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.

3 Paths Towards A Creative Life. It's Not The "Aha" Moments Or Being Perfect.

You want to be more creative? Sometimes it is not about trying harder to act creative. I see a lot of people trying too hard. Sometimes it’s not just about giving one the space to be creative.  Sometimes it is just being strategic. And sometimes it means apply a healthy dosage of common sense. 

Strategic creativity is more valuable than creativity.  Not everyone needs to be “creative” the same way as other think you should be “creative”. It is not about ideas. It is an attitude. Everyone can live a creative life and be creative how he/she sees live. It seems that when creative people (artist) with certain carft try to solve a problem or achieve a certain end result, particularly when the goal is related to their craft or specialized skills, they have an advantage. But when the problem is too big for them, it takes strategic creativity on a more sophisticated level.

Creativity is in such demand today and it is not the years of schooling or what art schools you attend. The word “Creatives” is used in advertising world to describe those who work on creating advertising campaign or providing craft for production. People in these roles like to believe that they are more creative than others. It is not the case at all.

Creativity is not a job title, crafts, capability or skills. Creativity is state of mind, which you can use in everything you see and do. People should live a creative life rather being creative. By living a creative life and having that state of mind, one naturally becomes creative. Creative is independent of discipline, culture and tools.

So how do you live a creative life? Here are three specific ways that can help you to live a creative life.

1. Be Bipolar. A little madness yield great artists, designers, inventors and scientists. The evidence is growing for a significant link between bipolar disorder and creative temperament and achievements. Seeing the extremes of both sides of anything help you to understand the spectrum of choices and options.  Go to places you don’t normally go and use that space. It is not available for everyone.
2. Be Foolish. Be lazy. Everywhere people are telling you rules and the right ways to do things.  Be acting silly and even lazy can sometimes help you to see easy paths to complex problems. Agatha Christie wrote, “I don't think necessity is the mother of invention. Invention . . . arises directly from idleness, possibly also from laziness. To save oneself trouble.”
3. Be Strategic. Most people see this as the opposite of creative. This is total rubbish. Being strategic can also be creative. And being strategic you need to be very creative. The best strategists are often most creative people who can apply creativity in the context of a specific problem. They don’t’ dress in a funny way or even trying to act like artists. They may wear suits and even a tie, but they could also be the super creative types.

Creativity is not just about “aha” moments or interesting ways to look at things. Creativity is about putting empathy to work. Creativity is not about perfection. Weisberg and Csikszentmihalyi both talked the importance of motivation in creative performance. A notion of Csikszentmihalyi’s concept of creative flow is that reaching peak performance is “autotelic”, meaning it is enjoyable for its own sake. So the ‘creative person’ is simply someone who enjoys creativity and therefore does it all the time, even with no reasons and gains nothing from it. Someone just want to be creative all the time. That's different from peope who are strategic in applying creativity. Nothing good of bad. Just two very diffferent creative types.

Creativity is not about opening new doors because something said creativity people have no doors and doors are for those without imagination.

Introducing The 4P’s of Management: Peanut, Peter, Penis, and Perfection.


I used to interview between 200 to 350 fresh MBA grads a year, and many barely understand the basic principles of management let alone strategy and organization design. Most people developed some functional skills attending B-schools but most fail to develop a senior management perspectives despite those case studies method of teaching. Here’s the 4Ps that they need to teach in B-schools.

Here’s the Management 4Ps which I invented to train young managers: The Peanut Effect, The Peter Principles, The Penis Theory, and The Perfectionist Syndrome. If you have not heard all or any one of them, don't worry.


The Peanut Effect can be best described when referring to the lottery. The main reason why so many people play the lottery is because they place disproportionate weight on small probabilities. People don’t realize the true cost of a lottery ticket is a “peanut” and they don’t realize how the cost adds up over time. The same can be applied to buying snacks, coffee, magazines and other “cheap” items. If you are marketing your product or services, what you can learn from this is that you need find a way to emphasize the big benefits even if the probability to reap them is low. This can apply to bringing a vision to the company. Think big. Think possibilities and not only probabilities.

The Peter Principle is a belief that, in an organization where promotion is based on achievement, success, and merit, that organization's members will eventually be promoted beyond their level of ability. The principle is commonly phrased, "employees tend to rise to their level of incompetence." In more formal parlance, the effect could be stated as: employees tend to be given more authority until they cannot continue to work competently. It was formulated by Dr. Laurence J. Peter and Raymond Hull in their book The Peter Principle, a humorous treatise. Make sure you promote people to a job that is beyond their level of ability no matter how they try to justify the case. It doesn’t matter how long people have been on a job, sometimes younger manager can rise to the challenge in a shorter time. Experience helps .. but not always.

The Penis Theory is about finding your core. Penis envy in Freudian psychoanalysis refers to the theorized reaction of a girl, during her psychosexual development, to the realization that she does not have a penis. Freud considers this realization a defining moment in the development of gender and sexual identity for women. In contemporary culture, the term is sometimes used metaphorically to refer to women who wish they had a penis – lucky you don't need one to succeed in business. What you can learn from this is that too many marketers are spending too much time trying to be someone else. Often companies try and emulate the “big-wigs” and try to be like Apple, Amazon, or even Google. These companies however are spending too much time and too many resources trying to be something they are not.  It is more productive to understand who you really are – and what’s your core?

The Perfectionist Syndrome is common among high performance workplace. I have come across many high performers who are perfectionists – but not perfectionists in the true sense because when you look at their work, it is evident that they are too afraid to make calculated mistakes. And as a result, they often reach a performance ceiling. Perfectionism muffles our ability to hear, listen and learn and what you can lean from this is that perfectionism is impossible.

