in my Evernote account over the past 2 years.  I attended my 31st straight race this year and am still on pace to fulfill one lifetime goal of being interviewed by the local news for dragging my old self up the stands for 75+ straight Indy 500’s.  My 11-year old son also attended his first race this year.  The tradition continues!

Nothing fancy here; simply a list entitled “Indy 500 Ideas”.  Some totally random, some off the wall, but all well intentioned.  Enjoy!

  • Georgia Street.  Take advantage of this new infrastructure built for the Super Bowl.  The IMS should host an Indy 500 village downtown with concerts, etc.  Fans can enjoy daytime activities at the Speedway and head downtown to continue the party at night.
  • Zip Lines.  Ok, so you made this happen in 2013…kind of.  Zip line riders, especially at the Speedway, want a thrill.  That little structure in Turn 4 this year isn’t going to cut it.  Let someone come in and construct a zip line that carries fans over the yard of bricks behind the Pagoda.  Or let fans zip line over the concert crowd on Carb Day.
  • The IMS needs a permanent playground.  My wife and I enjoy bringing the little ones on practice days in May, but track activity and current “family” activities organized at the track don’t keep their attention all day.  There is plenty of room to play with inside the track.  Why not build a playground?  Better yet, make it a sprayground that would also get used by adults on the hot days.  It doesn’t matter if some families might come and ignore track activity for the day.  Simply indoctrinating their kids to the IMS pilgrimage each May is a step in the right direction.  Once kids are old enough to appreciate the cars, they’ll already be accustomed to spending their May weekends at the track.
  • Sticking to the family appeal, why not give the IMS Museum a makeover?  Admittedly I haven’t visited in several years, but there really isn’t much kid appeal in the current museum.  The IMS maintains a presence at the Children’s Museum.  Why not let them collaborate on new kid-friendly, interactive exhibits at the IMS.
  • Pictures with the Borg Warner trophy.  Jim Irsay did this one right with the Super Bowl trophy.  Give fans an opportunity to get up and personal with the real thing.  Maybe also a museum idea, to build an interactive station that lets you “place your face” on the trophy.  See what you look like “Borg-Warner
  • Speaking of Jim Irsay, put him in charge of an annual contest or activity.  Only if he wears his Master of Ceremonies top hat though.
  • Food trucks.  Indianapolis’ food trucks hold monthly “Cluster Truck” events downtown.  Organize a Cluster Truck during an open day at the IMS next May.  Foodies and race fans unite!
  • One word: Turbo!  I’m sure the blame falls on Hollywood’s side, but shame on them for not timing the release of the movie on Memorial Day this year.  There is still an opportunity to take advantage of the movie at IMS.  Take the playground idea and let DreamWorks come in and build a Disney-esque interactive playground featuring the movie.  Or do the same with a new kid’s exhibit in the museum.  This might also create a true year round attraction for families.
  • Take a note from the Super Bowl and Final Four fan “experiences”.  The IMS could do a better job organizing true experience activities.  Provide hands-on activities like getting to change tires on a real Indy Car.  Build a “tricycle track” for little ones that includes the bricks and all.  Create something so over the top and awesome, you get to charge extra for fans wanting to “experience” it.
  • Built a playground for kids?  Now build one for the adults.  A “vintage” playground with large swings and a merry-go-round would certainly be appreciated by adults too.
  • IMS = Innovation.  “The Indianapolis 500 is a laboratory for innovation”, Jack Arute.  Take advantage of the track’s place in automotive innovation.  Organize an annual automotive/motorsports innovation awards.  Hold the ceremony at the track during May.  Give others in the racing and automotive world a reason to make the trek to Indy even if they are not directly tied to the Indy 500.
