innovation playground Idris Mootee

Disruption Is Less About Technology. It's About Customer Experience. Disruptive CX Strategy Needs To Get Emotional.

Why do some companies make so much profit and command price premiums while some continually  struggle to make minimum margin and gain market share despite spending good money on advertising, buying channel presence with some even having a better designed product?

The secret is very simple. Though these different high performance companies operate in very different industries and face different challenges, the major reason for their success comes down to one thing. They understand it is all about the customer experience. And they don’t even have to do it for everyone. At least not initially.

They are putting their customers at the center of their universe; they also understand that not every company can do that (including their competitors who are many times bigger and with big marketing budget) because it will be difficult or too expensive for them to make that work for everyone.

The secret is that you should start with ‘not everyone’ and identify those ‘someone who cares’. Those someones who appreciate the extra things that you do and will ultimate tell everyone about it and essentially those become the most tangible evidence of your brand promise. The declining effectiveness of advertising is well evidenced and many marketers are still doing that despite their value propositions which are unclear, and customer experience is underwhelming. And instead of spending time and resources on the latter, they take the easy path and buy more display advertising, it is not going to work.

Smart companies understand that success depends most fundamentally on a few core customers and if you can tailor your customer value propositions to them and then design the experiences just for them, you’re on the right track and can achieve a new level of performance and differentiation. These customer experiences are not about a $50 rebate, or a free something or many thank you emails. These are things that consumers take for granted and believe you’re doing it to get their business as the cost of doing business.

Customer experience needs to get emotional. This is how our brains are wired and this is when design thinking comes into play. You need to map the customer journeys and engineer happy accidents. Not a business process exercise at all and don’t mix them up. Walk their shoes in their everyday life and constantly invent new ways to apply the best value propositions on minimal scale. Remember customer experience is not about being well said, it is about being well done and it is not a published rule book. It is embedded in your culture and how your brand dictates your behavior.

The Most Successful Wearable Design Is All About Balance, Benefit, Beauty And Behavior.

This is the billion-dollar question: “How do we create the iPhone pr Walkman of wearables?” and “How do we create sub-ecosystems around these wearables?” At the CES who this year, you can still see everyone displaying their newest or not-so-new wearable ideas. No one can afford to miss the train but most of the wearables out there now are just toys and eventually will become thrown aways. I can't find a reason anyone would want to buy most these so called wearables. Google glass is officially a failed experiment, or at least for now. GoPro is a stellar success and Apple will enter that game soon. They have been granted a patent for a wearable camera that could possibly challenge action cameras leader GoPro.

The path to mass adoption of wearables will not be a straightforward one. There are numerous technology, user behavior and production economics barriers to cross. With all this buzz and emerging innovative conceptual designs competing for the dominance, there are still many questions to be asked about what the future holds and how consumers will adopt a different product paradigm. Even the smartphone is still shaping our behavior and we are still actively reprogramming ourselves. The smartphone is becoming the operating system of our professional and personal lives, our relationships with the outside world and emerging systems around it. When it comes to the operating system, the main battle will be an OS that will interoperate across all devices. This is the big play. The success of any dominant design for wearables will be based on successfully tackling of the 4Bs:

Balance, Benefit, Beauty and Behavior.

Balance: To design wearables, one must ensure that they are, indeed, wearable. That means comfortable and adaptable to the various places and spaces the body inhabits in the world. To do this, design needs to include studying the anthropometric measures of the human body and of the equilibrium between the various zones of the body. One key to success is ensuring that the form or shape of the wearable fits the body and its actions in the world. Nerdy high-tech designs will not cut it. Balance reflects the highest level of design excellence, seeking an unselfconsciousness in interactivity languages, adding a sense of space to that of place with engineering overtones that are human at the same time.

Benefit: Designers must first determine the real problem the wearable concept is trying to solve, needing to solve, able to solve. Focusing on needs means designers can concentrate on the things that deliver the highest value. The benefit doesn’t have to be a known benefit today and there could be some needs users don’t even know exist until they see them. Sometimes these benefits appear to be small but actually can make a big difference in behavioral change. Contained product moments and the tiniest interactions are important in designing the customer experience of wearables, and designers must try to transform them into opportunity.

Beauty: The consumer needs to love the design. It needs to have visual appeal so, to the user, it doesn’t look like something you see in a Sci-Fi movie. The design needs to be expressive and not only limit to the form factor, but the overall interactive experience. The connectivity piece is key – it needs to allow for seamless wireless connection. The interactions or interface design is the trickiest part. The designers must translate the mass into energy, form and relationship. This is about creating order out of chaos, to put order into things, to make things more simple, to give meaning to objects through the presence of a design language.

Behavior: This is the least predictable part. Just look at all those health tracking devices, there is a tremendous gap exists between collecting and reporting data and changing behavior, there are little evidence to suggest that these wearable is making people more healthier. But for sure, the most successful wearable would be those who can influence our behavior as a mechanism for human behavior change and reinforcement. The subconscious mechanisms by which a human brain forms habits are still a bit of a mystery, and this can let us down a path to come up with devising tools for changing them.  

The Come Back Of Hardware. Is Software Becoming A Commodity?

The world is suddenly obsessed with smart technologies and this time around it seems unstoppable. Our everyday electrical and mechanical industrial object will now be occupied and ran by software and connected to the cloud. It also means each object (as small as some smoke detectors and as large as automobiles) will now be equipped with tons of sensors and can be able to adapt to different environment and individual needs.

