innovation playground Idris Mootee

Idea Couture Is Ready To Take Innovation And Design Thinking To The Next Level.

This has been a very tough two months for me in terms of time and I have not been spending much time writing my blog as much as I used to. It is getting a bit difficult to find the time as we were going through a reorganization, adding new offices, putting new management system in place and at the same time trying to finish my two books on the weekends which will be published in May and Oct this year.

I am excited about my new Design Thinking and Strategic Innovation book that I hope to fill a gap in the market place. And management of the company is taking more and more of my time. So the time I can afford to touch projects is shrinking, I think I only spend 25-30% on projects these days instead of 40%. And people think I spend a lot of time on my MISC magazine, the reality is it is less than 2% of my time. I have a great team helping me with that. I only pick the theme, cover girl and the designs.

We have always designed Idea Couture to be a company that is agile, high style and deserve great love. But we recognize this is an ambitious goal because we want style, speed and substance. Not everyone can make it. I remember someone said something like "Out of difficulties and impossibilities grow miracles." Perhaps we’re naïve. Idea Couture is not a place for small thinkers or people with big egos. It is place for people who believe in being AWESOME and won’t spend time fighting for excuses.

I take pride of seeing people that I mentor growing everyday. We’ve come a long way since launching what we called an innovation firm – whatever that means. It is not a design firm with MBAs; or management consulting firms with some designers or digital agencies calling themselves innovation agencies. We are built from the ground up to do what we’re supposed to do – we work with organizations to uncover innovative ideas that sustainably grow market share or create new markets through powerful customer experiences innovation. We are close to the completion of our reorganization and I am very excited to wait for more new people joining us every week.

Our technology team is amazing and we’re now adapting new methodologies so we can deliver better and faster cross-platform solutions. Our strategy team is growing and growing and have so much untapped potential (unsolicited resumes are flying in dozens everyday).

Our design team is world class and I personally make sure they will remain the best all the time. They not only produce great work, but also open minded and egoless, and fun. At Idea Couture, design is at our very core, not the surface. Design here is under transformation and it is not done within a studio, it is done in the real world in future tense. Design is where technology and art breakeven and where love and logic intersects.

Our insight team is AWESOME with all capital and it is our intellectual powerhouse. When the company advanced forward to a new stage, our foresight capability was not meeting the standard that I required both in terms of strategic knowledge and professionalism. So we needed a full upgrade. Now we have a new global team and a plan to fully integrate that into our innovation process.

We have no time for amateurism. People are committed to giving their best. We just launched our idea couture culture page, which is my personal most favorite part of our site that best represents us. It shows us who we are as individuals which really what this company is all about. People are here for a reason, not for a job. They find their best and it is our job to bring out their bests. It is not always easy. It is how they find meanings. There is a strong correlation between job satisfaction and meaning.

We refuse to act like a "grown-up" company; however at times the company and will always want to think we’re small even though we have 6 offices around the world.

We refuse to act like a “think tank" as we don’t just think, we do.We don't just produce report, we ation on them. We use visual output for sensemaking and mobilizing change that increases organization adaptability and agility.

We refuse to act like we "know it all" but we believe we are equipped to find the best available solutions.

We refuse to accept any "best practices" as we are the one who invent “next practices”.

We refuse to accept that “amateur foresights” is better than no foresights. Actually it is better to have no foresights than wasting time on amateur futurists.

We refuse to accept that "ideas are everything", in fact ideas don’t worth much. They are cheap. There are no shortage of people with ideas and can never execute anything. The art of jump starting innovation is strategic commitment and it is more valuable because nothing happens until someone do something.

We refuse to accept people with "big egos", it is simply not part of our culture. But there is one nice thing about egotists is that they don’t talk and think about other people at all.

Idea Couture is a working prototype and will remain a working prototype in time to come.

Forget About Being A "Manager". You Need To Become An "Innopreneur". There Is A Huge Demand For Corporate Entrepreneurs / Innovators Everywhere.

The time for New Year resolutions is here again, not sure if we're all up for the challenge as we can expect more intensified competition, more uncertainty both in politics and economicsl and more disruptive re-organization for all big companies. It is the time for self-reflection and thinking about what do you really want to accomplish this year and what how to bring out the best in you.  If you’re an emerging manager or young leader you should read this.

