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.

Preparing For The End Of The World.

Today is supposedly the last day for all of us - the end of the world. The silly story started with claims that Nibiru, a supposed planet discovered by the Sumerians, is headed toward Earth. This catastrophe was initially predicted for May 2003, but then moved to Dec 21, 2012. It is estimated that 15% of our population is buying this story. I guess even it doesn't happen there is always an opportunity for an extension and the same 15% people will believe there is the next date.

If you really believe in this, you should attend the End of the World Party at Village Underground. It is the perfect doomsday event with less eating and more drinking and dancing. No one will exchange phone numbers as there is no point for obvious reasons. There’ll be live DJs, great music, a Last Wish room and a countdown so you can keep track of your impending finale. Tickets will cost £4 and make sure you use credit card.

Idea Couture hosted our Christmas party a day before the end of the world just in case it happens people will still have time to post their photos on Facebook to share with friends. The fact is that the Mayans never predicted the end of the world and people don’t know they more than 20 calendars and this one finishes a cycle of 5,200 years and the new one begins on Saturday. So technically speaking Saturday is a good day for personal reinvention as it is the start of another new cycle. 

In case if you believe there is a chance the world will end, this is what I think you should do:

Update your Facebook - In case Facebook databank will be recovered a few hundred years later, make sure you’ve a chance to say what you want to say and make sure your legacy includes good looking photos.

FInd a ticket to get out - Who knows someone will offer some last minute seat on a flight to leave earth if you have the cash. It won’t be on Expedia but you can try Groupon. They take cash only.

Drink the best wine - If you have saved that bottle of 2004 Block 42, this is the time to drink it. Share it with someone special.

Watch your favorite movie - Check out your library of DVDs and pick one that you wanted to watch again. Enjoy your last movie.

Call Visa/Master?Amex to cancel all your credit cards - Because you won’t need it.

Text those special people and tell them you love or hate them - Family, friends, lovers, employers, mentors: Whomever you have in your life, text them.

If the world does end, it is probably not December, and I love how it's December and no one even cares about the end of the world anymore. I'd better to back to writing my strategy plan for 2013, if the world doesn’t end in the next 6 hours, I have a PPT deliverable.

Smart Phone And Health Impact Warning? It Could Take Decades To Fully Understand The Risks.

There were been suggestions for years about health risks regarding using mobile phones. The city of San Francisco is legislating retailers to give outhealth warning material. CTIA attorney is fighting back asking the judge to freeze city ordinance requiring phone retailers to disclose possible health risks. The city stands by its law and believes people should be educated about ways to reduce risk.

The law was adopted two years ago and retailers need to inform mobile buyers the risks. Due to the rise of smart phone adoption in our everyday lives, there have been several questions posed on the safety as a result of radiation as well as heat. Mobile phones use electromagnetic radiation in the microwave range and people believe that this may be harmful to the health of human beings. There are large bodies of research involve both epidemiological and experimental and both on humans and non-humans but no definitive conclusions.

Back to the ordinacne, funny they call it a fact sheet. Is it really a fact? Not until we can prove someone die from radiation as a result of talking too much on your cell phone, can you make that claim now? We are used to health warnings that may not be truthful but of good intent, on the other hand it is hard to have definitive evidence and often scientific studies can prove either way. It could take decades for us to understand whether the risks are real or not.

Lawyers gave an example from Starbucks, which has to post a warning since a chemical produced in the coffee-making process is known to cause cancer. If we use this standard, we will be getting 100 “fact sheets” a day from drinking, eating, reading and simply walking into a store or getting into a car. May be someone can develop an app for that; there’s the unmet needs. The other innovation opportunity is for a low radiation and shielded smart phone, Motorola, Samsung, Blackberry, Nokia.. anyone interested?

I think we get more harm from watching TVs, it is the number 3 activity following sleep and work. According to a new study from Harvard School of Public Health (HSPH) researchers, prolonged TV viewing was associated with increased risk of type 2 diabetes, cardiovascular disease, and premature death. The study first appeared in the June 15, 2011, edition of the Journal of the American Medical Association. I think this conclusion has a lot more merits. I think all TV programs should have a health warning including physical and mental health implications. I think many programs can reduce our ability to think if you know what I mean.

Another innovation opportunity is to have breaker to limit how each individual spend in front of a smart TV. And it will point you to the gym once you’ve spent more that you are allowed and will monitor your exercise through your iPhone. Isn’t this a cool idea? Need to go to sleep. 5am tomorrow heading to the airport.

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.

Why Traditional Apporach To Business Transformation Don't Work Anymore?

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years. There are little reasons for those 20% of companies to survie another 5 years or even 3 and for the other 60% they have a short window of opportunity to design and orchestrate their transformation.

