by Robyn Bolton | Sep 24, 2022 | Innovation, Strategy, Tips, Tricks, & Tools
In the Before Times, we attended conferences to learn, make connections, and promote ourselves and our businesses. Then COVID hit, and conferences became virtual. Although that made them easier to attend, it also made them easier to skip. Because, if we’re honest, most conferences were more about connecting and promoting than learning.
Last week, I went to one of those rare, almost mythical, conferences more focused on learning and connecting than promoting. It was fantastic! It was also in Nebraska (which is a pretty interesting place, btw).
Here are my three biggest mind-blowing takeaways from Inside Outside’s IO2022 Summit:
“Strategy is the direction you take to win in the future“
Kareen Proudian, Managing Partner at Faculty of Change
It’s a bit embarrassing to admit, but if you asked me to define “Strategy,” I’d respond with a long and rambling answer. Which means I can’t define “strategy.” This admission is especially embarrassing because I have a resume littered with places where I developed, drafted, and implemented strategies, so I should have learned what the word means. But nope, I didn’t.
I suspect I’m not alone.
Asking for the definition of strategy is like asking if you must wear clothes to the office. You should know the answer. But unlike whether or not clothing is mandatory, most of us don’t know the answer, AND it’s easy to get away with never knowing the answer.
The elegant simplicity of Kareen’s definition of strategy blew my mind. It’s short, memorable, and something that most people can understand. Maybe I should share the definition with my alma maters and past employers.
“When we feel threatened, our IQ drops 50 to 70 points”
Alla Weinberg, CEO at Spoke & Wheel
When I first heard talk about Psychological Safety and Safe Spaces in today’s business world, I rolled my eyes. Hard. As a Gen X-er, I grumbled about how we didn’t need “safe spaces” when I grew up because we were tough and self-reliant, and I lamented the inevitable downfall of society caused by weak and coddled Millennials.
I was wrong.
Psychological Safety is absolutely and unquestionably essential for individuals to grow, teams to work, companies to operate and innovate, and societies to function and evolve. I’ve seen teams and businesses transform and achieve unbelievable success by discussing and living the elements they require for Psychological Safety. I’ve also seen teams and businesses fail in its absence.
These results aren’t surprising when you realize that you feel threatened when you are in a complex situation in which you cannot accurately predict the outcomes. And when you feel threatened, you are half as intelligent, effective, and creative as you are when you’re calm.
So, if you’re a manager and you’re upset that your people aren’t as intelligent, effective, or creative as they should be, it may not be their fault. It may be yours.
“Stage expertise, not industry expertise, is key to innovation success“
Sean Sheppard, Managing Partner at U+
There is deep comfort in the known. It’s why we gravitate to people like us. It’s also why companies ask job candidates and consultants about their experience in the industry and choose those with deep experience and impressive expertise. Often, there’s nothing with this question or the resulting decision.
Sometimes, it’s precisely the wrong question.
Sometimes, functional expertise is significantly more important than industry experience. After all, if you’re the hiring manager at a healthcare company looking for a Director of Finance, who would you hire – a Marketing Director from a competitor or a Finance Director from a CPG company?
That’s the case with innovation.
Decades of real-world experience (not to mention the successful launch of 100+ startups) show that successful corporate startup teams had expertise (mindsets, skillsets, executional drive) in the startup’s phase and a working knowledge of the industry rather extensive industry expertise and little to no innovation experience.
Questions are good. The right questions are better. So, the next time you’re staffing up an innovation team (or hiring a consultant), choose based on their innovation experience and willingness to learn about your industry.
Innovation happens everywhere
That’s why people from San Francisco, Austin, Washington DC, NYC, Toronto, Boston, and dozens of other places converged on Lincoln, Nebraska.
We went to see innovation in action and learn about the thriving startup community in the middle of the country. We also went to learn and connect with others committed to creating new things that create value.
Getting our minds blown was a bonus.
by Robyn Bolton | Sep 18, 2022 | Innovation, Leadership
Several months ago, a colleague sent me a link to Roger Martin’s latest article, “The Presumption of Guilt: The Hidden Logical Barrier to Innovation.” Even though the article was authored by one of the preeminent thinkers in the field of innovation and strategy (in 2017, Thinkers50 voted him the #1 most influential management thinker in the world), I didn’t have too much hope that I would read something new or interesting. After all, I read A LOT of articles, and 99 times out of 100, I’m disappointed (80 times out of 100, I roll my eyes so hard I give myself a headache).
This one blew my mind.
With just a few sentences and applying a well-known analogy, Martin explained a phenomenon that plagues every organization and kills most innovation.
Presumed Innocence is a fundamental human right
Martin begins by pointing out that in the legal systems of modern democracies, all citizens are presumed innocent until proven guilty beyond a reasonable doubt. In 1948, the United Nations extended this concept to all nations (not just democracies) in Article 11.1 of their Declaration of Human Rights.