  • Motorsports incubator.  Develop a startup incubator for the motorsports industry that operates on the IMS’ grounds or down the road on Main Street.  Work with the town of Speedway to further develop a community that already leads the way in this field.  This year’s Innovation Showcase is being held at the Dallara Factory in July.  What if tech startups, motorsports safety, clean tech, automotive engineers, etc all shared an incubator space to work on developments that benefit the IMS and industry as a whole.
  • Work with the city’s tech and startup communities to help make the incubator happen.  Connect the new tech in Indy to the business of auto sports.  Verge Indy and Tech Point could be great resources here.
  • Concerts.  I love the change the IMS made in recent years to move Carb Day to Friday during the month of May.  This has really helped boost attendance; not only for track activities that day, but also for the headliner concerts that have been arranged (i.e. Kid Rock, Poison).  Why not take advantage of this concert venue the rest of the year?  In the summer of 2000, I had the privilege of working security down at the Kentucky Speedway for Metallica’s Summer Sanitarium Tour.  The crowd was 60,000 strong and they put on a great event.  Why let Lucas Oil Stadium get all the mega-crowd fun when it comes to stand alone concerts?  Bring Kenny Chesney and company to the Speedway one summer.  Let U2 rock the Brickyard.  Organize a large outdoor music festival for the summer.  SnakePit Fest anyone?  The track is certainly used to large, raucous crowds.  50,000+ for a summer concert would be easy to manage.
  • Triathlon.  Drivers such as Tony Kanaan are active triathletes in the offseason.  Organize a summer triathlon at some point in the offseason (if possible due to seasonal weather).  Ideally active drivers are involved.  If not, hold one in the summer anyway.  Contain the whole event on the grounds of the Speedway if possible.
  • Photo Booths.  I don’t remember seeing these, but work with the Social Media Garage to set up photo stations and photo booths around the track and outside along 16th and Georgetown.  Don’t just provide fans stations to take pictures of themselves that can be shared on social sites, but also provide goofy props, etc in the booths.  Every one of all ages loves those little plastic racing helmets!
  • An interactive art wall.  At Big Car’s Service Center on the West side, they’ve built a chalk wall that lets people list what they want to do “Before I Die…”  Something similar at the track could prompt fans to list their favorite track tradition, etc.  Yes, this could invite graffiti and vulgarity on certain days, but place it front and center near the pagoda which might cut down on shenanigans.  Or simply don’t put it up on Carb Day, using the extra time to prepare it for exhibit on race day.
  • Repurposed flags, banners from the Speedway.  Work with local organization People for Urban Progress (PUP) to help them repurpose the used signs and banners from each race.  PUP is already working with the old RCA Dome roof and Super Bowl banners.  A race collection could also be sold in the IMS gift shops.
  • Marketing Summit for IndyCar.  Indianapolis is a national hub for marketing technology (i.e. ExactTarget).  Tap into this resource and organize an IndyCar industry marketing summit for race teams and others involved in the industry.  The event could be held at the IMS and include conference session and exhibits.  Increasing the marketing skills and power of IndyCar teams means increasing the entire league’s efforts.
  • Arts Community.  Tap into Indy’s arts community and hold art contests where entries are inspired by the Speedway and/or the Indianapolis 500.
  • The Indie Arts & Vintage Marketplace is also growing in popularity.  Organize an annual “collector’s road show” at the track.  This could be a big show on the IMS ground for Indy 500 memorabilia collectors, etc.
  • X-Games.  Final, random thought.  It could be pretty cool if ESPN’s Summer X-Games were held on the grounds of the Speedway.