Rapid changes in external environment, consumer behavior, global economics and disruptive technologies are throwing off the most rigor business strategies and the best trained managers. Although everyone expect to see big changes ahead but people reacts differently to change.

Many people become accustomed to the status quo and don't want to alter the way things are being done -- regardless of the potential benefits or the disruptive threats from emerging competition. For many, fear of the unknowns and the concerned about the ramifications on their careers are barriers to acknowlege the need for change. People don't like change. And winning belongs to those who thrive with change.

Success for operating in a neck-breaking speed and unknown environment often comes from the ability to drive the proper (or mulitple) transformation at different critical points -- for industry breakpoints. “Business as usual” simply means "end of a business or an industry." Being able to reimainge and reinvent offerings and models are critical to addressing economic volatility and staying on top of the market.

Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance. And these changes which can take the form of business strategy, management style, culture, organization design and business processes.  One most popular model is the classic model proposed by Lewin which argues that the process of change involves three stages 1/ unfreezing, 2/ change and 3/ refreezing. This model was valuable in recognizing the importance of not only new learning, but also “unlearning” old attitudes, habits and behavior patterns. Today many question the practicality of this model suggesting that a “refreeze” implies a resistance to future change and partucular the future is uncertain.

The Idea Couture Brand-Driven Transformation Model has a strong future oritentation and focused on bringing strategic foresights and organization insights to reimage futures. It uses a lot of Design Thinking principles and makes the process very tangible and collaborative. It is a process of organzation co-creation which people put their stake on what shared destinies they wanted to particiapte in creating and thus releasing energy in the process. It will take 80 Power Point slides to illustrate the process, a high-level view of this model is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F

• P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;
• N = Develop a co-created brand narrative that inspired people of possibilities and put purpsoe at the core of the story;
• C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;
• M = Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);
• I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;
• F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

Any Business Transformation process is painful. The way many organisations manage change or transformation using existing model is facing the challenge of speed. They are too slow and by the time they refreeze, the market has shifted and they need another transformation. The other important issue is key decisions are made in isolation and the change piece comes later which I argue often is too late. The future of Business Transformation is a co-created one.

"Build to Fail" And "Fail To Build" Can Have Different Meanings. To Fail Is Part Of To Build. To Fail Is To Hep To Build To Last. I Hope I'm Not Confusing You.

In London this week, fully packed with meetings. Staying at St. Marins Lane and it is one of my favourite hotels in London. Both for style and location even I am not the saturday night crowd that hangs out in the cocktail lounge. I am getting a lot of work done writing and editing for the next issue of M/I/S/C. Deadline is a few days away.

We love to read successful innovation and design stories of how a cool idea turns into great success story. The reality is most cute or good ideas don’t make it to the executive’s desk and even for those who did, most products and services launched to the market ended up failed. What good is innovation if the failure rate is so high and how we wonder how it would impact our credibility or career future? Is it a good thing after all? Do we know why we fail? Most don’t have any idea.

How do we anticipating failing as part of design thinking? How fast should be fail? How soon should we fail? What’s the right mindset? “Dream to Fail” or “Fail to Dream?” Or should be thinking about how to “Build to Fail” or “Fail to Last?” What is right approach to embrace a culture of failure? Fail often and fail faster is a bad idea, I know how easy it is for people to say, “oh you should fail more and fail often”. That means you’re no good in innovation management or don’t understand how to manage innovation risks.

Business schools do not celebrate failure and design schools spend too little time understand how not to fail. If you've failed too much and too often then it doesn’t reflect well on you. And if you’ve never failed, it means you never tried anything innovative. And if you tell me your innovation success rate is 70% or 80%, you don’t know what innovation is all about.That's part of the reason I wanted to publish M/I/S/C Magazine.

So what design thinking has to do with failing forward? Design thinking is about helping business managers (with no design training) to understand “play” and "exploring white space." We should question the practice of segregating design thinking solely for use by so-called “design professionals.” What’s the social bases of separating design and business?

There are semantic gaps, conceptual blocks, and social and definition barriers between design and business. What are the first stops teaching business managers the concepts of design thinking? And what’s design thinking? Most common description includes application of ethnographic research, strategic foresight, sense-making, multidisciplinary teams, strategic framming, visual mapping, strategic prototyping and iteration and form-giving. So how can entire organizations benefit from design thinking in their everyday jobs?

With some exceptions, both design industry and business community is lacking an understanding of design thinking and its potential role in business strategies and decisions making. Design thinking is a mind-set, common languages, a practice, a set of tools as well as a framework to generate more and better solutions or options. It is where D-School meets B-School.

It is not creative brainstorming; in fact it is quite the opposite of that. Design thinking is a systematic way to identify and frame issues; develop multiple solution options; test them with rapid prototypes; and iterate on them. To prototyping is to strategize.