It is essential that the next wave of industrial revolution will make us more efficient and empowered (and more human I hope), and data will be at the heart of this revolution. That's another big conversation. All the Nest, GoPro and Beats received multi-billion-dollar valuations through private investments or acquisitions and everyone is wondering why these hardware companies suddenly in such high demand. Because hardware and software are going through different commodity lifecycles and now software is becoming a commodity. They used to be difficult and expensive to develop and even to deploy, that that is changing. It is hard for software company to get into hardware much as hardware companies struggle to get into software. Hardware cannot be done by a few geeks in the basement, and involves massive R&D and specialists including megatronics engineers, electrical engineers, industrial designers, wireless engineers and usually takes a longer time to develop.

Software you can fix it with a download, and hardware you can’t. They are massive supply chain challenges when it comes to logistics and component supplies. The value of firms who can marry software and hardware will have a competitive advantage over their competitors. Essentially everything we use today will be fitted with some sensors, processors perhaps, and may be a screen and will recarnate and become of Internet of Things. For the last three decades, software engineering has advanced to a state that sophisticated codes can be embedded into machines. And the availability of cheap sensors and super powerful processors is powering this cycle of data revolution. All of a sudden, software, hardware and communications infrastructure are advancing us into a new era. Old world manufacturing + low cost computer processing + ubligious computing + cloud = smart new world and many cool products.

It sounds like the Apple story all over again, does it? The hardware and software integration capability of Apple, the ecosystem, the brand and user experience are now not only inspiring consumer gadgets company, not it’s influence is beyond its own industry. I know this is an overused story, but he Apple influence is still here, and perhaps it will be here for a long time even when the company stop creating great stuff one day. Microsoft ex-CEO Ballmer saw that coming in 2012 in a letter to shareholders. "It's important to recognize a fundamental shift under way in our business, we see ourselves as a devices and services company." Microsoft had the strategy right but couldn’t execute it fully with the exception of X-Box. Microsoft’s future revenue will still be coming in from software and it isn't going to change anytime soon. The transformation from software to hardware is harder that you think.

The idea that hardware is now the new software is pretty real. There is a business model implication here. These hardwares are mostly priced between $100 to $250 and they a gateway and great way to sell software. We are seeing a revival of hardware and this time, it is hardware first and software and then date on the cloud, it will bring new technological advances in cloud-powered hardware that boosts productivity, efficiency and manifests as beautifully designed objects that fit into our hands and homes.

The Best Kept Secrets Of Breakthrough. Everyone Should Start Practicing Them.

Everyone is looking for a breakthrough. The massive shift in generation differences in consumer behavior and rapid technological shift are casuing many companies to fail.... and it will happen fast. Companies that are stuck in their old mental model cannot breakout for many reasons. It is usually a combination of all that causes them to be irrelevant. It includes leadership’s blind sight, organization legacies and lack of foresights and the list goes on and on...

How often companies can act swiftly and not taking a wait and see attitude? All the time. It takes strong leadership to take bold decisions even though they feel fear while making these decisions. Here are a few ideas, which I often make accessible to a my select clients. How do breakthroughs happen? It is not just luck or strategic thinking. Can they be engineered? Are there preconditions? Or is it a skill that we can develop and learned? When companies are stuck whether in an old paradigm of doing business or a legacy business design, they need breakthrough.

Exploring the “Grey” area. The central core of organizations contains beliefs that were built up over the years and a value system that provides us with perspectives of the world and forms the grayscale of our personality. Seeing the world in black and white is terribly dangerous. Sticking to your core does not mean you should not understand the ‘grey’ around it. Making explicit attempt to push the “grey” area of what consider your core.

Anticipate and Leverage Moments Most breakthroughs don’t happen through excessive rationalization or planning. In fact, almost all breakthroughs are sparked by “moments.” This is one of the things I teach people about looking for breakthroughs. The process of finding any breakthrough – whether in business, technology or design – often involve immersing oneself in large amounts of data and extensive debate and synthesizing information. Most people fail to see the moments when they happen or fail to capture them. I have a long list of things you can do to maximize it happening.

Expand Awareness through Emotions. There is so much myth about emotions; we often associate them with the extreme cases when we overreact or how they prevent us from making the right decision or making us too aggressive with the things that we want. These are all true, but emotions also have a positive side – if you know how to use them. Emotions are our inner sensors at work, sending us weak signals from the outside. It triggers our desire to heighten our senses as our whole and even affect our brains in memory, basically expanding the operating parameters of our cognition. It helps us take in more information, store them in a deeper place inside our mind, hold multiple ideas in mind at once, and layers a feeling over objects and situations.

Imagineering as Daily Ritual. Unless you’re in the business of creative production such as film, animation or video gaming, most likely you don’t have a need to use imagination in your daily work. But imagination is not a tool we can call up on demand; we need to practice it every day in order to maintain our ability to imagine. Imagination is a major part of how we frame and solve problems. The practice of applied imagination (or imagineering) can increase the number of creative options available for a specific problem that we’re trying to solve. Imagination is part of our subconscious way to assist with idea generation. You’re not so much thinking of specific ideas of how to solve a problem, but rapidly and randomly envisioning what might be, what could be, and what couldn’t be. It's very easy to compare creativity and knowledge in an abstract, metaphorical sense – but we know that our imagination is developed from the knowledge we gain in the experiences of our daily lives and little encounters.