Whatever changes you decide to make this offseason, I am confident the IMS will continue to build and improve year after year.  I look forward to Indianapolis 500 #32 in 2014.  You’ll find me in my seats up in J Stand.

We Are All Innovative

We are all innovative; capable of connecting and creating the ideas that drive people, businesses, organizations and society forward.  Allow me to lay out a quick argument for this reasoning:

Innovation = Creativity

MentorEdge’s Ravi Kikan recently asked the LinkedIn Future Trends group, “How do you define innovation in one word?”  To date, over 300 different people have responded and the most popular answer has been “creativity”.  A few others have also offered up “creation” in response.  For further thoughts and to see a word cloud from this LinkedIn discussion, please visit my blog about it on Centric’s page.

True, many out there will argue that innovation and creativity are similar, but each is different in its definition and application.  This may be so, but both no doubt share the same core of unique thoughts, expression and creative output.

We Are All Creative

Genesis 1:27 – “so God created mankind in his own image.”

“…if God was crazy about creativity, and I was created in the image of God,

then somewhere deep inside I must be crazy about creativity too”

Pixar’s Don Hahn, Brain Storm: Unleashing Your Creative Self

Put another way, God is the ultimate creator.  He created the heavens and earth, light, sky, land, seas, vegetation, birds, creatures of the sea, livestock, wild animals and mankind.  (Genesis 1:1-27).

If you doubt God’s creative ability, you must have never stood on top of Maui’s Mount Haleakala to watch the sunrise.  You must have never stopped to watch animals playing at the zoo.  You must have never laid on your backs to stare at the endless stars on a clear night.

If God is the ultimate creator, and we were made in His image, that means ultimately we are creative too.

So, this brings me back to my original thought: We are all innovative.

We (all mankind) = Creative = Innovative

“Art is not a gene or a specific talent.  Art is an attitude, culturally driven and available to anyone who chooses to adopt it.  Art isn’t something sold in a gallery or performed on a stage.  Art is the unique work of a human being, work that touches another.

Seizing new ground, making connections between people or ideas, working without a map – these are works of art, and if you do them, you are an artist, regardless of whether you wear a smock, use a computer, or work with others all day long.”

Seth Godin, The Icarus Deception

Take Value in the Unexpected

I love the little takeaway nuggets that make an investment worth it.  This could be the price I paid for a conference, the time I took to read a book, or the decision to spend $10 on a couple of FOUND  Magazine issues the other night at Big Car’s Service Center.

FOUND Magazine’s founder, Davy Rothbart, was at Service Center earlier this week to share some of the many “found items” that make up his magazine.  The magazine is simply a collection of this stuff that is discarded by someone and found by someone else.  According to Davy:

“We collect found stuff: love letters, birthday cards, kids’ homework, to-do lists, ticket stubs, poetry on napkins, doodles– anything that gives a glimpse into someone else’s life. Anything goes. We certainly didn’t invent the idea of found stuff being cool. Every time we visit our friends in other towns, someone’s always got some kind of unbelievable discovered note or photo on their fridge. We decided to make a bunch of projects so that everyone can check out all the strange, hilarious and heartbreaking things people have picked up and passed our way.”

Getting back to the copies of FOUND that I purchased, there is a fantastic interview with artist Miranda July in FOUND #6.  Davy and Miranda discuss their shared interest in “found moments”:

Davy: You wanted a picture of flowers, but they had a picture of a bird, so of course a bird is what was right

 

Miranda: Exactly! I try to keep all of my art and all of my life flexible enough that I can allow in these moments of accidental luck and inspiration

 

Davy: I feel like I try to live my life in the same sort of way – taking value in the unexpected, and trying not to be too married to any one idea.  There’s this serendipity of finding things, it can feel magical.

 

Miranda: Yeah, but I don’t think of it as fate or that the universe is trying to tell me something. I’m telling myself it. It’s not about magic, it’s just the way things really are. It’s real. Like a table. It’s concrete. It’s already existing. You just have to be aware. We look for information to come to us in precise and logical ways, but you have to be open to moments like this. You have to practice being methodically open the way you would practice anything else, like math.

 

Davy: Picking up pieces of paper off the ground is a way of staying in practice.

I absolutely love this conversation.  I spend my days scanning a wide variety of print publications, newsletters, blog posts and Twitter feeds just to find those little nuggets of unexpected inspiration.  The “found” idea that will help boost a current product development, project I have a hand in or one that I know will help out someone in my network.

If you want to make progress, to be innovative, you must be aware of your surroundings ready for the next idea, no matter where it may come from.  Valuing the unexpected may mean stepping outside of your current industry for inspiration.  It may mean experiencing something new.  Traveling to a new city, attending a new tradeshow, or participating in a new conference.

If you are methodical and always look for new ideas in the same ways and places, groundbreaking new ideas and insights will be hard to come by.  Thank you Davy and Miranda for this great reminder!

Day of Innovation: Effective Innovation

Centric Indy and Indiana Innovation Awards co-hosted the first annual Day of Innovation on October 17.  The event was hosted at Conner Prairie interactive history park in Fishers, IN.