Can You Teach MBAs To Be More Creative? Or Can Creativity Can Be Taught At All? I Think So. Same For Making Good Cupcakes.

The picture above is the Valentine's Day cupcakes Sarah Yoon (an IC designer) designed and produced, limied edition and no photoshop. Yum. I am happy to discover that many of our folks have talents outside their work and formal training. One guy makes bowtie and another one makes coasters. I think it is important that people should possess an artistic craft outside of Adobe CS5 and Power Point.

As the Harvard B-School’s MBA class of 2010 celebrated their graduation outside Baker’s Library last summer, they were listening to speech by John W. Coleman (also a member of the grauating class and getting a joint degree from the Kennedy School). Lots of talk around the need to think outside the box and be creative. I always wonder how much more creative you can become before and after B-schools.

I think generally speaking people are less creative post B-schools as they pick up more management concpets.  “As we cross the stage tomorrow and step out into the world beyond this school, what if it’s more important than ever to recapture that child-like sense of imagination?” Coleman said. “What if, in a world so vastly transformed by crisis that it barely resembles the one we left in 2008, what matters most is not Excel proficiency or accounting acumen, but a passion and capacity for creativity?” It is very true, the question remains what do you need to do? May be start with cupcakes.

Not many B-schools, if any, treat business creativity seriously (let alone they understand what it means). Even No.1 schools (three years in a row) like London Business School, there are nothing in the curriculum that teaches students to be creative. What they have is a Centre for Creative Business, a not-for-profit joint venture between London Business School and University of the Arts London, which exists to educate and equip creative industry (TV, music, arts and film etc.) management teams, that’s very different from applying creativity in everyday managerial capacity.

In today hyper-competitive cut-throat business environment, creativity in business is really the most important capability. I am interested to know how many MBA and other Master programs are teaching the personal AND professional tools of creativity and methods for applied creativity in problem solving? Telling students to think outside the box is one thing, being able to teach them how to think outside the box but within a bigger box is the art – we all work with constrains. This is where design thinking comes into play.

The second biggest challenge is teaching them to be creative but also a good team worker. Creative people are generally speaking not good team worker. I get pissed every time people try to tell me “I come up with the idea!” and I wished I have taped the session and play them back where the idea actually came from. Being creative AND collaborative is another big bridge to cross.

And the third one, B-school profs struggle to understand creativity, let alone teach them. There is no point sceamibng out-of-the-box thinking and then talking about compliances and accounting policies. I am 100% sure that we can teach creativity (which I've done for decades), once you get slightly above an average I.Q. and a resonably interesting person (I cannot help you if you are a super boring person, there may be a medication for that but I am not sure). I can teach you applied design thinking. Intelligence and creativity are not directly correlated. So you could be a genius and display little creativity or have fairly average intelligence and wield artistic talent and amazing creative powers.

Creativity is a learned behavior. I can teach and train people to be creative. But I cannot teach style and taste. Buying a Chanel cupcake doesn't mean you appreaciate one. That’s a different post another day.

A creative manager needs to have the courage to try new things and risk failure and understand calculated failure. It is like understanding there is a chance your parachute will not open and have a spare one. The not-so-strategic creative types will end up dropping from the sky without a parachute, the strategic creatives know how to handle risks and also understand the risk/reward relationships. They are not interested in doing crazy thing with no reward or knowing the reward is not big enough. These strategic creative people are innovators.

What Creative People Can Learn From Jazz On Time and Rhythm Management. There Are No Reasons Why A Creative Person Cannot Also Be A Professional.

I was talking to a publishing veteran from New York and showed him my new magazine M/I/S/C which will be in stores this week in US and next two weeks in 18 countries, he loved it and believed we have a winner here. Then he asked me how big is the team working in this and for how long? I quickly answered 4 people including me and all part time and it took 4 weeks. He looked surprised and said it would have taken him 5-6 full time people for 6 months to produce one issue, he couldn’t understand how we could move that fast. I said that’s the speed we operate. He was very impressed.

One thing that many creative people don’t understand, they assume that 1/ they are as the only individual tasked with coming up with the ideas 2/they have all the time in the world 3/they are thinking of something that no one has thought of it before. All three are wrong.

I don’t believe any good ideas come from one person (rare exception). It might be sparked by one person but immediately followed by other people’s ideas and then the idea begins to take shape through dialogues. It is easy to think that an idea come from one individual but that's never the case.

Then when given a task or problem to solve, they would assume that it is the only thing they do and then the world stops and wait for them to come up with the answers. Sorry, the world continues to move forward while you spin. Some design schools are very good in teaching people to spin than to produce.