Practice Design of Meanings. Try to design a breakthrough project or pilot activity for yourself as experiment. Some breakthroughs are sparked by eureka moments based on insights – but far more are based on design. Design-driven innovation is spurred by thinking about possible breakthrough features, meanings and product languages that could emerge in the future. This cannot be done by talking to consumers or looking at current user behaviors. Consumers can’t really imagine radical futures, as they are anchored and invested in the current one; thus they are not helpful in anticipating possible radical changes in new product meanings. Big breakthroughs don’t necessarily come from disruptive applications or advanced functions; sometimes it’s new meanings that shift the universe. Think about how every one of the everyday objects that we see around our home can be transformed: instead of being simply functional, consider how to turn them into symbolic objects of irony, desire and affection.

How Do Breakthroughs Happen? Here's My Little Secrets For Breakthroughs After Helping Executives For Decades..

How do breakthroughs happen? Can they be engineered? Are they pure luck? Or are they the result of skills that we can develop and improve upon over time? Along with the fear of the unknown and the pressure to make it happen, breakthroughs come with an incredible sense of possibility and satisfaction.

The experience of uncovering a breakthrough is exhilarating and hard to explain. It’s a sense of not knowing exactly where I am going, but knowing that I am going somewhere. Here’s my secrets to achieving breakthroughs:

• Preserve the “Me”. The world we're living in today seems to be a completely different one from 10 or 20 years ago and a crazie one. Sometimes I wonder if the world is really changing that fast at a break-neck pace. There is a notion that if you can’t change the world you should change the way you look at it, but I don’t like the idea of changing myself according to the world and adapting to it. The central core of what’s “me” contains beliefs that we’ve built up over the years and a value system that provides us with perspectives on the world and forms the grey scale of my personality. Black and white only exists in film, photography and my Prada suit; seeing the world in black and white is terribly dangerous. The person who views things only in black and white will always be miserable or unsuccessful in whatever they pursue. That’s not and never was the rule of the universe. Sticking to your core does not necessarily mean you are not open to the world. It means you open the world to “you” and everything you experience adds one more layer of sophistication to the “you” and heightens your awareness and sense of being. Any personal breakthrough need not give away or suppress the “you.” What you experience every day should make a beter “you.” Breakthroughs require the “you” in “you.”

• Anticipate and Leverage Moments. Most breakthroughs don’t happen through excessive rationalization or planning. In fact, almost all breakthroughs are sparked by “moments.” This is one of the things I teach people about looking for breakthroughs. The process of finding any breakthrough – whether in business, technology or design – often involves immersing oneself in large amounts of data and extensive debate and the synthesis of complex information. Most people fail to see the moments when they happen or fail to capture them. I started working to facilitate these moments a long time ago, making them happen more easily and more often. How I ask questions and how I push people to their limits (as I do with my staff) is one way that I try to help them to experience moments. I feel bad for sometimes being seen as critical and demanding, but that’s how I get myself and others to create those moments.
• Expand Awareness through Emotions. There are so many myths about emotions. We often associate them with extreme cases where we overreact, when they prevent us from making the right decision or make us irrational pursuing things that we want. This is all true, but emotions also have a positive side if you know recognize and respond to them. Emotions are our inner sensors at work, sending us weak signals from the outside. They trigger how we expand the operating parameters of our cognition, help us take in more detailed information, hold multiple ideas in our minds at once, and ascribe meaning to the things, people and events in our lives.
• Imagineering as Daily Ritual. Unless you’re in the business of producing film, animation, video games or other highly creative outputs you most likely don’t have a need to use imagination in your daily work. But imagination is not a tool we can call up on demand; we need to practice using it every day in order to maintain our ability to imagine. Imagination is a major part of how we frame and solve problems. Much like yoga, tai chi or voice training, imagining requires that we put in practice time in order to expand our ability. Applied imagination (or imagineering) can increase the number of creative options available for specific problems that we’re trying to solve and help with tasks like ideation. Rather than focusing on developing ideas or how to solve a problem, Imagineering is about rapidly and randomly envisioning what might be, what could be, and what couldn’t be. It's very easy to compare creativity and knowledge in an abstract, metaphorical sense – but we know that our imagination is developed from the knowledge we gain in the experiences of our daily lives and works by employing that information subconsciously until it’s ready to break through into awareness.
• Practice Design of Meanings. Try to design a breakthrough project or pilot activity for yourself as an experiment. Some breakthroughs are sparked by eureka moments based on insights – but far more are based on design. Design-driven innovation is spurred by thinking about possible breakthrough features, meanings and product languages that could emerge in the future. This cannot be done by talking to consumers or looking at current user behaviors. Consumers can’t really imagine radical futures, as they are anchored and invested in the current one; thus they are not helpful in anticipating possible radical changes in new product meanings. Big breakthroughs don’t necessarily come from disruptive applications or advanced functions; sometimes it’s new meanings that shift the universe. Think about how every one of the everyday objects that we see around our home can be transformed: instead of being simply functional, consider how to turn them into symbolic objects of irony, desire and affection.

The Biggest Idea These Days Other Than "Wearables" Is "Destructables". We All Need It.