Drop whatever idea you might have of "what is a manager" in your mind. You don't want to be a "manager". Manager is really not the right title although “managing” is part of the job but a smaller part of it. You are a manager, a knowledge worker, a leader and an entrepreneur. It is easy to learn the skills of being a manager, but very hard to be a great leader and an entrepreneur.

Let me clarify. An entrepreneur doesn’t mean you should be running your own business or start-up; what I am talking is a state of mind. Look around you, do you find a lot of “entrepreneurs” around you? Is your team comprised of people who take ownership of any project or task that comes across their desk or inbox and apply design thinking skills to accomplish them? Do they embrace complex challenges, team skills, and take personal responsibility – for successes and failures alike? Do they think about the good of the larger them than optimzign for their own career gain? Do they provide leadership even they do not have the formal authority?

Corporate entrepreneurs are basically innovators. These “innopreneurs” are hard to find and it is far more difficult to be a corporate entrepreneur than a start-up person. It is relatively easy to say let’s have your start-up and honestly most of them are no more than just an excuse or a way to escape. Entrepreneurship is not about proving a job for yourself, it is about aligning your passion with the right capability and resources that link that to a big idea that create economic value. And not afraid of the challenge of working with the elephant.

A corporate entrepreneur s someone who works in a large corporate setting and his/her job is to create new growth opportunities from coming with the big ideas to launching/managing a corporate venture that is distinct from the parent company either at an adjacency or something that could disrupt the corporate parent. He/she needs to be creative about how to leverage the parent’s assets, market position, core capabilities, brand, channel or other resources. I am estimating that less than 1% of corporate managers are corporate entrepreneurial material or has the quality to sustain as one.

“Corporate innopreneurship” requires the following attributes: (1) a leader that are comfortably to act without authority; (2) a design thinker that enjoy solving complex business challenges with limited information; (3) a manager who understands his everyday job is to resolve dilemmas and not just dreamers; (4) an explorer who can navigate even there are changes in scenarios; and (5) an organizer who can manage people and resources in an agile manner. Every company needs a few of these to achieve innovation-led growth.  Everyday I look around me and try to identify them. The difference may be not only the way they think and self-motivate, but they way they’re being nurtured.

If last year wasn't a great one for you, don't think back. No one can go back in time to change what has happened. So work on your present to make yourself a wonderful future. Happy New Year!

We Have Proved Once Again That Brand Marketing Can Drive Social Change, Further Customer Engagment And Build Brands. And Won A Gold Award For Best Financial Service Marketing.

Aviva Canada just announced winners to Aviva Community Fund with half a million dollars payout to programs across the country. This is the second year of a very successful campaign created to use brand to drive social change. The Aviva Community Fund, a unique competition designed to lead, empower and support positive change in communities across the country, was first launched in 09 when we presented the idea to the client.

The idea is an open source idea platform for people to submit and decide how to use the money to drive real social change and provide positive impact to their communities. We are grateful to our client's team who worked with us side by side and our design and development team working day and night to accommodate the evolving needs of the program. This is year two and we won a gold award for this campaign. Great work team!

The sustainable impact of the idea or campaign is another proof to show that the world has changed so much since the early days of advertising. The events of the last decade and the Internet has made us aware of the challenges around us.

Advertising has always been the primary mechanism to create awareness and build brand equity, but it is not a question of which 50% of the money is wasted, it is a question of why 80% of the money spent is not building brand equity and merely creating awarness?

Our research shows that 79% of consumers are willing to change the brands they buy or if they believe their actions contribute to making our world a better place, and over 67% would help a brand “promote” (by using Facebook or other social media) if a good cause were behind it and is credible. Also, 73% of consumers (under the age of 35) said it is their mission to contribute to a better society and environment.

Among all respondents, “helping others and contributing to their communities” was cited as the second-most important source of personal contentment, after “spending quality time with loved ones.” Over 54% respondents are not fully convinced that corporate social responsibility advertising is credible when they cannot associate that with real action. The power of PR is diminishing when the program is not designed to engage consumers. This study was part of our ongoing research to look at how social causes can help brands which are low involvement in nature to drive engagement.

One interesting take away point, 67% of consumers are comfortable with the idea that brands can support good causes and improve our societies and make money at the same time. When is Wall Street ready to factor in a second or third bottom line into their valuation of companies? It is time.

Brand Talk on Love, Sex And Emotion. Marketers Love Drinking Their Kool-Aid.