And then the last one is it is simply a foolish notion to think that whatever you come up with has never been considered before. It is not out there doesn’t mean no one has come up with the ideas. It is like the first time a kid visit Disneyland and everything there were new, only to them. Most of the characters have been around for decades. I’d like to talk more about the second one in this post – time management. This is the worst one.

Time management is common among for us who are in the business of ‘ideas’. For most creative folks, being organized, having defined objectives and some structure seems to threaten their creativity and take the mystery out of the box. There is no mystery. They hate to be bound by time allocation and don’t know how to manage it. That’s why project managers are needed. It shouldn’t be the case, but they have become the necessary evil. The project management role is critical dealing with complex co-ordination of multi-disciplinary teams and technology projects, but less in the creative process. It is not the best use of their time to manage creative folks in the early phase and creative folks should understand what ‘deadline’ means. I think it is unfair that their lack of self-discipline continue to be a burden to others and other has to accomodate it. A creative person can be a professional. I don't buy the artist BS.

So how can creative people improve their time management? The truth of the matter is that focus and self-discipline is vital to the creative process. I know many world-class design thinkers who are also excellent time managers – from architects, urban planners to industrial designers.

Creative people’s main challenge is they don’t have the habits of planning ahead and very bad is dealing with interruptions. These interruptions and the many tasks at hand stand to eat away their productivity and their discussions often steer them to other out-of-scope areas. I am saying you should have a calendar with time allocated by the hour. You need to think like a play producer. There will be a time you need to rehearse whether you finished the script of not and there will be time when audience start entering the theater whether you’re ready or not. And you can’t ask them to wait outside.

The best way to deal with this is to compose a task list and manage the task list like you manage a jazz session. It is a time process as well as a creative jamming process. Understand who plays what role and make sure it is sticking to the rhythm. Be prepared for these jamming and make sure you have the right people. Jamming with the wrong people is a waste of time.

First, know what I call your "power time". It's important to know what time of day you are most alert. This is high value time and treats it as such. Use a good portion of this time to work on your most important assignments. Each person has a best time. You can discover yours by monitoring your productivity over a period of time. Then you need to manage your schedule to keep your best time free for your most important work.

When planning your day, set other times of the day for tasks that don't require as much of your energy and concentration. Know what time of the day is least productive for you and use those time for other non-creative tasks such as prioritizing things that are important but not urgent or cleaning away your admin stuff or expense report etc. Assign a time to read you email (other than the urgent ones) and randomly spending time on your inbox can detail you. And don’t go to YouTube, do that at night. YouTube is the number one time-stealer. Your time in the office should be about interactions; otherwise you should be working from home. Always keep a notebook (or a piece of paper in my case) handy so that you can quickly jot down things that need to be done or your to-do-list. This will keep you focused on what you are doing and keep those things that need to be done in front of you.

Time (or rhythm) management is a skill badly needed for anyone who is in the knowledge business and particularly for creative folks. Here’s a take away for you - six steps to creative productivity:

1. What's the job? - Generating a long list of perceived problems or opportunities relating to the project and to select only the key "problems" to address. Invest your time smartly.
2. What’s the learning curve? – Understand what is needed to get up to speed and it is need to be proportion to the project time. You can’t spend 7 days learning a project and only have 2 days to work on it. Learning should be no more than 20% of the total project time.
3. What's the deliverable? – Think like a consultant, think deliverable, think about the end product not only what they look like but how they will be used.
4. What's the Information we have to work with? – Think about what information you will have to work with and what do you know and what you don't know.
5. Who's Involved? – Need to know who are your team mates and their individual role.
6. What's the rhythm? – Remember to set up the rhythm and get everyone into it. There is a lot you can learn from Jazz. As Jazz rhythms tend to be syncopated, meaning they contain unexpected accents. 

In addiiton to Jazz, it is important to understand the concept of swing, which has to do with creating a sense of momentum and danceability (good ideas dance). Some styles of jazz make use of counterpoint, which occurs when several melodies with different rhythms are played simultaneously. Together, the attributes of syncopation, swing, and counterpoint create a rich rhythmic background that is one of the most important elements of jazz. If you don’t like Jazz, you can’t be a good productive creative person. Hip-hop is the opposite and not recommended.

The Next Time You Pick Up The Phone To Call A Customer Service Agent You Might End Up Talking To An Inmate In Tijar, India.

Global customer servicing outsourcing is touching us everyday and sometimes you don’t know who you’re talking to on the phone or online when you call your service provider. I have had good experiences as well bad ones and the business case for companies are obvious and the continuous drive for lower costs are pushing companies to be creative and look for emerging destinations beyond the popular candidates such as India and Philiphines despite their relative advantage in English proficiency.