I think the biggest idea today other than “wearables” is “self-destructables” and it is exactly what we need these days. OK this is the first time you hear this. "Destructables: is the biggest unmet need because privacy just might be the biggest enemy of big data and googleglass. This trend is gaining momentum - think “ephemeral media” which is a way to make any digital assets including photos, texts, emails, posts that can self-destruct once they’re delivered, read or triggered by an event. I would pay for that service.

With the big government always watching and with teenagers having a little too much fun doing silly things, there is something about what we used to see in Charlie’s Angels when the boss messages the Angels about their mission;  they were briefed on a radio that would destroy itself after being played. I think this should be a key feature for everything these days. Yes, there's SnapChat.  But we need more than that.

Encryption Company Silent Circle has a Silent Text app available for Android, which includes a “Burn Notice” feature that self-destructs the message from the sender and recipient’s phone. Startup Burn Note launched its vanishing text and mail service. It allows you to set a timer for how long you want your information to live on the internet before it explodes—virtually, that is.  And even Boeing, yes the airplane manufacturer, has launched a Smartphone that will erase all data and deactivate if tampered with or pried open.

Not sure why Boeing is getting into the cell phone business, BlackBerry should have thought of that feature long time ago.The Boeing’s device which runs on Android and will be sold primarily to government agencies and companies engaged in defense, intelligence and homeland security. The heads of the screws will be covered with tamper proof guards to identify attempted disassembly, breaking open the casing of the device would trigger complete deletion of the data and the device will render itself inoperable. But it will not generate smoke and physically self-destruct - I'm a little disappointed. They should put a bit of drama there as part of the customer experience.

China Is Pushing The Frontiers Of Innovation. It Needs To Move Beyond Just Technological Progress. China Is Behind In Commercialization And It Is A Big Gap To Fill.

There were lots of interesting debates about "new thinking around innovation and future development of enterprises in China.” With almost three decades of sustained economic growth and orchestrated government support for advance technology research resulted in a large talent pool (but still not large enough) and many are well trained by foreign univerisities and companies.

China has made impressive achievement in many areas including network technologies, article physics, structural biology, genomics, human space exploration, supercomputing and high-speed rail which is part of China's centrally designed and state-led innovation model. Moving towards a more innovative economy is one of the main challenges facing China's President Xi Jinping. He understands what is important for China to sustain prosperity and development. China has developed a range of policies to create "indigenous innovation" to reduce dependence on foreign countries for advanced technologies including government procurement, competing technology standards, and requiring technology transfer from multinational corporations in return for access to Chinese market. Is this enough?

At the same time there is more proof that the western style of management is becoming more and more less effective and sometimes even becoming a barrier to innovation reform. To achieve China’s vision and development goal, China must produce and support innovators whose ideas and execution will enable China to create greater and broader economic wealth beyond manufacturing, infrastructure and real estate development. For most companies in China I've talked to, they are a long way from understanding what it takes to make innovation real beyond basic R&D and to compete outside of its demestic market.

China’s innovation cannot just rely on progress in science and technology but in both education and research; the most crucial piece is to be able to own the core technologies and design applications (let me stress - technology alone is not enough, without design), which China is still reliant on foreign companies. The most important strategy is to acquire innovation skills as a core capability so China’s companies will be less dependent on foreign IP and can create ecosystem of technologies that local companies can build upon.

Innovation goes beyond idea generation but also commercialization. It requires a new level of thinking and cross-industries and collaborative-competition that is currently not happening in China. Currently, the model of business education doesn’t deliver on innovation training as they basically modeled after the west.

Most of today's Western style of management and business problem-solving is primarily made up of prescriptive remedies still very much rooted in decades-old conceptual frameworks, developed in the 80’s as a response to pressing events then. They not only have long outlived their usefulness for Fortune 500s, they were not designed to handle today’s unprecedented pace of continuous disruption nor are they irrelevant when applying in emerging economic power such as China which has a very different historical, political and cultural values as well as a unique operating environment and a well deserved national aspirations.

My guess is that 80% of what they teach in business schools MBA’s curriculum today are not applicable for managers in China. Despite managers in China being thirsty for management development training, the net results are less to be desired. In short, we are beyond the point of questioning the effectiveness of western management practices; we need a China approach to management. Or perhaps China should take on the role to reinvent management.

The Bionic Man/Woman Is Now Possible! It Gives New Meanings To Wearables!

Remember that Six Million Dollar Man TV Series? When ace test-pilot Steve Austin's crashed, he ended up in a poor shape that his only chance of survival was to replace human spare parts with technologies. That was the beginning of “wearables” I supposed. The government decided to invest millions to use the latest technology to rebuild him with cybernetic parts which gave him superhuman speed, response and strength and the superagent.

Thirty-five years later, DARPA's Reliable Neural-Interface Technology (RE-NET) is working on it and  trying to improve the speed and accuracy of neural interfaces. Such interfaces can happen in the brain, as in the case of Hemmes, or someplace else farther down the line, closer to the missing limb. It is a highly complicated task to try to translate these commands to muscles that drives the myoelectric arm. Most important is that any of these won’t need a brain surgery or implant. The challenges include weather change and other external factors can affect the myoelectric arm and there is the issue of electrodes slipping on the skin.