Let me tell you the dirty secret of management – forget about in search of excellence. There’s not a business anywhere in the world that is without problems or a business model that is perfect. Business is complex and imperfect. You can make a spreadsheet perfect but not the financials. Every business is managed by imperfect human beings and exists by providing a product or service to other imperfect consumers. Empathy makes up for the imperfection. Business is not a machine.

Can We Stop Talking About The Knowledge Management Nonsense Please? Knowledge Is Not Power. The Ability To Act On Knowledge Is Real Power.

The concept of knowledge management is purely an academic topic and has very little relevancy to the real world. When consultants start promoting it as if it is the central piece of strategy or oganizaion, I have a problem with it. When companies are thinking to hire a Chief Knowledge Officer to do the job of managing knowledge, we should first consider Chief Culture Officer or Chief Common Sense Officer, Chief Foresight Officer, Chief Politics Bashing Officer or Chief Human Factor Officer. These are more practical.

If the job of a CKO is to be the chief librarian or chief facilitator, then a company will have 100 chiefs. Some are suggesting CKOs can take a more strategic perspective, scanning across the enterprise to discover how they might improve processes and customer relationship management as well as promote employee learning. That’s called organizational design.

Some even suggest that in complex organizations where cross-business and cross-functional interventions aren’t likely to happen unless someone from the top team takes express responsibility for them, appointing a CKO would seem to be a good idea. That’s unrealistic. No P&L ownership means no influence. We need a better reason to justify another chief.

Forget a knowledge-management strategy, this is what the snake-oil salesmen/consultants invented to make them look good. Why we keep calling many things something they are not. Everything we are talking about is called “management”. If we take strategy, organization, knowledge, innovation away from management, what’s left in management? Perhaps for some management means the art of doing nothing. 

Management is a systematic way of ensuring carrying out of all activities is smooth and well aligned. It is different from leadership. Yes, now should I propose companies should add another chief – Chief Leadership Officer? Unless someone tells me knowledge is more important than leadership.

It is time for us to re-emphasize different aspects of 'management.' 
 Its task is to make managers and staffs capable of having shared vision, joint performance, to make their weaknesses irrelevant, says the Management Guru Peter Drucker. It creates harmony in working together – equilibrium in thoughts and actions, goals and achievements, plans and performance, products and markets

Lack of ‘good’ management causes inefficiency, disorder, confusion, low morale, delay, and negatively impacts company performance. Managing knowledge, money, people, processes and materials in the best possible way is the most important and essential factor for good management.

Knowledge is not the power. Power is power. The ability to act on knowledge is real power. Knowledge is useless when people can make sense of them. The ability comes from leadership.  Many managers in marge organizations do not have the ability and courage to act on the knowledge they possess even though by not doing so will cause the company to suffer or fail. It is not about knowledge. It is about leadership. End of story and please stop selling useless nonsense. Let's get back to work to improve 'management'.

Tim Cook Has A Far More Difficult Job Than Steve Jobs. He Has Been Making All The Right Moves So Far.

Congrats to Tim Cook who is over one year into his tenure as CEO of Apple. Big shoes to be filled and now Apple is moving into a new competitive arena because it is now the industry leader (defender) - the primary target for attackers. Tim has two jobs: 1/develop a competitive business strategy to defend its market share from the low end and block entrants  2/an innovation strategy to find an industry/category to disrupt leveraging Apple’s core capabilities. There were a few bumps like the Siri or Googlemap etc., but those were unavoidable.

Sabotta, a former director of Apple's federal sales group, criticitzes Apple’s CEO Tim Cook in his Kindle book that he is afraid of being wrong, lacks leadership skills, and is a "lightweight" when it comes to understanding technology. According to Sobotta, “Tim will react to the numbers or his fear of being wrong quickly. Fear of being wrong is a managerial trait that runs strong and deep in Apple because of the way Steve ran the company. Even the appearance of being wrong when in the end you might be right is dreaded at Apple. Technology-wise, I think Tim Cook is a lightweight. I never felt passion for technology from Tim like I did from Steve and some of the great engineers.”

I must say I won’t judge Cook’s performance or management style based on these criticisms (Sobotta acknowledges early in his Kindle book about his experience at Apple and that he was asked to leave Apple in 2004.) Being a CEO or Apple’s CEO is not exactly an easy job.

The way I take his comment is actually positive. A technology “lightweight” is more effective and desirable in the case of Apple to avoid the most common mistake in this industry when the technology voice overpowers business and customers. Technology heavyweight is actually less desirable for the CEO job, it is not Apple business strategy for technology big bet.

In his blog, Sobotta is critical of Apple and its Jobs' style of management in many ways. Some titles of his posts include"Do Apple Employees Need A Witness Protection Program?" "Has Apple lost its soul?"  He is basically saying Apple used some of the worst management practices to build the world’s most valuable company.

Apple is what Apple is today because of Steve Jobs’ strategic and aesthetic arrogance, charisma and capacity for work. If there’s one thing worse than a leader who micromanages to the point of stunting the creativity of his team, it’s a leader who knows and feels that there is a better way to work but fails to act on his gut. That wasn’t Jobs. As the master of anti-subopimization, understanding how he and Apple achieved such greatness isn’t about compartmentalizing each facet of Steve Jobs – it’s about recognizing how his various CEO personas were symbiotically entwined so that, when they intersected at crucial points, magic happened.