India is trying to move up the food chain and trying to provide higher value outsourcing jobs while in the Philippines, but moreover in Malaysia, Thailand and increasingly Vietnam and Indonesia, all want a piece of the still gorwing pie. We are seeing some anti-outsourcing sentiment due to the high unemployment rate at home recede to historical norms. The cost saving justification needs to be significant these days but it is not easy as the standard of living in India and Vietnam are quickly rising. That’s when you need to be creative.

Now they are doing a pilot program in India recruiting inmates with some good IT skills to try them doing basic data entry, customer service and support. They need to start with changing the policy of allowing Internet access in prisons. Those who participate will get paid more than what they could earn doing other jobs in the prisons. This is still at pilot stage and I wonder how they will select the people to participate beyond their skills, will they have to say something like “Sir, before we continue on, I’d like you to know that I am special customer service agent and a convict and previously robbed and bank and shot the manager. I need to confirm that you would like to continue on to allow me to help you with your banking transaction here?”

According to Gopinath Reddy, director general of prisons in the Indian state of Andhra Pradesh, he told the Guardian in the UK that inmates' knowledge should be used for the benefit of "the nation." The pressure to lower cost and perceptions of lowering capital investment make outsourcing an almost irresistible impulse for service businesses and manufacturers. Global access to vendors, falling interaction costs, and improved information technologies and communications links are giving companies unprecedented choice in designing their operations. Theses strategies are too easy for many taking an extra few cents out but it is time to rethink outsourcing. We need the jobs back and let’s talk smartsourcing. The next outsourcing RFPs will go to top prisons in the US, India and Philipphines to competete against each other perhaps. That's innovation.

Powerful And Affordable Real Time Data Mining, Visualization And Interactions Are Powering Up A New Culture Act - And Enabling "Infovation".

Just landed in Rhode Island and spendin the next 2 days in Providence, long working sessions ahead, expect to some productive knowledge exchange. The topic will be around where arts meets science, design meets technology.

We talk about how information changes our life and how it affect the way we make decisions both as individual and as a team or society, I think we are still unaware of the true power of change information visualization can have and the impact when applied in an interactive and social mobile settings.

Imagine a scenario everytime a politician suggests an idea and you can see realtime information in simple graphics visual data to confirm his/her coment or when a company makes a statment you can see how other respond with an instant trust index? That's a very likely future, an idea which I am working on. Can't say more.

And I don’t mean just data visualization such as bar chart and 3D chart etc, primarily it is the study and application of the visual representation of quantitative data, meaning "information which has been abstracted in some schematic form, including attributes or variables for the units of information."

Infodesign of infographics is actually different (it is like when I was trying to explain the differencne between customer experience and user experience/usabiity 10 years ago) from data visulaization. Information graphics (or so called infographics) instead of visualizing data, it is the strategic use of data by incorporating interactions, icons, charts, diagrams, graphs, tables and maps to present information that could bring new knowledge and sense making. Not only it helps to explain oterhwise difficult to understand data, but also illuminate and explain system complexities or system relationships in an easy to digest manner.

This is not new, in our human history our ancestors created cave murals and giant paintings to show us what was happening including what their understand of the the world, an event or even the universe. The power of infodesign lies in its effectiveness in simplifying complex data into understandable visual representations that can be universally interpreted.

The power of real time interactions with live data brings the potential to a whole new level. The human minds are real time computing machines that works to constantly changing and creating value and meaning of objects; the interactions between human brain and semiotics is conducted every time we see a visual representation of a scenario and makes possible of expanding our human cognition to absorb large amounts of data at just one single glance or click.

Here comes the most interesting part, infodesign is powering up an “infoculture” where massive real-time socailly digitally distributed (useful and useless) information is enabling a new form of cultural act. It is where science meets arts, and will continue to power up new possibilities as we learn how to use them. I will be the first one here to call it “Infovation.” Remember you hear it here first. Will write more about it next few days.

One more thing, how many schools out there actually teaches information design? Not many. We are still training people yesterday's skills for yesterday's job. No wonder it is hard for designers to find work. I think design schools should be paying for the continuous education of their graduates, becasue they never trained them enough or properly in the first place.

Adorno Refuses To Choose Between Music And Philosophy. Now Idea Couture Refuses To Choose Between Design And Business. We Wanted Both.

My dining room as well as other 6 rooms in the house are now turned into back office and soon we will move in the SAP servers. Between my work, hobby and personal projects my life is a mess and I really have no time to eat and sleep. The paper monster is taking over the house and the kitchen is the last defense…not for long.

On another note, I am very excited to recieve the advance copy of my magazine M/I/S/T which will be in newsstands in London, Germany, New York, Hong Kong, Tokyo, Sydney and every Barnes and Noble and Borders in a few weeks. I love the cover design and it stands out among other magazines. Why another magazine? I don’t know but I think it is just a good idea. What's next after a magazine? I have another idea.