One of the afternoon workshops was a panel discussion led by Insight2’s Jerry McColgin on the topic of Effective Innovation.  Panel members included:

  • Bob Rodenbeck – Director of R&D, Delta Faucet
  • Kurt Koehler – President, AlGal Co.
  • Mark Palmer – Co-Founder, Oohology

Here are some of the great snippets, ideas and lessons discussed during the panel session:

  • Creativity applied to develop and/or improve a product or process… innovation is applied creativity
  • Every idea we have is a logical extension of existing ideas
  • Status quo is a powerful enemy to innovation
  • To foster innovation you must make mistakes and foster an environment where mistakes are okay
  • If you hit a road block, take a walk… take your mind off the work you’re doing

 

Bob Rodenbeck shared his 3 criteria for a successful innovation:

  1. Did the product/service meet an unmet need?
  2. Did it provide real benefits?
  3. Did it connect emotionally with consumers?

If your new product or service can meet all three criteria, sales and marketing is the easy part.

 

My favorite quote of the night came from Mark Palmer:

“Assume the investor has no imagination or he would be the innovator and not the investor”

Day of Innovation: The Importance of Vision

Centric Indy and Indiana Innovation Awards co-hosted the first annual Day of Innovation on October 17.  The event was hosted at Conner Prairie interactive history park in Fishers, IN.  Ellen Rosenthal, Conner Prairie’s CEO, was one of the featured speakers and discussed the Importance of Vision to the innovation process.

“Everyone that walks through the door is a participant in what we do”

Listen to your customer.  It is important to identify anyone and everyone that engages with your brand.  Each person represents a learning opportunity and chance to leave an impression of your brand.

Ellen presented ConnerPrairie’s shift from a show and tell museum to one that engages with its customers.

5 Steps to Innovation Change:

  1. Anthropological research on your visitors/customers.  Don’t just observe your customers.  Talk to them, listen to them and engage with them
  2. Clear expectations that staff respond to findings.  If you are going to invest in learning your customers, invest in doing something with the results.  Every employee in your organization has an opportunity to interact with an end user.  What are they learning and what are they doing with that customer knowledge?
  3. A sense of urgency created for the need to change.  In Conner Prairie’s case, attendance was rapidly declining and it was becoming a financial challenge for the organization.  There must be a reason to change.
  4. Research findings showing the impact of engaging visitors.  Once Conner Prairie implemented changes, they followed up with additional research to make sure those changes were working.  Engaging with customers is just as important after launching a new idea as it was to help discover and build that new idea.
  5. Staff empowered.  Empower your staff to listen to the customer, and ACT on what they see, hear or experience.  Front line employees keep a better pulse on the end user than those in management.  Make sure they have the knowledge, tools and most importantly the blessing to act on new customer insights.

“Research doesn’t provide the answers, it provides the issues for your staff to solve”

I love that these lessons from Conner Prairie can apply to just about any organization.  These steps can not only lead to temporary innovations, but to changes in the organization structure that fosters innovation into the future.

Some additional lessons shared by Ellen:

  • Change caused more change.  The Conner Prairie staff was encourage to continue finding ways to make the visitor experience better.
  • It is important for management to hold conversations with all staff members.
  • Make sure the staff understands their role in the innovation process, but also what role they had in innovation successes.
  • Some of the best new programs that have been implemented at Conner Prairie came from staff members.  One recent example is STEAM Innovation Week.
  • Long time staff members have grown to understand the need for change
Conner Prairie is an Interactive History Park in Fishers, IN.  At Conner Prairie, you’ll find five themed historic areas to explore: Lenape Camp, Conner Homestead, 1836 Prairietown, 1859 Balloon Voyage and 1863 Civil War Journey: Raid on Indiana. In each area “look, don’t touch” becomes “look, touch, smell, taste and hear” as you live history first-hand. Explore 200 beautiful, wooded acres and discover fun daily activities, themed days and exciting ways to experience the past with your family

 

Centric

Centric is Indy’s Innovation Network.  It is the only organization that fosters innovation among Indianapolis professionals who seek change-making knowledge and resources.  Centric exists to build the reputation of Indianapolis as a globally recognized innovation center.  This is accomplished by creating connections and empowering local professionals one at a time.  The Centric community gets together for a luncheon on the fourth Friday each month.  The goal each month is to connect, learn and do.  I am on the board of director for Centric and would be happy to answer any further questions you may have.  You can follow us on Twitter at @CentricIndy

 

Innovation Case Study: Igloo’s Yukon Cooler

Igloo Products Corp. launched the 50-quart Yukon cooler, retailing it for more than $300.  Guess what?  Not only did it sell at this premium price, “orders for the Yukon took off and tripled the expected production capacity”.  What a great example of earning a premium for functional added value that solved a previously unmet need in the market place.