The idea of implanted electrodes is very attractive with the goal to provide near-natural hand movement. Another sign og progress is FDA just approved the world’s first approved bionic eye. The Argus II, which treats patients with the rare genetic condition known as retinitis pigmentosa was approved by the FDA after twenty years of research and $200mm of investments. The Argus II Retinal Prosthesis System, which was approved to treat people with severe to profound retinitis pigmentosa, doesn't actually restore vision or allowing them to see, just enough to detect light and dark and the contrast can identify the movement or location of objects. Almost like the first generation of cell phones. We are a few years away before they have advance features. When the photoreceptor cells in the eye's retina are damaged, people can tell the difference between light and dark.

To restore light and dark vision, a tiny chip containing many electrodes is implanted on the patient's retina. The patient wears a pair of glasses with a video cam attached to it. The camera sends the recorded image wirelessly to the electrodes in the chip, which then turns the information into a signal that the brain can understand. It will be a low-resolution 60-pixel image only and enough to give people a sense of what’s in front of them.

The breakthrough in nanochip will open up tons of opportunities to improve our senses or replace in medical cases or enhance in other cases. In less than ten years, those who can afford to spend $25,000 can get a bionic eye to capture wider light spectrum or advanced your visual search functions through Google. I won’t be an early adopter for sure.

The Future of Wearables? Everyone Will Get It Wrong. And The Winner Won't Be Google, Apple, Sony Or Microsoft.

Wearable is hot. It is supper hot. The billion-dollar question remains, “How do we create the iPhone of wearables?” and “How do we create sub-ecosystems around these wearables?” and "What new business model opportunities will emerge?" The buzz is here but the money is not here yet. Everyone is betting on it and no one can afford to miss the train. Most wearable out there are just toys for the geeks. I can't find a reason anyone wants to buy this Sony Watch. Wll now everyone can see my Facebook messages. What is dumb idea! OK I can use it to tell time and the weather.  Apple’s iWatch or whatever it will be called and Google Glass are getting so much attention and everything is figuring out what are the high value potential applications. Google has openly promoted its potential as an always-on, always with you computing device but it has yet to find a killer application beyond the obvious. They are hoping someone out there can figure that out for them.

And China is watching and Baidu is rumored to be working on a "Baidu Eye," an internal code name for a wearable device that features speech recognition for Mandarin, as well as image search technology, which pulls up relevant information based on a photo. So if you see a product, it will search for product info and price and availability. That take 'showrooming' to a new level.

 
The path to mass adoption for wearables will not be a straight-forward one and there are technology, user behavior and production economics barriers to cross.  Apple, Google, Samsung, Sony and LG are all committed to play this game. Apple recently acquired a small company Passif Semiconductor founded by two Ph.D. students from the University of Berkeley, worked on developing chips with radios that consume very little power and work with the Bluetooth Smart (a.k.a 4.0 and low energy) standard. The acquisition will provide Apple with addition al expertise and expect an acquisition boom as players gearing up for the big game.

With all these buzz and emerging innovative conceptual designs competing for the dominant design there are still many questions to be asked about what the future holds and how consumers will adopt different product paradigm. Even the smartphone itself is still shaping our behavior today and we are still actively reprogramming ourselves. Smartphone is becoming the operation system of our professional and personal life and our relationships with the outside world and emerging systems around it.  And when it comes to Operating System, the main battle will be an OS that will interoperate across all devices. This is the big play.

Expect to see all sorts of novelty design coming into the market. There are lots of novelties out there including a wearable electronic synthesizers to be embedded into T-shirts turning them into human musical instruments. There are also people using neurophysiological signals and brain waves to play video games. These will never be mainstream wearables.

The success of any dominant design for wearables will be based on successfully tackling of the 3Bs: Balance, Benefit and Beauty.

Balance: The design of the wearables needs to fulfil the requirements of fitting comfortly with our bodies and many human factors considerations. The design needs to include studying the anthropometric measures of the human body and of the equilibriums between the various zones of the body. The connection between the physical form of wearables and their active relationship with the human form will be key to the concept success. These nerdy high-tech design will not cut it. Other considerations include comfort, the design to adapt to different body type (male vs female, tall vs short) and study of non-obtrusive shapes and the optimal conditions to let the sensors work well.

Benefit: The designers must first determine the real problem the wearable concept is trying to solve and needing to solve and able to solve. The benefit doesn’t have to be a known benefit today and could be some needs user don’t even know they exist until they see it. The design can open up new possibilities for people and  must fit within the context of the user’s lifestyle and experience and the infrastructure around us.

Beauty:  Consumer needs to love the design. It needs to have the visual appeal that the user won’t look like something you see in a Sci-Fi movie. It needs to be expressive and it doesn’t only limit to the form factor, but the overall interactive experience. The connectivity piece is key it needs to allow for seamless wireless connection. The interactions or interface design is the most tricky one. Are we thinking touch screens, gestures or eye tracking?

More next week. I won't tell you what works. I can tell you what definitely won't work. And like everyone else, I could be also be wrong.

So It Was A Terrible Offsite. But It's Not The End Of The World. Now Here's How to Bounce Back From It.

 
Ask 100 smart senior executives or manages about their last company offsite and most of them will probably tell you that it was anything but productive, or borderline disasterous. Some might say it was painful. A few will admit that they were absolute waste of time and money. Planning an offsite is not easy, managing the aftermath is even worse if it was not a great one.

Over the years, I have organized thousand of these offisites meetings, and I’ve spoken at hundreds of them. Ultimately, any company offsite should be focused on developing a shared vision of the future and how to get there. But so many times they fail to deliver anything more than building team spirit and a big binder of printed PowerPoint slides.