I wanted to see a design-thinking magazine that talks about design and business as one. Design and business is part of our culture. Question for myself is if I have to ask Therodor Adorno what magazine should I publish, I think this is it. M/I/S/C is a about ideas, it is about culture, it is a magazine about business innovation and design thinking.

Every issue the content are organized around four key concepts: Movement / Intuition / Structure / Complexity (I jsut thought of the name one night while having ice-cream) The magazine original idea was originally devised as a straightforward collection of random thoughts around innovation, design thinking, business, culture and technology. It is for exploration of creativity, collaboration and co-created meanings that sits at the intersections between the culture of art, design, business, filtered by an unique editorial lens.

When it comes to media, I think I belong to the Frankfurt School. It has been more than 20 years since I last read the English translation of Dialektik der Aufklärung: Philosophische Fragmente (1947 Max Horkheimer and Theodor Adorno). The English title is called Dialectic of Enlightenment: Philosophical Fragments.

My favorite part of the book is what Horkheimer and Adorno called the culture industry. It was their contention that the culture industry was the result of an historical process that with an increase in technology (including mass communication technology or social media of today if you wish) there was an increase in the ability to produce commodities, which then enabled increased consumption of goods.

The consumption of mechanically reproduced cultural products—predominantly magazines and film—led to formulas of producing them for entertainment purposes, and it did not occur to consumers to question the idea that the entertainment presented to them had an ideological purpose or purposes. Consumers adapted their needs around these cultural products, and in doing so no longer knew of anything else that they might desire, or that there might be anything else they could desire. While we’re all part of the Facebook culture and occupied with media streams from everywhere, we don’t even notice that we are being manipulated (maybe there is a better word) and in fact even our lives are going through a commodization process.

According to Thomas Mann, Adorno refused to choose between music and philosophy throughout his entire life, believing that he was pursuing the same objective in two disparate fields. Sometimes I think about myself, I have been pursuing business and design my entire life and for a long time I kept them separate as two disparate fields. Now I realize it is one. Business is not just about the economies or making money, it is a great part of our culture, just look at Fast Company or better Monocle. Now business, design and technology are co-producing our culture and it is to be debated whether we’re destroying authenticity or promoting it. For Adorno, popular culture on film and radio did not bother to present itself as art. They were instead a business, and this in turn became an ideology “to legitimize the trash they intentionally produce”. Can we say the same for social media?

Design Thinking, Visual Sensemaking And Personal Transformation. Can't Separate The Three.

I was listening to John Seely Brown’s presentation last week in SF on his ideas about the future of learning and education. He is extremely well respected, now retired and a visiting scholar at the USC. His view of the world is very tech bias naturally as a scientist, struggling a bit in terms of understanding the world of large organizations’ behavior and decision-making. He was the Chief Scientist of Xerox Corporation and the director of the famous Xerox’s Palo Alto Research Center (PARC) for many years, it is worth a debate whether PARC was worth the investments from Xerox’s perspective but nevertheless it was a place where the smartest people worked on the coolest projects that still influencing us in our everyday life.

His perspectives on education is probably more interesting that his ideas on business. His ideas of learning mainly evolve around social learning, not only “learning about” the subject matter but also “learning to be” a full participant in a field. This involves acquiring the practices and the norms of established practitioners in that field or acculturating into a community of practice. He put a lot of emphasis on tacit learning and use examples such as the studio system in architecture represents a good example of social learning under the guidance of an established practitioner. In this system, students work together in a common space and peripherally participate in each other’s design process; hence they can benefit from their instructors’ comments on and critiques of other students’ projects and not just from comments on their own work. This sounds exactly like how we work at Idea Couture.

Clients often put an over-emphasis on the processes and transfer of explicit knowledge in the innovation process and neglect or avoid dealing with tacit learning and sensemaking. It is the opposite of what business schools teach and many find themselves uncomfortable dealing with what they perceived as unknowns. Those are not exactly unknowns, may be uncodified and unstructured.

Dreaming up scenarios and sensemaking of these scenarios are often the toughest part. Seeing bits and pieces of data and the ability to connect them together to develop visible “data maps” of what are making sense around us, it is the learning organization at work and often requires some degree of personal transformations or basic shifts in how we think, frame and interpret.

As Edwards Deming says, nothing happens without "personal transformation." And at IC, we’re trying hard to provide a safe space to allow for this transformation as a social learning community. Everyone is encourage to dream, but also asked to anchor themselves on the reality of business dynamics and competitive forces. In additional to imagining, we use design thinking and system thinking to avoid the quick-fix mentality that makes us "system blind."

Think about it, many of today's problems come from yesterdays what were considered creative solutions, and many of today's creative solutions will become tomorrow's wicked problems. The most perplexing thing is that many quick fixes are being implemented by snart people even though no one actually believes they address underlying problems or they work at all. But we still feel compelled to implement these "solutions" just to show progress.