The presumption of innocence is so important because “the presumption of guilt (or even neutrality) puts an almost impossible burden on the defendant. The State is strong and has resources far beyond that of the individual.”
Presumed Innocence is not a fundamental innovation right
Now let’s apply this analogy and the lens of presumption of innocence or guilt to business, arguably a field where we spend much more time and make far more judgments.
You, and your fellow decision-makers, are judges and jury.
It is up to you to determine whether the projects in front of you are innocent (worthy of additional investment) or guilty (not worthy).
If you presume all defendants are guilty, you place the burden of proof on them. They must prove beyond a reasonable doubt that they will succeed and are, therefore, worthy of investment.
If you presume all defendants are innocent, you place the burden of proof on yourself (or the business as a whole). You must prove beyond a reasonable doubt that they will fail.
What type of judge are you? What kind of decision-making system do you preside over? Do you presume guilt or innocence?
In most boardrooms, projects are presumed guilty.
Presumptions in practice
Let’s consider the two “defendants” (types of projects) that appear before you – core business projects and innovation projects.
Each defendant has a team of advocates. The core business typically has a large team with ample resources and a history of success. Innovation has a much smaller team with far fewer resources and few, if any, “in-market” successes.
To be fair, you ask the same questions of both defendants – questions about market growth, performance versus competitors, and what the P&L looks like.
The team advocating for the core business produces data-filled slides, reports from reputable third parties, and financials blessed by Finance. In the deluge of facts, you forget that all the data is about the past, and you’re making decisions about the future. You find the evidence compelling (or at least reassuring), determine that the team met their burden of proof, declare the Core Business innocent, and allocate additional funds and people.
Innovation’s team also comes with slides, reports, and financials, but it’s not nearly as compelling as what you just saw from the current business team. But you are a fair judge, so you ask most questions like
- We believe we can get X% of a Total Addressable Market estimated to be Y
- There are no direct competitors, but consumers rated this better than current solutions
- We don’t have a 5-year NPV or P&L for this business at scale because we’re not asking for permission to launch. We’re asking for $100,000 to continue testing.
Believe? We need to know!
No direct competitors? Perhaps there’s a reason for that!
No P&L? I’m not going to throw scarce money away!
“Guilty!” you declare, “no more resources for you! Try again!”
This example illustrates what Roger Martin considers corporate innovation’s fatal flaw. In his article, he argues,
“the status quo must play the role of the prosecutor and prove that the innovation is guilty beyond a reasonable doubt. The innovation asserts its case, laying out the future that it imagines is plausible and explains the logic that buttresses the plausibility. The onus is on the status quo to demonstrate beyond a reasonable doubt that the innovation’s logic is flawed — e.g., the proposed economics are unrealistic, customers haven’t shown a hint of caring about the unique selling features of the innovation, competitors already have a lead on us in the proposed area, etc.
If the status quo can do so, then the innovation is guilty. If it can’t, then the innovation is not guilty, and the organization should invest.”
As much as I love the idea of requiring the status quo (managers? Executives? Stockholders?) to prove that investments should not be made (i.e., the default answer is “Yes” to all requests), it’s just not a practical solution.
Burden of proof as barrier
There’s another fundamental principle in our legal system that Martin doesn’t touch on: the burden of proof shifts as the stakes increase.
Specifically, the State’s burden of proof increases from warrant to arraignment to grand jury to trial. For example, the State must provide probable cause based on direct or other reliable information to get a warrant. But the State must prove guilt beyond a reasonable doubt when the defendant goes to trial and risks losing their freedom or even their life.
But in the example above, the questions (proof required) remained the same.
The questions were appropriate for the Current Business because it’s already in the market, consuming massive resources, and its failure would have a catastrophic impact on the company.
But the questions aren’t appropriate for innovation in its early days. In fact, they were the business equivalent of demanding proof of guilt beyond a reasonable doubt to get a search warrant. Instead, a judge evaluating a project in the early Design phase should ask for probable cause based on direct or other reliable information – observed consumer behavior, small-scale research findings, or simple prototypes.
The Verdict is In
I love the concept of Presumed Guilty vs. Presumed Innocent. I see it all the time in my work, and it is painfully prevalent in Innovation Council meetings and other boardrooms where managers sit as judge and jury over a project’s (ad a team’s) fate.
I want to flip the paradigm – To make “yes” the default instead of “No” and to require managers, the keepers of the status quo, to prove beyond a reasonable doubt that a project will fail.
But I don’t think it’s possible (if I’m wrong, PLEASE tell me!).
Instead, our best bet for true innovation justice is not to shift who bears the burden of proof but rather how heavy that burden is at various points. From probable cause when the stakes are low to beyond a reasonable doubt when they’re high. And certainly more than a ham sandwich at any point
by Robyn Bolton | Sep 14, 2022 | Innovation, Just for Fun, Tips, Tricks, & Tools
Innovation is BIG!
Big ideas!
Change the world!
Go big or go home!
Which makes sense.