Maybe Steve Jobs was a perfectionist, not a control freak. Being in control is different from being a control freak. Those accused of being the former are often the victims of those who just don’t have the skin to stay in – and change – the game. Either way, new and extreme times call for new and extreme measures. Sometimes control is exactly what an organization needs. We see grand strategies that look good on paper and in the boardroom, but without an emotionally committed leader with vision, belief and conviction, the successful execution of idea into results won’t happen.

Armchair management critics will continuous to critique Jobs’ management style as ‘control’, even while every CEO from luxury goods to fast-fashion retail seeks to replicate his success. Ultimately, his example begs one simple question: Why aren’t more of us control freaks? Rather than decrying control, maybe it’s time to take the reins of our own ideas, innovations and organizations by studying the attitude, approach and micro-details that were responsible for transforming what those same critics once called a niche computer company into the $700 a share behemoth that everyone – including all those former PC fans – loves today.

As for Cooke, he has a far more difficult job that Jobs, Apple was an attacker and have nothing to lose to change the game. Now Apple is the defender and Cooke has to play both attacker and defender. It is a high risk game and he has every reason to react to the numbers or have ear of being wrong. That’s his job.

What Are The Least Understood Innovation Tools? Here Are The Results From Idea Couture Recent Survey (Part 3 of 3).

Here is a picture of our reception floor of our new office in the Idea Couture building. We're al least 4 weeks away before we can we are done with the place. This is the final of the three part series. We surveyed to find out what are the most popular innovation tools and the least understood innovation tools,  if you don't know about any of these tools on the list, you are not alone because there are many others like you.

Why are these the Top 5 least understood? Think about it, innovation is an emerging field. Therefore, at any given time, new tools are being developed, tested and refined in response to new kinds of problems, advances in technology, or as older methods are upgraded or mothballed. Other reasons include:

• Lack of exposure
• Newness of tool
• Has been recently adopted from another discipline
• Requires a unique skill set to execute successfully
• Requires rigorous adherence to a structured methodology

1. SIGNAL SCANNING Is a method of identifying and interpreting ‘signals’ from a variety of social, cultural, technological and/or business contexts to help inform, influence and inspire a product, service, marketing orother opportunity. Signal Scanning collects information, interprets information and gives meaning to information, thus helping teams build awareness, organize uncertainties, and re-orient perspectives and assumptions.

When to use it: Scanning is basic research that happens at the front end of any innovation engagement. It sits within the Insights and Inspiration Phase. It can be conducted in tandem with ethnographic and/or co-creation research. It help shape the kinds of questions that are explored in ethnographic and/or co-creation research. It can also be an ongoing process that increasingly builds internal knowledge and awareness on any specific field of research.

Why use it: Where most businesses are enamoured with watching and analyzing the trends of today, scanning provides a competitive advantage by helping organizations to better envision tomorrow. With a focus on the ‘emerging’, scanning empowers teams to more deeply, analytically and imaginatively consider the factors that might play a role in shaping future business opportunities.

2. CONSUMER CO-CREATION is a tool (it is a tool but also a research/design apporach) that directly involves consumers in an iterative process of designing and refining the concepts that will best fit into the context of their lives and needs. By acknowledging the value of customer input in the early stages of development, co-creation turns the top-down orthodoxy, of undifferentiated brand offerings on its head and offers a much higher likelihood of bringing relevant products and experiences to market. The reason this is not so well understood is that it is not a common practice for companies to include customers as part of the value chain.

When to use it: It can be used in the early stage of ideas generation to the final stage of idea validation.

Why use it: Like ethnography, Consumer Co-Creation should be used as a way to cultivate empathy for consumers. Co-Creation is used to:

• Better understand social, cultural and behavioural drivers of use & adoption when ethnographic research is not recommended or possible.
• Gather consumer/expert/lead user input into the design of a product, service or experience
• Explore potential tangible outcomes in packaging, ingredients, communications, display, retail, naming, CSR, service etc.

3. SENSEMAKING is the activity of framing observations and situations, and grounding them in meaningful ways, that help people understand and gain insight into an activity, behavior or system. In short, Sensemaking is the process by which people give meaning to experience. Many times problem spaces can be described as either informationally scarce, working at a deficit, or working from an overabundance of information. Ofthen there is  an overabundance of market research information, requiring a more focused and convergent approach to information and pattern definition. In both cases, recognizing and revealing the patterns are essential to developing insights and making sense of the research landscape.

The reason that Sensemaking activities are difficult because it is dealing with many conflicting and unstratucred data. Providing opportunities for people to Sensemake and infer meaning from unstructured information, allows them to hone their pattern recognition skills, contributing to their professional growth, and the professionalization of the organization.

When use it: Typically used as part of the opportunity mapping stage.

Why use it: It is an effective way to synthesize information into somthing people can understand in terms of the what and how value is being created.

4. STRATEGIC FORESIGHT is about preparing, not predicting. It is about establishing well-informed future oriented perspectives that fuel, guide, and inspire innovation processes, planning and decision-making. It helps organizations better understand, imagine, anticipate and prepare for change by equipping their teams with the tools and resources needed to ask provocative questions, challenge dominant logic, test assumptions, rethink opportunities, reset goals, and explore meaningful alternatives.

The reasons why Strategic Foresight is difficult to understand and execute is that it requires rigor and adherence to a set of steps and methods, beginning with problem definition, and scope.

When to use it: It can be used at the front end of innovation as a way to uncover relevant and pertinent research questions and define the problem space. It can be used to fuel innovation processes, and as a post innovation exercise to extend future contexts or to verify validity of strategy, products and services.