Team building should not be a key component of any offsite. Team building should happen in the office, and it should happen every day. If you need to pay for hotel rooms, conference rooms, catering and back-patting awards to build your team, you have a bigger problem than a lack of team spirit. Little exercsie is fine, but it should never the be the key objective.

If it was a really bad one, here's how you can bounce back it?

1. Be reflexive. Perform an analysis of what went wrong and what objectives were not met. Were you being strategic and realistic in your goals? Or were you so focused on the operational stuff that you took your eyes off the prize? One pitfall of the offsite is that too many objectives are set. If you were not strategic in the first place, build a task team to pursue the strategic agenda in the office. Take into consideration what is strategic and what is operational. And get back to it.
2. Drop the pom poms. Most big decisions need some degree of consensus to successfully start activating. One problem with many offsites is that they end up turning into a forum for breeding consensus. Once everyone is back in the office and the offsite-induced groupthink has worn off, create a safe space for dissent. Organizations that let disagreements get expressed make better decisions. So perform a force-field analysis of the organizational dynamics for those who hold polarized views. Then, build consensus. Don’t force it.
3. Listen. Most executives are correct in assuming that any employee who was monopolizing the airtime at the offsite is probably jockeying for a promotion. Most executives are incorrect in assuming that any employee who did not seem super engaged at the offsite had checked out. Find out why those who fit in the second group were not vocal. Connect with them and solicit their input so they feel they still have a voice. There’s a chance they never even picked up the pom poms.
4. Leverage, leverage, leverage. No matter how small the wins and learnings that emerged during the offsite, leverage them and link them back to the day-to-day office. Many times, learning is left at the offsite and when employees get back to work it’s the same old, same old. During the offsite don’t stop asking your team and yourself: What can we do to bring this learning back to the office? The diffusion of what is learned will help to rebuild confidence so the offsite is not a complete waste. No matter how small those learnings were, celebrate them.
5. Redefine. Give yourself a few weeks and then start thinking about your organization’s definition of success for the next offsite. It’s not about picking a venue, selecting a menu, inviting speakers, schmoozing the boss or engaging in a battle of the PowerPoint. Executives need to spend serious time and effort on framing the critical questions that have to be asked, debated and answered. If that didn’t happen this time, they need to take a serious look at why. Part of that redefinition can come from the dissenters. And part of it can come in the form of external speakers who will challenge, provoke and provide a fresh perspective on how to jump-start a strategic business issue.

This is an excerpt from the June issue of MISC  Magazine "The Bounce Back" Issue.

Many Made The Mistake Of Taking the Brand Out Of The Innovation Equation On The Fuzzy Front-End. Are You One Of Them?

Companies make many mistakes in their innovation journeys and often they go down the same path again and again and wonder why that is the case. The four main reasons among many are:

1/ They think it is all about creativity and coming up with more ideas.

Coming up with ideas is easy. Coming with good ideas is not difficult. Coming up with more ideas is not helpful. It is the quality of ideas and once ideas are being exhausted, it is time to perform the more difficult job of sensemaking and mapping. This is where most people fail and have no ideas of what and how to do next. They lack a framework of synthesizing these concepts into bigger themes and look at them in a differently way to see how each of ideas-system means to the customers, business and industry.

2/ They think innovation should be separated from the brand. Often people start thinking of new ideas without thinking without understanding the scope and scale requirements and that should be governed by the brand.

These ideas need to link to the current brand or masterbrand in whatever ways and has the potential to scale within a reasonable period of time. No established companies, unless for a very good reason, should start a new brand because of economic reasons and also the brand can be the powerful source to inspire innovation, in addition to the users or customers. Otherwise people can waste a lot of time and realize even they have a good idea, the marketing investment will cost too much making the project not worth pursuing. On the opposite, they also should not confused brand extension or other incremental innovation as strategic innovation.

3/ They think their current capabilities (including that of their agencies) are adequate and can do the job. The learning curve for them is too steep.

In many cases, companies have existing working relationships with their advertising agencies and marketing research firms and naturally would want to work with them on innovation projects. This is a bad decision as for the advertising agencies, they are too deeply embedded with the existing idea of what the brand is and should do rather than a fresh way of looking at it. And most marketing communications people and not equipped to manage the innovation process. Some innovation firm is basically ex-advertising agencies people repackaged themselves as innovation consultants (there are some occastions people successfully migrate). Most marketing research firms are not equipped with the right tools to do research that support innovation, and end up applying the usual quantitative and qualitative research methodologies which were designed for market testing and tracking.

To unlock the full power of applied creativity to drive innovation and economic value, let’s not approach innovation with overly simplified approach to getting the magic and bringing in the money. There is no magic in the innovation process, no one should hide behind this magic black box and the client expect them to show up one day with some magical ideas and then write them a check. Innovation is about applying design thinking and having all the right type of people and capabilities in place.

4/ They are confused between strategic visions, brand and innovation and what comes first?

Executives spend a lot of time on strategic vision – answering questions such as who we are, what we do and what do we want to be when we grow up etc. Then they trying to figure what the brand really stands for. At the same time they also spend time on creating new products and service ideas? What usually happens next is now they struggle bringing the two together to use?

When people hear about vision, they think of it as something that guides the company into the future, and to succeed in the future requires innovation. And innovation is about building a powerful brand and create new market space for the future. While the value of having some kind of strategic vision is obvious, it should never be mistaken as strategy. Strategy is not only about vision, it is about strategic innovation. And brand should guide innovation. It is so easy to get confused.