Can a company/brand create such powerful emotive connections to make customers love them? Your advertising agency will be quick to say yes. I am not sure. I can imagine a few scenarios that it happens but is is very uncommon. Marketers like to convince themselves that you can buy ‘love’ and that’s the ultimate goal for great marketing. What's that book name "Lovemark"?  That's an example of advertisers drinking their own Kool-Aid. Yes, many customers can have a level of enthusiasm because we provide them with a great customer experience, is that love? That’s what I want to write about.

Neurologists suggest that the early stages of love are governed by parts of the brain that are used for goal-seeking and reward, and resembles obsessive-compulsive disorder. Such as the first time you look at an Apple iPhone, a Harley Street Bob, a Hermes Kelley, a Mercedes SL AMG and a Patek Philippe Calatrava.

Here's how our brain works, at the early stage of a romantic relationship sparks activity in dopamine-rich brain regions normally associated with motivation and reward. The intensity is proportion to the activity. Advertising doesn’t make them love your brand; they attract their attention and interest.

The part of our brain associated with emotion, the insular cortex and parts of the anterior cingulate cortex, are not activated until the more mature phases of a relationship. In the context of brand marketing, the emotive connections require consistence good customer experiences including the love and hate. Love happens as a result when the sum total of the interactions that a customer has with a company's products, people, and interfaces reach certain threshold. Starting from the moment when customers purchase a product to the moment when they unwrap the box and sharing their joy with their friends on Facebook.

Here's a myth. Love is not emotion, it is a strategic capability to gain happiness. And love by itself has no object. It is some invisible and unexplainable energy of consciousness sometimes we are not even aware of it. It is beyond form, yet inclusive of form. Love is a capability that can be developed, nurtured and learned. We develop this capability when we were very young. Over the years, we develop the ability to love and care for the other person(s) and sometimes even objects.
Emotion is a different animal. It is feelings (or reactions from our brain activity) that aroused as a result of stimuli. When you see something, you want to touch it, feel it and probably own it. Many people marry for the sake of convenience or benefits. The same way we are loyal to certain brands for the same reasons. Either because there is a lack of choice of simply the product category is of low involvement.

Sex, love and emotion are three different things. In an ideal world, they intersect at certain junction. Sex is not the single manifestation of love (although it can be one of them), regular purchase and consumption of a brand is not a manifestation of love for the same reason. Some people are always under the misconception that the manifestation of love is sex; the manifestation of loyalty is purchase frequency. Yes, it may be. But mostly not.

Take away for you for the weekend, emotion often gets us into trouble but we must recognize them as part of being human and accept them into our consciousness, where they need to be cared for and managed. And that cab be learned.

Have a great weekend and please share your thoughts.

Can The BP Brand Be Saved? The Logo Is Now The Symbol Of The Worst Ecological Disaster In Decades.

This BP mess is definitely an ecological disaster as well as a brand disaster of the century and it will take us decades to see the real impact. BP has lost half of its market value and there are even considerations for shareholder lawsuits on behalf of BP investors who have lost money because of the Deepwater Horizon oil spill.

Evidence is mounting that BP's directors, officers and executives missed or ignored numerous 'red flags', which had they been addressed, may have prevented the disaster. These actions also exposed BP to criminal and tort liability, and subjected the company to adverse publicity. Years of investment in the brand equity is pretty much gone overnight.

 

The brand now becomes a liability. Greenpeace launches a crowdsource logo design contest to publicize their cause. They are inviting professional designers and amateur designers to redesign British Petroleum’s logo and are getting an amazing response. The contest was launched shortly after Greenpeace climbers scaled a balcony above BP’s London headquarters to hang a giant flag bearing a reworked BP logo. The contest will run for six weeks, ending on June 28, 2010. I've picked a few that I like here.

The winning participants besides having their winning logo used in various Greepeace campaigns, they will get a day of training on a Greenpeace speedboat (not sure what that training it is), a design Masterclass with design agency Airside, or one of 50 goody bags (curious to know what’s inside).

The BP logo was designed by Landor and is featured as a blossoming flower on BP television commercials. Up until now, the design has been lauded by designers as a good example of a logo that reflects environmental responsibility. It is a pretty nice logo, but a pretty logo can only do so much these days in the age of transparency. Wonder how the original logo designers like the derivatives or are they participating in the contest