Why use it: The process allows people to ask provocative questions, challenge dominant logic, test assumptions, rethink opportunities, reset goals, and explore meaningful alternatives, to many possible futures. 

5. CREATIVE COLLISIONS Gives research and design teams a tool to intentionally, creatively and playfully collide (draw inferences) different, product, service and consumer culture experiences that are not normally considered together. Innovation is often born where these normally disparate categories intersect; a deliberately counter-intuitive methodology, which forces people well out of their comfort zones and challenges them to override their left-brain, analytical bias in favor of a more open-minded acceptance of contradictory, illogical ideas.

When to use it: Opportunity mapping phase or before/during ideation 

Why to use it: To leverage zones of opportunity, flesh out sub-ideas, and to get you outside your ‘box’ or mixing 'boxes'.

 

What Are The Most Popular Innovation Tools? Here Are The Results From Idea Couture Recent Survey (Part 1 of 3).

Our new headoffice is slowing coming together with containers of furniture waiting to be unloaded. It will take another 2 months before it is picture ready. It is looking like a boutique hotel as I've heard. We've got lots of projects rooms, big windows, big space for development team and lots and lots of open space for parties. But no one has time for it.

People talk about innovation some refer to strategy, organization, process, culture and many just think of toolkits and tactics. Innovation strategy is more important today than it was 10 years ago; rapid market changes and the need for growth requires a clear articulation of answers to the following three questions:

• Is innovation part of out core business strategy or something we want to keep on the side to explore new opportunities?
• Where (product scope and geographic scope) do we focus in terms of innovation efforts? What types of innovation do we need?
• Product innovation; service innovation or business model innovation?

Innovation does not happen with Power Point or Excel. They are decision support and communication tools. Innovation requires not only the right strategy, environment but also the right tools. Choosing the right tool can be as complicated as the problem it needs to solve. Executives must select the tools that will lead to breakthrough ideas, which can be brought to market effectively and ultimately create a sustainable competitive advantage.

Last year we conducted a global survey amongst executives of our Fortune 500 client base to determine their levels of awareness, understanding and usage of the tools used in the innovation process. We have broken this list of 15 tools into 3 categories and will share here some of the results as a two part series:

• Top 5 most popular
• Top 5 most effective
• Top 5 most misunderstood

Here are some of the results:

THE TOP 5 MOST POPULAR TOOLS

1. CONTEXTUAL INQUIRY
2. ETHNOGRAPHIC SHADOWING
3. IMMERSION DAYS
4. RAPID PROTOTYPING
5. CONSUMER JOURNEY MAPPING

THE TOP 5 MOST EFFECTIVE TOOLS

1. ETHNOGRAPHIC SHADOWING
2. PERFORMANCE AND PERCEPTION MAPPING
3. RAPID PROTOTYPING
4. CONSUMER JOURNEY MAPPING
5. VALUE CURVE MAPPING

THE TOP 5 LEAST UNDERSTOOD TOOLS

1. WEAK SIGNAL SCANNING
2. CONSUMER CO-CREATION
3. SENSEMAKING
4. FORESIGHT
5. CREATIVE COLLISIONS

THE TOP 5 MOST POPULAR TOOLS and why are these Top Five the Most Popular?

• Many people have heard of them before.
• Have been popularized through books, articles and business gurus.
• Easy to access, and easy to use.
• Can be easily integrated into existing workflows
• Easy to migrate over from adjacent disciplines

CONTEXTUAL INQUIRY: Contextual Inquiry is an ethnographic research method that reveals how people think about, talk about and perform activities in the context of their daily lives and actual environments. It is used to observe existing consumer/user habits, and to gather feedback on prototypes, and in the process gain a deeper understanding of consumer motivations, attitudes, preferences, needs and ideas. Contextual Inquiry helps research and design teams understand how to better execute on the less tactical and more social, cultural or contextual elements of a concept.

When to use it: Should be used in conjunction with Rapid Prototyping phase Why use it: To gain reliable information that is relevant to the End User. To access tacit knowledge and uncover insights into user behaviours that were previously unarticulated. To gather detailed feedback on successive prototypes, and to use that input to refine designs.

ETHNOGRAPHIC SHADOWNING is a research technique used to understand a person or group of persons behaviors and interactions related to product use, service interactions, and the processes involved in achieving tasks. Shadowing is a real-time exercise that focuses on particular events and tasks people engage in as they take place. The nature of shifting contexts and use scenarios, make Shadowing a valuable technique for uncovering unmet, and unarticulated needs, as they unfold over time. So as to achieve authentic, and honest insights into end user behaviors, Ethnographic Shadowing sometimes requires that the research subjects be unaware of the actual Shadowing.

When to use it: Insights & Inspiration phase, at the beginning of the innovation process. Ethnographic Shadowing also helps inform the journey mapping process. 

Why use it: Ethnographic Shadowing is key to understanding and cultivating the consumer empathy that should guide each and every stage of the innovation process. Where surveys find data, focus groups reveal opinions and traditional market research creates speculation, Ethnographic Shadowing fuels innovation by identifying the unmet, unknown and unarticulated needs of consumers. 

TO BE CONTINUED ......

Sometimes Design Means To Achieve Timeless Deconstruction, Stimulating Unpredictability and Controlling Chaos

Designing something simple is easy, but adding elegance and substance requires a subtle complexity that not everyone can access and achieve. Design of elgance product is easy, becasue they don't have to deal with the complexity just as some other products. When you want elegance, ability to handle complexity and substance, that's hard.