Moving forward companies need to do two things differently.

1/ Reorient their brand people with the idea that brand needs to get beyond communications. My new book 60-Minute Brand Strategist shows readers step-by-step guide to build a brand from the core and its meanings to customer experience design. Brand Managers should not be stuck in the old world with old-school approach and brand-building model developed in the 80s and take on the roles as Brand Innovators. Every brand manager’s jobs should have two roles: managing brand business performance and managing brand innovation.

2/ Rethink what kind of people and skills that is needed to implement innovation. Implementation innovation is 10X harder is coming up with the ideas and it requires more than a product development person. They need to understand the different roles that they have already – and will need – on the team and each role’s importance in the ideation and activation stages. Idea Couture research on innovation practices shows that many business leaders still believe that innovation is a rare gift that exists mainly in creative people who are in leadership roles or gifted creatively. For example, just think of how often you hear people saying, “That’s why I get paid the big bucks because I am the big idea guy.” Such thinking is not healthy as it usually means that organizations are overlooking other, much better sources of potential innovation. An idea, even a big idea, is not the same as an innovation. Only when an idea is turned in to a product, a service or a business that creates new value can it be considered an innovation. Whether the innovative idea is radical, substitutive, incremental, or complementary, it still needs to fit into the stages of a value chain within an industry.

On another note, my book 60-min Brand Strategist is offically launched this month. It is available in Amazon, Barnes and Noble and other book stores. These are some pages taken from the book. It only takes you 60 minutes to read through it. I know you're busy. Share with me your thoughts.

Some Celebrate Failure. Some Even Romaniticize Failure. The Best Strategy Is To Avoid It!

The new M/I/S/C Bounce Back issue is out in newstand.This issue is packed with great articles about how companies should deal with adversity. It is one of the best issues ever.

For the last few years, magazines have made failure romantic, and start-ups love their failure stories. It’s true, there are some great stories out there: at the top of the list is Steve Jobs who was fired from the very company he founded. J.K. Rowling took Harry Potter to 12 publishers; all of them turned her down. Walt Disney filed for bankruptcy in his early twenties.

And there was Bernie Marcus who was the son of a poor Russian cabinetmaker from New Jersey who got fired from his job working at hardware store. With US $2 million in capital, Marcus and a partner went into business and opened a different format store with hangar-size, no-frills outlets, friendly service and a huge selection of products, they called it Home Depot. For Marcus failing was about character building and part of the journey to excellence.

These stories are both motivational and inspirational. Magazines from Fast Company to Harvard Business Review jumped on the bandwagon, selling the message it’s ok, even cool, to fail. Some people take this as a ticket to push bad ideas forward. Sometimes people carry failure as a badge of honor. There was a guy who wanted to join our company; his resume read ‘six times failure, a proud veteran.’ When I asked him whether he had any confidence that he will succeed the next time, he said no. It sounds like Vegas to me. The organizations we design and operate are not agile enough to support smaller experiments and the bigger the company is, the harder it is to bring innovation to the market.

Companies are using the stage-gate approach, taken from product development, to the innovation process, which is a big mistake. They’re also applying the wrong metrics to measure innovation projects. But the fact is failure is a bad thing – if you can avoid it, avoid it. Instead of putting too much focus on those who ‘made it’, and their struggles and resilience, we should be really be focusing on teaching people how to avoid failure in the first place.

The problem is we should not encourage people to fail, but should not penalize them either. We should be encouraging them to take calculated risks. The danger I am seeing is when young people embrace failure in the wrong way. It almost seems like they’re trying to race through more failures to earn a badge, rather than trying the best they can to give the idea the best chance. This ‘failure movement’ is mostly supported by mediocre people who have few ideas and cannot execute. They continue to romanticize failure, to the extent that they start to expect it. We need to prepare for failure, but never expect it. The failure movement is growing an irresponsible attitude toward risk-taking and Design Thinking.

Just because you fail many times, doesn’t mean that you have a better chance of emerging from challenges unscathed. It gives people an excuse to think harder and learn to apply Design Thinking principles to model scenarios to avoid or minimize failure. Most innovation can’t avoid failure. In fact failure is often by design, it is part of the process of iterative development and market learning. I don’t consider that failure.

Prototyping and learning from mistakes can ultimately lead to a higher chance of success, but it also de-risks project mistakes that usually come from the weaknesses of our human mind, such as hindsight bias. We should be teaching people how to deal with those biases.

The failure movement often falls prey to both of these biases. How many people can you name that went broke while attempting various business ventures, and are still broke? Can you write a list of these people more easily than a list of successful entrepreneurs who overcame immense obstacles to succeed? I think we are giving ‘failure’ too much credit.

I can see why those stories sell, they’re comforting to read and somehow people feels closer to success. This is not the case. If you’ve failed 50 times it doesn’t mean you’re closer to making it. Let’s stop over-glorifying failure and avoid the pain. We know what it means when you have your fingers burnt once. The smartest way is to teach people to learn from Other People’s Failure (OPF). There is so much we can and should learn from it.

When I teach my strategy courses in master level programs, 80% of my teachings are around how companies fail and how to avoid it in the first place. For me, it’s called ‘strategy.’ There are so many free lessons our there, you don’t need to pay the price to feel the pain. Someone did it already. There is no need to romanticize failures, instead, we should learn how to best avoid failure and, in the worst-case scenarios, be prepared to bounce back from it. That’s what Design Thinking can do.