Plastics News recently profiled Igloo’s recent growth and offered the case study of the Yukon Cold Locker product line as one example of their 130 new products in the past 4 years.

Igloo Adds Workers, 130 Items, Brings Rotomolding In-House

Igloo introduced the Yukon Cold Locker cooler at the start of 2012. The high-end cooler is marketed at sports enthusiasts and professionals who will spend days — if not weeks — out in the woods or on a fishing expedition.

 

“These are the guys who will spend thousands of dollars on a gun or a thousand dollars on a scope,” Thornhill said.

 

The Yukon was designed with extra insulation, capable of retaining ice for up to 14 days, compared to seven for a typical cooler. That is the kind of performance needed to keep swordfish or elk fresh during a long fishing or hunting trip.

 

The hard plastic outer shell and heavy-duty latches and handles also stand up to rough usage. Thornhill boasts that in tests, a bear spent an hour trying to break in before it gave up.

 

The Yukon also sells at a premium price, retailing at more than $300 for a 50-quart container and more than $700 for the 250-quart model. By comparison, Igloo’s 50-quart MaxCold hard-sided cooler lists for $65.99.

 

Yukon coolers are rotational molded, so when orders for the Yukon took off and tripled the expected production capacity, Igloo knew it was time to bring rotational molding in-house. It currently contracts for rotomolding from outside suppliers that use a combination of domestic and international production.

Igloo obviously did their homework and was able to meet real consumer needs with this new product.  What are doing to learn your market?  To discover unmet needs from your consumers?

Collaborating to Build a City

“Former Indianapolis Mayor Bill Hudnut reminds us what can be achieved with collaboration” - For the Republican, the visit was another reminder of the value of working collaboratively, even with political rivals, to accomplish goals and solve problems.

Some choice quotes on collaboration from former Mayor Bill Hudnut:

  • “Without that willingness to work together, where would Indianapolis be today?”
  • “It should all be about getting things done, and being pragmatic and working together”
  • “You have to show respect for the other side, and a civility and willingness to work with them”

This recent article from the Indianapolis Star serves as a nice reminder that I never wrote anything about the lessons on collaboration I learned from the Pacers’ Rick Fuson earlier this summer:

 

Back in July, Centric had the opportunity to hear from Rick Fuson, COO of the Pacers.  Rick discussed how a decades-long, collaborative sports strategy has brought Indianapolis into the national limelight.  In the not-too-distant past, Indianapolis was referred to by one sports broadcaster as a “cornfield with a race-track wrapped around it.”  However, Hoosiers have shattered that perception after unprecedented successes at high-exposure events such as the Super Bowl, Final Four, and National and World Championships for a variety of other sports.  As most Indianapolis natives know, these successes have not been by accident.

“We’re a growing city, but we’re still a small town.  We’re doing work with our friends and neighbors.”

 

We Can Do It

Rick discussed Indianapolis’ tendency to take on a challenge without having any clue how to do it.  That’s the Indianapolis spirit.  Taking on challenges is for the bigger picture of the city.  When asked to put on the Pan-Am Games, Indy had just weeks to pull it all together.  When asked to host the World Swimming Championships, nobody began to understand how to do so…in Conseco Fieldhouse.  Indianapolis’s aggressive sports strategy included taking risks and the risk has paid off.

Did you know?  The Hoosier Dome was only the second air supported roof structure…ever!

 

Find a Common Ground for Collaboration

What is the common ground your organization and business partners can rally behind?  “Sports” worked for Indianapolis.  From its early beginnings, leaders in Indianapolis knew sports was much more than that.  They were using sports as the city’s economic incubator for future growth.  Sporting events are a part of our economic engine.

Collaboration builds relationships and bridges that can come back full circle.  You never know when old ideas and relationships may come back to provide benefits.  Indianapolis’ “Hoosier Hospitality” approach has paid many dividends over the years.  Be sure to stretch collaboration as far as it can go.