When it was first introduced in literary criticism, deconstructionism aimed to question traditional assumptions about certainty, identity and truth, asserting that words can only refer to other words. Novelist and philosophy professor Rebecca Goldstein notes that, “in deconstruction, there is no meaning to be found in the actual text, but only in the various, often mutually irreconcilable ‘virtual texts’ constructed by readers in their search for meaning.” In other words, language becomes far more than the sum of its scattered, severed parts. In architecture, the finished visual appearance of buildings that exhibit the many deconstructivist ‘styles’ is characterized by a stimulating unpredictability and a controlled chaos.

As the deconstructive philosophy trickled down to other fields, particularly art and design, it further demonstrated how destruction could be commoditized. The fashion house of Comme des Garçon, as shepherded by Rei Kawakubo, reinterprets this aesthetic by taking clothes to their undoing by strategically dismantling them and then putting them back together. The show, White Drama, presented in Paris provided an unforgettable sensory experience – Snow White meets Victorian Lace. Rei Kawakubo is one of the most influential fashion designers and master of what I like to call ‘simplexity.’

Her signature style of modern simplicity reflects how imperfect beauty captures the complexities of the relationships around us. Kawakubo begins by actually creating the fabrics for each specific collection. Many of her ‘broken bride’ dresses are made from bolts of silk that she printed with intricate trompe l'oeil effects, which enriched the texture and shape of her pleated skirts without adding extra bulky fabric or thread.

Her deconstructive approach in cutting and sewing fabrics is deliberately compromised by design. Hems are left uneven; yarn is dropped mid-stitch in her knitwork; and clashing color threads hold the seams together. Final pieces seem to be the blueprint rather than the final product. Even the patents that inspire her initial work are executed in unconventional steps in an effort to fully divorce form from function. Her design philosophy further sets her apart because she doesn't design for any specific body type, allowing those shorter than 6 feet and larger than size zero to access her clothing. A truly refreshing concept in the world of fashion. At the end of the show, Kawakubo explained her inspiration for the collection by remarking that “all of life’s drama in a white dress.” Each one embodies the complex and contradictory relationships in our lives.

I hesitate to even describe her pieces as ‘fashion,’ because they are so uninterrupted by time and trend. They are artworks that free us to consider, create and embody our passions. That’s when you know that the work appeals to more than just fashion followers, and it is not meant to épater le bourgeois, but anyone who appreciates postmodernist simplicity and visual intrigue.

Apple Vs Samsung - The Verdict Is A Wake-Up Call And Shaping The Very Nature Of What Competitive Strategy Means.

Here I am the first day in our new office - the building is officially named Idea Couture Place and I took the opporunity to talk about who we are and what are really good at to our people. There are still a lot of people that don't quite understand what a strategic innovation firm does and why it is not just another industrial design, strategy firm or creative house.

Now the move is over but it will take abother 2 months before we are really settled as many furnitures and equipment are still shipping from Italty, Belgium and China. I can't wait to see the fully finished office. For now, everyone is really happy. The roof top patio will look like a boutique hotel.

What exactly does Apple’s victory means for many other companies? The overwhelming patent infringement victory over Samsung is shaping the strategies of many and everyone is getting a wake-up call and now they need to revisit how they approach strategic innovation.

Apple’s CEO Tim Cook told his employees about how Apple values originality and innovation and pour their lives into making the best products on earth. They do this to delight their customers, not for competitors to flagrantly copy.

The result of this court case actually shapes the playing field of competition and the very nature of competitive strategy. Samsung, Motorola (Google), HTC, RIM, HP, Nokia, RIM, Microsoft, Xerox, Sony, Amazon and IBM . All have quivers full of patents and armies of retained patent lawyers ready to go to court to protect their interests and raise the barriers of entry for new players.

If you look at any new or old product categories, product and user experiences will become more andmore similar over time. Look around you and you realize a lot of cars looks the same and drive the same way. And over time, most phones, laptops or tablets will have similar designs and behaviors, just like TVs, cameras and typewriters. Switches and buttons whether they have rounded or rectangular corners or whatever shaped icons and the overall look and feel aren't likely the key points of differentiation. It has always been part of the commoditization process and companies will continue try to innovate with new ideas.

Every great innovation attracts copycats and it is hard to say whether we are promoting innovation by offering protection or deterring innovation by raising the barriers. There is no easy answer to this one. What’s next? If you’re a small start-up you will have a hard time to make it big as once you gain some attention and market success, you will then discover that you may be infringing on patents even though you think you’re not.

Can anyone realistically come up with an idea that can past the patent test of Apple/Google(Motorola)/Cisco/Xeorx/RIM/Sony/Microsoft and Intellectual Ventures (the world's biggest patent troll) when everone is waiting to collect royalties for what you were pretty sure was an original idea or invention.

I can’t wait for a day when Apple is suing Google and Google is suing Nokia and HP is suing Apple and Samsung is suing HP and everyone is suing everyone – one hell of a party. In the end, it's more likely that these crazy entanglements will result in more cross-licensing agreements than to massive payouts – one big happy family and everyone is getting a check.

As for now, my phone hasn’t stop ringing as every company needs to “out-innovate” and wants Idea Couture to bring Design Thinking to them. Now no one is safe. Welcome to the crazy world.

It Is Time For China To Think Real About Innovation And What Policies And Practices Can Propel China Into The Next Century When Labor Cost Will Double In A Few Short Years And Intensified Talent Shortage..

It’s election time in the US and everyone is talking about China. China bashing happens before the election and after it’s over, people will be back to business as usual. The fact is US trade deficit is due to domestic factors and not Chinese policy and we need to address the very core of "structural competitiveness" rather than these nonsense talk. We should be focusing on innovation on a large scale and reinventing industries of tomorrow. US will always procure from low cost countries whether it is China or others.