For the full story, pls see the June issue of M/I/S/C which is available in 26 countries and digital subscription is available through Zinio.

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.

At CES Everything Is Touch, Touch, Touch. Will Touchscreens Make Typing Obsolete Soon?

At CES this year everything is touchscreen, TV, laptops, tablets and kitchen appliances. Is the future of interfaces is moving to touchscreen? Is this the end of keyboards? We are seeing a completing transition in the design of user experiences to software based and touchscreens. The notebook computer is the final piece of the migration. Most people would find no reasons to touch a screen on a laptop or notebook, but we are also increasing used to the habit of touching screen even most of the time even we’re not aware of. Thanks to the iPhone and iPad.

Our view will change even when we don’t think touchscreens on laptops are useful; just see someone use a keyboard with an iPad or Galaxy. For many, it just feels more natural to touch the screen. I sometimes find myself touching the screen forgetting that it is not a touchscreen device.

Blackberry will join it even they will still keep the keyboard as an option for people like me. Automobile entertainment will move there too. Your next laptop will likely be touchscreen and you might not have any choice, whether you like it or not. I wonder when will Apple launch a touch screen macbook? I think it is only a matter of time before all laptops become touch-enabled. LG was showing a prototype of interactive retail display so you can try differetn outfits without going into the changing room.

With touchscreens, we will never worry about spilling coffee onto your keyboard but will have to deal with the problems of greasy fingers. I think touch will become the key user experiences but there is still a lot of room for innovation. Touch-enabled devices will accelerate adoption in the enterprise market and next will be education market. The next generation of workers will forget what a physical keyboard looks like.

Hong Tan, a professor at Purdue University who works for Microsoft came up with an interesting way to add the feel of buttons and other physical controls to a touch screen by using vibrating piezoelectric actuators installed on the side of a normal screen generate friction at the point of contact with a finger. The nice thing about the innovation is it can make an ordinary sheet of glass feel as if it has physical buttons or even a physical slider with different levels of resistance. That is a bug jump forward from just touchscreens. The haptic feedback could help users find the right control on compact or enable the use of a touch screen without needing to look at it.

RIM is working really hard to win this. They called it a “writing without typing”, a technology only apply to the keyboardless Blackberry London devices. This is a riksy bet as Blackberry loyalist (like me) likes typing on physical keyboards rather than tapping on a screen. I am eager to get my hands on the new Blackberry London... a few weeks I will know if that works for me.

More Gadgets..Smarter Devices...CES Doesn't Want Us To Stop! Where Do We Go Next?

In Vegas for the CES, it is exhausting. I skipped last year but didn’t feel I missed anything. I was not a fan of 3D TV and not impressed with the Microsoft / Ford automobile operating system. It has been a crazy first week this Jan with lots of management stuff to get done as well as finalizing the March issue of MISC magazine to print. It is the GADGET issue. Very happy with it and couldn’t wait to see it out in bookstores and newsstands in eight weeks.

Here I am prepared to be exposed to all kinds of crazy gadgets once I set foot on CES, as usual many are useless and hopeless. There is distinction between the two. “Useless” is product that does not answer to any customer unmet needs, it is just novelty. “Hopeless” is me-too product that tries to compete on price. I hate to think how many tablets will end up going to the landfill. With no Apple presence, it is like everyone here is try to compete with Apple. It is the world against Apple.

Many of these consumer electronic gadgets solve our problems. Problems that we know and problems that we know we have. Often they create new ones while solving the old ones. Humans are supposed to be good at problem solving but we’ve become so reliant on the gadgets in our lives that there are problems we find ourselves unable to solve without them. Sometime in the not too distant future gadgets will not just respond to our commands, they will be able to understand our mood, read our minds and learn our preferences.

When I was sitting at Starbucks, my mind was trying to visually map all those data exchanges between Macs, tablets, mobile devices, watches, cameras, and people. The visual just blows my mind and we forgot how crazy and connected we are.

Never before we have that much access (and speed) to information and knowledge at the palm of our hands and we can almost (yes almost) live our lives without thinking. We tether our brains and other senses to our smart devices and relying on them to tell us when we’re sad, confused, tired, hungry, where to go and what to buy. How far are we before we’re ready to raise the white flag and formally “surrender” to our cognitive independence? What about humanity?  

We are living in a technology-addled age, our gadgets are necessity. I wonder what’s the average number of apps for iPhone users? And how many of them they rely on in their everyday lives? We are becoming lazy. We do less walking because we have cars. Now we do less thinking because we have smart gadgets. Your brain is like a muscle. If you stop using your cognitive skills and instead rely on gadgets to do the thinking for you, in time, those skills will start to atrophy. For me, I used to be able to do complicated calculation looking at tons of numbers and within a few minutes come to sense of what it is telling me. Now I can’t even add up a restaurant bill without a calculator (app). I used to be able to map out the route mentally when I drive from one place to another, now I just listen to the command of my GPS. I used to be able to spell and thanks to auto correction, my spelling is worst than when I was 12.

May be the next innovation is not a product. Just like we’re try gin to think of ways to encourage people to walk or bike to make us more healthier and do less damage to our environment, we should be thinking about applying design thinking to help us to use our brain more – and use less gadgets. What does computational humanity means? Time to get back to the show.