Hey a bad decision is a bad decision, whether it takes a second or a month to make that decision. We need to learn to apply design thinking and sensemaking as part of our everyday life decisions approach and learn to use unstructured data to enhance human decisions rather than automate them. The mortgage crisis is partially due to the automation of calling the loans even though it may not be necessary. On that note, next month we will have training sessions on strategic framing and sensemaking for our folks ... design thinking at work.

 

People Talk About Building An Innovation Culture Mainly By Cultivating Creativity. Culture Of Innovation Is A Lot More Than Just Creativity.

Long week in our SF office running our Innovation Masterclass and it is extrememly intense and people are overloaded with ideas and learnings. Post sessions discussions happen in the evening in the bar unsupervised. We covered the whole innovation process from the fuzzy-front end to opportunity mapping to strategic innovation and social innovation, everyone is now well equipped to bring our core capability to the filed including our new team members in San Francisco.

The office is coming together very nicely and when I walked in I felt the positive energy. We may open up this training to outside people later in the year. First thing this week we started with defining strategic innovation as an organization’s ability to adapt and evolve repeatedly and rapidly to imagine, capture and execute on opportunities that emerge. To do that, not only you need all the mechanism to collect, socialize, deposit, filter conversations and stories, at the end of the day, you can have all the processes you need, but without a culture to empower it, it will not work.

A culture of innovation (another overused phrase) when done right (different depending on organizational and cultural context), can provide you with a competitive edge because it makes you more agile and increase your organization’s ability to sense and respond to change. A culture of innovation may has less to do specifically with new products, new processes, or incentive system. It is not about more ideas and more brainstorming or dressing something funny to go to work, or those weekly creative events. A culture of innovation is more than new ideas. It needs to be closely sitting next to the core and to some degree to be sustainable. This only happens when you treat innovation like you treat all other capabilities in your business.

If you have it, let the good times roll and you have a lot to celebrate. At Idea Couture, we make sure everyone understand what it means and it is part of our core and reflected in everything we do. Not about creating novel ideas, but creatively framing and reframing issues and challenges for our clients. You almost cannot separate an innovative culture with some elements of fun, but for us, it is more than fun, it is also about our seriousness about innovation. We take it very seriously at Idea Couture. And I am a pretty serious person (my business schools’ legacies). But that never stops me from making fun of other and ourselves. Ask my folks, I optimize every opportunity to make fun of everyone. A good sense of hunor is also a strategic capability.

Our partner in Korea told me that we are really good at bring tangibility to something that otherwise very intangible so people can act on it. So not only we do it well from both substance and style, we inject a strong sense of passion into it and people can feel it. We have so much enthusiasm for new ideas that not just cool but also transformational in nature. And I am quick to get rid of those who do not make sense and people won’t feel bad about it. They are never discouraged, as they understand that’s ok. The notion of experimentation and crazy thoughts are part of our everyday work.

All of us have a portfolio of wicked challenges in the back our heads that we want to solve; we also have a portfolio of ideas that constantly manifesting in our everyday dialogue; and accumulated sleep debt that we have built up over working on great projects and the travel (just learned this from Adam Ruben). There is a lot of trust and I do everything I can to empower them and support them, I don’t mean a few words of encouragement, I mean hands on involvement and showing them a framework to get started. I don’t think many CEOs do what I do. And that's why my sleep deficit is reaching a dangerous level, I need to restructure my sleep debt.

Maison Moschino Milano - Il Mio Tipo Di Hotel! The Boutique Hotel Craps From Big Chains Are Bascially 4 Stars Fast Food.

Boutique hotel is my thing, it is not about being cool or be seen, I’ve passed that stage and it is not about the brand. Do I care if it is W or X or Y? I am sick of staying at the Sheraton or Marriot of the world, it is not only depressing, it reminds me that I am another those global travelers without a life. Although that’s not quite the case. I travel around the world for a reason, a good one. It is my job. And I am a byproduct of globalization. With a handful of passports, hotel loyalty cards and Facebook contacts (used to be Roladex), I am at home anywhere in the world.

I like boutique hotels because it reminds me that life can be special, there is more to it. It is about reflecting individual’s style, it is about efficiencies and it is about design. For me, I have a handful of favorites but ACE is on my top ten lists, Morgan’s is nice. I am definitely add Moschino Milano to the list. And that’s where I am staying this week. Maison Moschino is located in the old neoclassical railway station on Viale Monte Grappa. The four (or five?)story building has 54 and a few suites each with its own unique look. Rossella Jardini and the Moschino creatives designed the space themselves with whimsical fairy-tale rooms like the petal bedroom shown at right. I think there are 16 styles of rooms (vs. one in Sheraton or Marriot) My favorite is the box room.