China is an integrated part of the US (and the world) economy and no one really has any idea of the true implications of rising Chinese labor costs and what does it mean for China, the US and the world? I’m traveling across Western remote China (I was in India last week) this week and visited dozens of companies and trying to understand development even in the remote provinces, so it’s the perefct time to write this blog post about innovation in China.

Labor costs in Guangdong province (in the southern part of China which is sometimes called the factory of the world) have been rising at 13-15% a year and with rising costs for logistics will at some point make China less attractive. China has tremendous competitive advantage even with rising costs.

First, the extreme flexibility and scalability of workforce is unmatched by any other country in the world. For them, if they need to ramp up a factory in 2-3 days with an additional 1,000 workers that are prepared to work 14-16 hours a day to meet a production deadline, they can do it.

Second, it’s a tightly integrated supply chain eco-system, the main reason being that companies are not moving their factories inland to save costs is the speed-to-market. Consider that a strategic innovation in industry structure by design.

China are constantly “playing” with the idea of “process innovation” by incrementally improving the way they make things and adapt to market needs. It is a matter of time that they will start to think how to capture high value opportunities going up-stream in the value chain, which resides in the design and technology development. Currently designers, engineers and marketers are the ones who create and capture most of the value from innovative products. Policy makers in China understand this (no surprise) and are pouring massive dollars into research and development. The five-year plan calls for “indigenous innovation”, which the government thinks it can foster by subsidizing “strategic” industries and strong-arming foreign firms to transfer intellectual property to budding national champions.

And smaller companies are happy to copy and learn from whatever they can get their hands on by working with their customers. The question is can China truly develop its own innovation capability beyond absorbing know-how from international companies, which are under pressure to protect their IPs, and trying to bring in as many jobs home as possible? Can innovation be orchestrated by the state? And is the education system and workplace training support the needs? China does not understand innovation. It is just way too difficult for any Chinese innovative ideas to move from the lab to the marketplace, there is a lacking of complete view of market dynamics and infrastructure.

Policy makers in China is taking a very short-term view and they need to balance between research and development as well as lack of market orientation and design capability. And they have no clue how the system works in the Valley and government bureaucrats will not tolerate the complete free market system that works in the Valley. “Favorism” is still the dominant way of big investments for obvious reasons and antitrust and competition laws are clsoe to non-existan or not-enforceable.

So that alone creates big barriers for start-up challengers. I don’t think China has done enough on new product innovation alone, not to mention strategic innovation on a larger scale. Product innovation is often the most important driver of growth. In most cases over 50% of the growth of many categories from snacks to drinks and electronics came from just a single new product.

China is a far friendlier place for product innovation than the developed markets because the cost of going to market is not as large and consumers are more forgiving when innovation products are on constant beta. And when products fall into grey area of regulations, China is the best place on earth to launch products and don’t need to wait for permission, and they might never need to. Combine with a big domestic and uneducated markets, this creates the ideal environment for innovation.

It Is Time For India To Think Big And Stop Their Obessions With Jugaad. What They Need Is Bigger Asipirations And Design Thinking Competencies.

I wrote a blog post about two years ago titled “Is the Age of ‘Indovation’ and ‘Chinovation’ Becoming Real?” and it was very popular piece and I’ve got a few publications calling me including Knowledge@Wharton and others seeking out my point-of-view. Two years later and I am writing this post in India and will be in China next week, perhaps it is time for an update.

Let’s start with the question around innovation in India and is it really happening? Or happening enough? Well the answer varies depending who you talk and what industry sectors you’re referring to.  For the Indian pharma industry, it is not without trying but there were no commercial or very little success so far. For the auto industry, there are moderate successes but I won’t call it breakthrough innovation. For IT mainly software, there are hardly any effort and it is not because of there’s a lack of money or talent. These tech companies understand the risks and it is easier to just write codes and make money. 

Was this due to a lack of aspiration, unwilling to commit or was it due to the lack of ability to execute successfully?  In my opinion, India doesn’t really get innovation and seriously lacking robust innovation capability. And I don’t mean R&D. Their world-class engineering capability was not put to use solving problems that yet to exists – unknown and unmet needs of customers. 

They need to stop thinking innovating only at the bottom of the pyramid but start to build aspiration for innovation for bigger ideas.  Instead of engineering down products to fit the needs of the limited buying power constrained mass markets, they need to start thinking engineering up for products that shape industries in the developed markets.

India needs to develop high value industries and actively transform itself from a low-cost software and outsourcing economy to global innovation test bed. How can India learn to overcome the fear of failure? And how do they move away from thinking small hoping it will grow big?

Conversations about innovation in India with anyone always start with jugaad. Jugaad is a Hindi word that loosely translates as "the gutsy art of overcoming harsh constraints by designing an effective solution using limited resources." For them, Jugaad is an antidote to the extreme complexity of Indian societies: a country with pervasive scarcity of resources and infrastructure and good policy. Over the years it has developed a way to fixing things that are broken and mashing up different products for different usage.

Jugaad is not unique to India and they should stop putting that at the core of innovation for India. The future of innovation in India is solving bigger global problems. India can help the world to search for new solutions that do more with less for more. That is to say, they should provide more value using less energy, material, effort or time, and serve more consumers.