 

Innovation is in every business

Innovation is a new way of doing things.  It doesn’t matter if you’re big or small.  Anyone can innovate.  One of Rick’s lessons was that “just about anyone can do just about anything if they’re given the chance and given the training”.  Make sure you are using all of the technology available to you and do your research to help insure effective innovation efforts.

 

I’ll admit some bias, but I love one of Rick’s closing thoughts.  “Get yourself involved with groups in our city like Centric.  Not only to make yourself better, but to make the community better.”

 

Centric is Indy’s Innovation Network.  It is the only organization that fosters innovation among Indianapolis professionals who seek change-making knowledge and resources.  Centric exists to build the reputation of Indianapolis as a globally recognized innovation center.  This is accomplished by creating connections and empowering local professionals one at a time.  The Centric community gets together for a luncheon on the fourth Friday each month.  The goal each month is to connect, learn and do.  I am on the board of director for Centric and would be happy to answer any further questions you may have.  You can follow us on Twitter at @CentricIndy 

7 IDEO Beliefs That Drive Innovation

This past Friday at Centric’s monthly luncheon, I had the opportunity to hear from IDEO’s Tasos Karahalios as he discussed several new themes that are growing in relevance in his work with clients.  Tasos works out of IDEO’s Chicago office as a portfolio lead on a wide range of projects within the Health and Wellness and Consumer Experience Design Categories.  One of his current roles involves engaging clients to develop longer term strategic relationships aimed at changing their internal development processes.  In addition, he has been working closely with the startup community to help build new venturing opportunities for IDEO and clients.

These new themes were organized by beliefs from the IDEO organization. Each is growing in importance, not just for IDEO, but for any organization that is interested in building new systems for design and innovation that will last.  Here is an outline and summary of those beliefs:

At IDEO, We Believe:

1. in Radical Collaboration with our clients

We are smarter collectively than individually.  IDEO is adapting their processes to work with the unique constraints and capabilities of a client’s organization.  Bring in as many people from the core team as possible.  Hands-on experience with a new project helps sell the work across an organization.  The more people with a hand in the development process will be better connected to the end user and to the final work the company sends to market.  IDEO helped one client develop and implement a pop-up design studio that allowed a rotation of employees from various departments to isolate themselves in a collaborative environment.

 

2. Inspiration can come from unexpected places

IDEO emphasizes this discipline with its clients.  If you want new ideas and inspiration, start looking at the extremes.  Find people solving problems in interesting and novel ways at the fringes of your market.  Try even looking outside your category or market altogether.  One hospital IDEO worked with looked to NASCAR pit crews for how to operate more efficiently in fast paced, high stress scenarios.

 

3. in Designing Early

A brilliant strategy is only as good as the outcomes it drives.  Don’t wait for the framework before you start building.  IDEO believes in acting on strong hypotheses and discussed the need for creating early “sacrificial” concepts.  Early models and prototypes will help conversations move forward.  One footwear manufacturer threw together early shoe prototypes with foam, tape and other simple materials lying around the office.  Even rough models can tell a better story, help build an idea and provide a stronger platform for early feedback.

“We are going to intentionally design what we think are good ideas, but we are going to skew some so we can learn from it”.  The best opinion is not your opinion or even your client’s opinion.  The only opinion that matters for a new concept is what the end user says.  This is why designing prototypes and getting user feedback on them early is key.

 

4. Technology can support behavior change

IDEO thinks of technology as an enabler, not the driver. There is a growing gap between people’s needs and desires and the offerings available to help realize them.  Few businesses are stepping up to provide products and services that help shift people’s habits accordingly.  One IDEO client that Tasos discussed has revolutionized the glucose monitoring market for diabetics by providing a USB monitor that allows users to automatically track their data.  This data is not only crucial for the end user, but it also helps provide reports to their health care providers.

 

5. in Disrupting Mature Markets

There are a lot of behaviors we simply accept.  There are many commodities and mundane services that are left untouched because companies see little opportunity in pursuing innovation in these “red oceans”.  One industry that has gone through surprising change is banking.  Services such as Mint.com and PNC’s Virtual Wallet have redefined this industry for consumers.