The next one for me to check out will be the Christian Lacroix hotel. I love the flouncy and bright fashion style, the Hotel du Petit Moulin is in the Marais district of Paris. Lacroix has decorated each of the boutique hotel's 17 rooms . differently mixing various time periods and styles in riotous combination. Toile on one wall, a space mural on the next, a lipstick red bathroom and liberal use of color is cool. It is the opposite of the minimalist style which I still like.

And for London, I don’t stay in hotel there (since I usually stay with family) so no luck to taste the best in boutique hotels. The one that I really want to try is 40 winks. It is a great idea by interior designer David Carter. It is a great place for magazine photograhy. Carter is now offering his two spare bedrooms to paying guests on a B&B basis. Yes two rooms and no TVs. Carter is also happy to arrange visits from beauty therapists and reflexologists for those in need. If I am living in London, that’s probably what I would do two, rent out two rooms and one is D-school room and the other is you-know-what, B-school room. The dining room is where D-school meets B-school. I can arrange visits from organizational psychologists and behavioral economists for those in need.

Honestly, I have enough of the boutique craps from the big chains, they are still better than their main stream brands. Those are killing the minute I walk into a lobby. They are like 3 stars fast food chain that offers a bed too. Another big problems are the fact that all hotels seem identical, few incorporating local features or better to say local flavors.

Sustainability: What's Is The Right Thing To Do? Transformable Space Or Minimalist Living? Is It About Consuming Less?

I am at a stage when I really have too much stuff. My house is full of furniture from Philippe Starck’s Costes chairs to Le Corbusier lounge chairs to Barcelona day bed and Eileen Grey stuff….  and then there are a collection of French country and New England styles Ralph Lauren furniture in the basement. These are stuff I accumulated from my days in LA, HK, Boston, London and Milan.  Now I don’t know what to do with them. My basement is filled with things from art pieces to cameras; high tech gadgets to old French magazines date back to 1980s. I seriously think I need less, but I am getting more everyday. I carry an iTouch, iPad and iMac to work, plus my Leica, solar charger, Blackberries and portable GPS and all chargers and cables. My life is dependent on all those things.

When Graham Hill (founder of Treehugger) tells everyone that less is more, he has a good reason. He is now inviting people to submit design ideas to Life Edited, a design competition for a 420 square feet apartment that embodies this philosophy and demonstrates how we can "radically reduce our urban footprint, while living better and saving money."  I am sure people who live in Tokyo have plenty of proven ideas for this. You don’t need to have a competition, just fly to Tokyo and check out those tiny apartments. I am heading to Tokyo in two weeks.

Life Editor’s idea is to get people to think about transformable space furnished only with the essentials and digitized media. The idea is to own less. Now we have plenty to learn from Buddhism philosophy. The Heart Sutra espouses the doctrine of “emptiness.” One of its famous lines teaches  “Form is emptiness, emptiness is form.” Design schools should design a new elective called 'Buddhism and Design.' I like that idea. I will teach that.

Don’t misunderstand that emptiness here in a nihilistic, nothing-exists sense. Rather, it means that nothing is absolute—everything is relative and impermanent, and everythng in a constant state of change. Therefore, there is no point in becoming irrationally attached to things. Don’t get upset if you can’t get your hands on the latest Louis Vuitton limited edition bag. I feel that embracing “emptiness,” rather than clinging to the material aspects of existence, opens us to a more direct, genuine, and fulfilling experience of life.

Graham is using his own 420 sf apartment as a reference for what the space ought to include living space, a home office, a work area with a rolling tool chest, and a retractable kitchen.

Is it less? In a paper recently published in the prestigious Journal of Economic Perspectives, Paul Ehrlich joined a group of nearly a dozen of the world’s most ambitious ecologists and economists to try to put some hard numbers behind sustainability. They boldly entitled the paper “Are We Consuming Too Much?” I suggest you get a copy of that.

The authors suggested the problem is not consuming too much. It’s that they’re consuming far too little. Think Africa. Consumption is obviously inadequate when people are dying of malnutrition. But insufficient investment also means that the next generation of Africans will have less than this generation, and the generation after that still less. This is a death spiral of declining consumption and investment, two keys to well being and sustainability.

But what about us? The answer Ehrlich and his colleagues came up is a surprise to many.  It turns out that even we with our Priuses and SUVs and venti lattés might not be consuming too much, as long as we are investing enough in the future to ensure that generations to come enjoy standards of living at least as high as ours. And that suggests that we might be worrying way too much about how much we consume and far too little about how to invest in the poorest regions of the world, many of which are home to some of the earth’s greatest biodiversity as well as its most desperate people. I definitely buy the idea, investing in biodiversity is the most important step to secure our future.