To be fair, it’s not just the Indian companies that are grappling with this issue. Companies in UK, US, Canada, Finland, Japan and Korea all grappling with this. Every country has a different need for innovation and needs a different strategy for innovation and not everyone needs to look at frugal engineering. Some have a steeper climb in brining design into the engineering process. By bringing together different sectors of society to think and talk about innovation in a structured manner, India can bring about a new and higher threshold for innovation thinking and practice.

Reinvention Lessons From Karl Lagerfeld That They Don't Teach You In B-Schools Or D-Schools.

How many other people do you know with teddy bear replicas of themselves? Karl Lagerfeld is not only the creative force behind some of the top names such as Chanel. He is constantly reinventing with each collection he creates – something that gets harder, not easier, with time. What he did for Chanel with tweed is incredible, his explorations in sable fur were stunning and his creations, for example that signature unfinished trim is endlessly copied and replicated. Sometimes you wonder how can someone reinvent himself season after season and still good at it. Here's a few lessons.

The man’s an art-making machine and his public persona is unequivocally all about making women look radiant. Working quickly and creatively, he enjoys the exploration of art as much as he does the execution. Last year, after a TV appearance with Lady Gaga that ended in an impromptu photo session, the king of couture sent the queen of pop culture a signature Chanel bag featuring portraits of the two of them embellished with Crayola-color.

Growing up in Hamburg, Germany, Lagerfeld learned to speak French, English, and Italian as well as his native German language fluently. At 14, he moved to the fashion mecca of Paris, and by 17, he confirmed his unparalleled talent by winning first prize in a sketch contest organized by the International Wool Secretariat. In 1983, Lagerfield became the art director for Chanel, and launched his debut clothing line, Karl Lagerfeld. With the assistance of Gilles du Four, his Chanel ready-to-wear collection was an instant hit. At the time, Chanel was losing steam, failing to attract young customers with their tired line. They needed a glamorous re-haul,—nothing short of a brand reinvention.

Lagerfeld’s magic touch transformed the conservative fashion line into a timeless label with contemporary style, while preserving all the glamour that Coco infused in her classic pieces. In the studio, Largerfeld is an artistic powerhouse and hands-on with every step of the design process. It’s no wonder that the press refers to him as Kaiser Lagerfeld.

He does everything from designing to shooting the fashion ads and commercial campaigns. In the fashion industry, it’s not just the clothes that go out of fashion with every season. Hyper-competitive designers are always trying to claw their way into the business, and with little to no guarantee of customer loyalty, it’s harder to stay ‘in style’ than get your foot in the door. So how does someone like Lagerfeld reinvent himself every season for over 50 years? Here are four lessons that you can apply in your work:

Lesson One: ALWAYS FOLLOW YOUR INSTINCTS “I’m not a marketing person. I don’t ask myself questions. I go by instinct. Be politically correct, but please don’t bother other people with conversation about being politically correct, because that’s the end of everything. You want to create boredom? Be politically correct in your conversation.”

Lesson Two: CREATIVITY CAN BE AN UNLIMITED MACHINE “People who do a job that claims to be creative have to be alone to recharge their batteries. You can’t live 24 hours a day in the spotlight and remain creative. For people like me, solitude is a victory.”

Lesson Three: DON’T OVER ANALYSE “I never analyze my collections. I do eight collections for Chanel each year — they overlap. Sometimes I work on two collections at the same time. But I can separate my mind, I’m very organized. In fact, I’m a computer. Also because I don’t use cell phones and computers. My computer is my brain.”

Lesson Four: INVENTION IS LIVING “I like to reinvent myself — it’s part of my job.”

What Is The Right Organization Design For Your Corporation? And What Test To Use To Know If You've Got The Right One?

Innovation effectiveness is closely linked to organization design. In the past, most organization design objectives were driven by a need to improve efficiency, resource sharing and improving focus. It is not common to see innovation as the core driver or organization design to improve speed, creativity and agility. Many organizations struggle to 1/designing the organization and available options 2/understand the implications of different design option 3/making the decision among different organization design models. So what are the factors that should guide the choice (and criticality) of organization design?

There are many rules of thumb about things such as spans of control / empowerment and cross functional/business units reporting relationships and revenue and cost allocation.  There are many theories on organization design but not very useful in guiding organization design decisions. Even if you’ll have 2 or 3 different options on the table, you still need to figure a way to make the big decision? What I advise companies is use the following test when prototyping organizational design. It is both a logical exercise as well as a creative exercise and requires serious prototyping, not moving boxes in a power point.

The Future Test: Does that design reflect the needs for how a company thinks and tthey plan to compete in the future and not just replicated an existing org design taken from another company.  And how does the org design help create some competitive advantage? How future proof is the design?

The People/Culture Test: Does the design adequately reflect the motivations, strengths and weaknesses of the available managers and staff and the organization purpose?

The Competitive Advantage Test:  Does the org design allocate sufficient management emphasis to the strategic priorities in any specific product/market spaces or chosen boundaries?

The Corporate Parenting Advantage Test: This one applies when there are multiple business units and each unit is being looked at individually before holistically. Does the design allocate enough attention to the intended sources of added value and strategic initiatives of the parent or holding company?

The Power Test: Does the org design provide the desired allocated power to groups/individuals that is linked to the strategic value of the unit or functions? Or does it leverage the strength of groups/departments that can positively drive performance beyond its direct influence.

The Agility Test: This addresses whether the org design provide the adaptability and increase speed to respond and allow having the agility to adapt quickly to future changes?

The Market Perception Test: This address how the investment communities perceive the motive and benefit of the redesign. It is important (for public company) that investors and analysts buy into the needs as well as the outcomes.