 

6. Launching to Learn

Similar to Designing Early, Launching to Learn is all about iterating and creating minimum desirable experiences early in the development process.  Launch those early iterations so they can evolve based upon what the market is telling you.  Identify a clear path to market for the right initial offering, supported by a roadmap of options based on market learning.  Design flexible, scalable platforms to easily allow them to build, pilot, learn and iterate on the concepts.

Launching to Learn may have to be a skunkworks project for your organization.  “We may fail, but we will learn something in the process”.  There is always something to learn whether early designs and developments fail or succeed.

 

7. Integrated Brand Experiences

A brand is both what you say and what do.  By embedding the same insights into every consumer touch point, IDEO helps its clients insure consistency for the brand experience.

IDEO.com provides an example of this discipline at work: State Farm’s Next Door Project.

The Next Door project began in 2008, when State Farm and IDEO conducted an initial round of in-context interviews with 18- to 35-year-olds. The design team soon discovered that many young people viewed traditional banks and insurance companies as “intimidating” and “unwelcoming,” selling products and services that were confusing, expensive, and irrelevant to their contemporary lifestyles.  Through Next Door, State Farm has started a mutually beneficial dialogue between their employees and the Next Door community, with benefits ranging from helping and learning about young consumers to supporting local businesses. “At State Farm, we see Next Door as an open-source learning lab,” says Brett Myers, Next Door’s program director. “It’s a new way of being a ‘good neighbor’ for a new generation.”

Despite a new generation of consumers with different views and needs, State Farm Insurance has succeeded in embedding their brand in this new service and touch point.

 

 

One of the final thoughts Tasos shared with our Centric group was a tool for identifying the right approach for a development process:

 

IDEO 

IDEO is a world leading innovation and design firm.  One of Fast Company’s Most Innovative Companies, IDEO takes a human-centered, design-based approach to helping organizations in the public and private sectors innovate and grow.

 

Centric

Centric is Indy’s Innovation Network.  It is the only organization that fosters innovation among Indianapolis professionals who seek change-making knowledge and resources.  Centric exists to build the reputation of Indianapolis as a globally recognized innovation center.  This is accomplished by creating connections and empowering local professionals one at a time.  The Centric community gets together for a luncheon on the fourth Friday each month.  The goal each month is to connect, learn and do.  I am on the board of director for Centric and would be happy to answer any further questions you may have.  You can follow us on Twitter at @CentricIndy

The Basic Tenets of Improvisation Can Lead to Better Execution

I had the opportunity to join the Centric luncheon at ComedySportz Indianapolis this past Friday.  The team at ComedySportz shared the “Basic Tenets of Improvisation” and how they lead to better organization and execution in the workplace:

1. PAY ATTENTION

Most people may have some rough plans for their day, but don’t wake up with a script to follow each time. You don’t know everything that’s going to happen.  It is vital to pay attention to everything and everyone around us.  One key to successful improv acting is to pay attention to the spoken, and unspoken signs.  The same applies in the workplace.

2. ACCEPTANCE

Be open to new ideas.  It is important to hear everyone’s point of view when thinking up solutions to a new challenge.  Not all ideas are good ideas, but don’t get in the habit of shutting them down.  If your organization does not encourage acceptance, many ideas may go untold and unshared.  More ideas and more variety of ideas will only help increase the chances for ideas that lead to new solutions.

3. WORK AS A TEAM

Everyone must rely on the team around them at all times.  Group collaboration is not about anyone being a star.  Everyone has different strengths and different weaknesses.  Teamwork will help hide the weaknesses and highlight the strengths.

4. COMMITMENT

Every day we have different ups and downs.  Each member of the team needs to commit to give their best effort each day.  Your best may fluctuate, that’s okay, as long as its your best.  If you start something and don’t think it will work, commit (as a team) to trying something else you know will work.

5: HAVE FUN

One of my favorite sayings: “Today is the youngest you’re ever going to be, act like it”.  The team at ComedySportz is all about having fun.  They know that when a team can break the ice and laugh together, that is when real productivity will begin.  There is a time for work and a time for play.  You should be enjoying yourself all the time.