Organization design is not a pure rational exercise. What is a good organization design?  You won’t know when you finish designing; the prototyping of organization design is tightly linked to employee engagement, strategic futures and organization purpose. It takes some experimentation before getting it right. At the end, its goals are to improve all of the above. The tests provide a good starting point to look at organization design requirements. That’s where Design Thinking comes into play.

Design Thinking Is A Cognitive And Intellectual Process That Balances The Rational And Emotional. Not Included With Your MBA.

What is Design Thinking? Because of the word “design” and many automatically associate it with the craft of design or design as a profession. Actually it is less to do with “design” and more with “system”. There are many ways to define "design thinking" and this list is not exhaustive:

• A way to instill customer-centricity and empathy
• A framework for exploration and experimentation
• An approach to sense-making and problem solving
• A methodology to foster exploration and experimentation
• A design buzzword to tell you a designer can do more than design
• A management buzzword sold as the “next” strategic tool
• A marketing slogan or tag line
• A self-gratifying term for those who think they are creative

The term “design thinkers” implies that designers are craftsmen and not thinkers, which is NOT always the case. It is also a stretch for traditional industrial or brand/graphic design firms to claim to be able to use "design thinking" to solve complex strategic issues. These firms need to go through a radical transformation and close a big capability gap before they can even attempt to implement it for others.

Today, "design thinking" is frequently compared and contrasted to business. This is often an over simplification that forces us into predetermined roles along with their associated rules, conventions, behaviors and formal expectations. It Is important to recognize that "design thinking" is NOT exclusive to designers or unattainable to those in another discipline. Design thinking is natural and inherent in all of us who are smart and creative.

"Design thinking" is a cognitive and intellectual process that balances the rational and emotional – in effect combining left brain and right brain thinking. When applied, it harmonizes with other modes of thinking and closes knowledge and information gaps, creating order and refining meaning. Because "design thinking" is a dynamic, constructive process that is iterative in nature, developing ideas requires ongoing definition, redefinition, representation and assessment.

To achieve those tangible outcomes, you need to open the process to multiple participants and socialize the process and outcomes, visualization is a very critical part of the process, not an outcome. Even the Department of Defence recognizes the needs to train "design thinkers" that are capable of critical and creative thinking to plan operations in dynamic environments with fast-changing uncertainties in extremely complex conditions.

People who are capable of using "design thinking" to identify and develop different military response options within the context of a big strategy are crucial to successful military operations. The development of such skills requires a shift in their focus from the operational and tactical environments to the strategic environment. This is an extremely challenging undertaking given that many military officers spend the majority of their career starting at lower levels and their advancement depends upon how well they perform tactically. This is very much like managers in large organizations who were promoted based on their ability to execute tactically.

To develop senior commanding officers with "design thinking" capabilities require DOF to train them new skills including analysis as well as synthesis. "Design thinkers" possess the ability to think critically on a "system" level; break concepts into simpler parts and mapping out their relationship and system impact before rearranging the elements into a new whole; in other words, to produce something through imaginative skills and quick experiments. And yes, imagination is always needed.

10 Big Reasons Why Most Innovative Products / Services Fail? How Many Of Them Are Avoidable?

Why innovative new products fail? Because marketers believe they know the industry, the product market and the customer and their needs.  And after going through cycles of input gathering and any orginal innovative ideas were ultimately turned into something that a lot like their existing products with minor improvisation. Sounds familiar?

Too many firms “innovate” with very few real insight about the market, their customers, or customers’ aspirations, needs or wants. Rather than go out and understand what customers need and expect, they rely on anecdotal evidence and market research, or simply perform some "ethngographic" study performed by traditional marekting research companies. "ethnographic" field work performed withour an anthropologist is like goging to bungee jump without an instructor.  This is a ley failure point of the first order, like jogging on the rooftop blindly down a path that ends off the building.

What leads some innovative products and servies to succeed and others to fail? The answer to this question encompasses a number of different factors. In some cases, the product cannot deliver the promised performance, capability or attract sufficient interest.

Even if potential can be demonstrated early on, it may take a substantial amount of time to reach the projected adoption figures. Or the product’s innovative feature is being replicated by an existing product as an added function and there is no need for a stand alone new product. Or the economics of the new product is not attractive enough and cannot hit a critical mass. Insight into the minds of the early adopters can greatly reduce the risks of failure, which is generally due to one or more of the following reasons:

1. The innovative new products are not shown in the right user context thus creating a misunderstanding of the applications
2. The new technologies behind the innovative product are not linked to an exciting and worthwhile market opportunity or are too niche
3. The innovative new products are not positioned within any product category and also fail to open up a completely new category
4. There is insufficient knowledge and resources for marketers to drive consumer adoption
5. The core functions of the innovative new products cannot support themselves as stand alone products and only work as features.
6. The promised performance of the innovative new product does not materialize and does not provide enough customer value
7. The innovative new products were distributed through the wrong channel and compromise the value propositions
8. The innovative new products perform only a small function and can be included by others in other products as an additional feature thus diminishing the demand
9. The expectation of consumers adopting the new products is over estimated
10. Products are pushed to a skeptical customer group and fail to neutralize the perceived risks associated with the new product.

The innovative new products require an ecosystem of support which did not exist or were not built fast enough. Determining the suitability of market research for innovative new products or services is a challenge. Insights are not only needed in the early phase of ideas gathering, it is equally critical at the pilot stage. Many traditional market research methods are inherently more tactically focused (orientation on the customers of today) and lead to the development of small improvements in existing products and the big ideas eventually diluted. Read more of this in the next big INSIGHT issue of M/I/S/C available in bookstores in 28 countries.