ComedySportz Indianapolis

If you haven’t visited these guys yet, do yourself a favor and mark it on your calendar.  Their team building method is a common sense, hands-on, get-up-off-your-chair-and-have-fun approach that will have our group energized, laughing and communicating.  In addition to corporate and team  building events, ComedySportz maintains a regular schedule of shows at their Mass Ave studio in downtown Indianapolis.  One event I’m excited to try is their all ages kid-friendly show the first Saturday of every month.  They also do birthday parties.  Follow them on Twitter @indycsz

Centric

Centric is Indy’s Innovation Network.  It is the only organization that fosters innovation among Indianapolis professionals who seek change-making knowledge and resources.  Centric exists to build the reputation of Indianapolis as a globally recognized innovation center.  This is accomplished by creating connections and empowering local professionals one at a time.  The Centric community gets together for a luncheon on the fourth Friday each month.  The goal each month is to connect, learn and do.  I am on the board of director for Centric and would be happy to answer any further questions you may have.  You can follow us on Twitter at @CentricIndy

Biblical Innovation: Live the Life of Your Intended User

“Consumers sit at the heart of the product development process.  Ultimately, their needs can only be met in the finished product if they are correctly identified and understood from the outset…conversations with consumers should be orientated towards the underlying needs they want to fulfill, and in particular the problems they encounter with existing solutions”

Olly Robinson, GFK Tech Talk, “What Consumer Research Can Learn From Henry Ford”

“God set aside his deity to take the form of man.  He had to experience life like we do.”

Pastor Steve Poe, Northview Church


Most innovative leaders and organizations would agree with the above statement from Olly Robinson.  Companies have developed a wide variety of processes to better understand their end users:  surveys, focus groups, immersion and eye tracking software to name a few.

However; while most leaders agree with the need to understand their end users, how many actually step out of their executive comfort zone to participate in their organization’s innovation efforts?  How many set aside their “deity” to experience life like their end users do?  These consumer and immersion studies are usually conducted by product development and marketing teams who then review and compile the information to present it to the executive suite.  There is a gap in the executive suite’s blessing of innovation investments and the participation in innovation efforts.

This gap has helped create another issue that most in the innovation community would agree on.  For innovation efforts to succeed; there must be buy in from the executive level of the organization.  In fact, a quick Google search will yield lists of articles related to “Selling Innovation to Your Boss”.

There are of course, exceptions to every rule and some executives in the innovation landscape help set a model for others to follow.  Procter & Gamble’s A.G. Lafley actively engaged in his firm’s innovation efforts.  He participated on the board of P&G’s internal innovation fund and regularly conducted innovation and strategy reviews with each of P&G’s business units

In their study on “Selling Innovation to the C-Suite”, Marc Meyer and Tucker Marion tell the story of an executive team from a dorm furniture manufacturer.  A design firm working with the manufacturer got their client’s executives to spend a night in a college dormitory.  “The executives-turned-college students not only had a little bit of fun, but also saw just how out of touch their current designs were with the attitudes, preferences and behaviors of end users”.

Like many other successful business practices, some firms get it.  They know that successful innovation comes from executive buy in and participation in the efforts.  Still, most companies unfortunately do not understand which leads us back to my original example above: God as the ultimate innovation leader.

God created man in His image (Genesis 1:27).  However, man enacted his free will in the Garden of Eden when Eve took a bite of the apple (Genesis 3).  From that point forward, there is a disconnect between man and God throughout the Bible that culminates in God “setting aside his deity” to step foot on earth in the form of man, in the form of Jesus Christ.

God had a strategic plan in place.  He created great things, he created everything.  However, like many of our own plans; God recognized that strategic efforts were required to recapture his end user, to “innovate”.  This is why he took the form of man.  To learn at our level, to engage at our level, to teach at our level.  Jesus’ disciples already believed in God, but they needed a fellow man to inspire and lead them.  Jesus led a revolution not just because he is God.  Jesus led a revolution because he was God in the form of man and spoke to man at his level.

If you want to lead great innovation efforts in your own firms, you must learn to meet your end users at their level.  Inspiration comes from “ground level” insights, not from reviewing presentations of the results.  If you are a leader in your company, learn to set aside your own role to take on the roles of your end users.  You may be surprised what industry revolutions you can create.