Giant corporations need big innovations to move the needle
Entrepreneurs need big ideas to get attention
Investors need big returns to take risks
But innovation thrives in constraints.
And “Go Small” may be the biggest constraint out there.
Here are three stories about small innovations that created big value
Lollipops Reduce Violence
Closing time at the bars is never pretty. It can be downright dangerous. What starts as a few insults shouted back and forth between individuals or groups of friends can quickly devolve into brawls, assaults, and even murder.
Every year, dozens of cities and towns run experiments to find ways to decrease incidences of violence around bars and clubs:
- Closing bars earlier
- Keeping bars open 24/7
- Training bouncers in crowd control tactics
- Pre-positioning taxis
- Better landscaping
And lollipops.
In 2001, various cities and towns in the UK began giving lollipops to people as they streamed out of pubs and clubs. The rationale varied:
- “It’s hard to suck and fight at the same time.” – Leicester, 2001
- “Research shows the sugar content helps to stabilise the behaviour of those who have consumed alcohol.” – West Oxfordshire, 2006
- “[Offering food] can stop people shouting, make them less aggressive and prevent post-alcohol hunger” – Camden Town, 2010
It’s estimated that these efforts, which eventually expanded to include flip flops and cookies, cost “tens of thousands of pounds,” a drop in the bucket compared to the millions of pounds spent each year on police and medical resources to deal with the drunken behavior.
Waffle Maker Saves the Planet
Imagine throwing away 20 BILLION wax-coated bowls and plastic spoons every year.
Imagine that you could keep 12 BILLION of those out of the waste system by doing just one thing.
Giving up ice cream.
Would you do it?
Yeah, me neither.
This is why we should be very thankful to a Syrian waffle vendor at the 1904 St. Louis World’s Fair.
Even though ice cream cones were in use as early as the 19th century, it wasn’t until a chance encounter at the World’s Fair that they went mainstream. In the sweltering summer heat, ice cream was a popular treat for the 20 million people visiting the fair. So, it’s not surprising that vendors eventually ran out of serving bowls.
Luckily for us and the planet, one of those popular ice cream vendors was next to Ernest A. Hamwi and his very unpopular warm waffle stand. Seeing his fellow vendor’s plight, Ernest took one of his waffles, rolled it into a cone, and a tasty partnership was born.
Town Crier Out Shares Facebook
On Thursday, August 11, as thousands of tourists arrived in Provincetown eager to begin celebrating the Cape Cod town’s largest summer festival, the sewer system failed. Although only 356 of the town’s 1500 properties were affected, most of those affected were the restaurants, hotels, and businesses at the heart of the town’s tourist industry.
Naturally, officials took to social media to alert businesses and residents of the impact. In a Facebook post, restaurants were told to close, and residents were told they “must reduce water use, including dishwashing, laundry, showering, and only flush when absolutely necessary,”
Ew.
Naturally, such restrictions created problems for businesses and residents alike. But what about the thousands of tourists just arriving who were not subscribers to Provincetown’s Facebook account?
The Town Crier
In 1864, Provincetown created the position of Town Crier as a way to spread news throughout the community quickly. Over time, as technology made spreading information easier and faster, the Town Crier became more of a tourist attraction, responsible for greeting visitors and promoting members of the Chamber of Commerce.
Until August 11, when the 22nd Town Crier was called back to duty.
“All is not well in Provincetown,” the Town Crier proclaimed as he stood in front of Town Hall dressed, as usual, in historical garb and swinging his heavy bell. As Thursday turned into Friday, the Town Crier issued updates, listing the re-opened restaurants and the areas where toilet flushing and showers were now allowed.
“Let us pray to the supreme architect of the universe that the system will have been rectified,” he pleaded. I’m sure town officials gave thanks to the supreme architect of the universe that their small investment in maintaining an old solution was, again, creating quite a lot of value for the town.
Size doesn’t matter
Innovation is something new that creates value, and, as innovators, we naturally want to create BIG value. Heck, we want to change the world!
It’s easy to forget that Small can have a big impact, whether physically small like lollipops, a small distance away like waffle and ice cream vendors, or only able to reach a small audience like the Town Crier.
So when you find yourself obsessing about size, just paraphrase Dr. Seuss, “An innovation’s an innovation, no matter how small!”
by Robyn Bolton | Sep 12, 2022 | Podcasts
by Robyn Bolton | Nov 11, 2020 | Innovation, Tips, Tricks, & Tools
“We are not good at killing innovation projects.”
In the past two days, three people in two different companies across two different industries said these exact words to me.
If Step #1 in solving a problem is admitting that you have one, then my clients should feel pretty good about making progress.
But what’s Step #2?
“Killing the project” is an obvious and fundamentally unhelpful answer. But before we get to the less obvious and helpfully actionable answer, we need to acknowledge a fact about humans
We decide with our hearts, justify with our heads, and require guts to act.
As much as we would like to believe that we, as humans, are logical and fact-driven, we’re not. If we were, we would not be swayed by brands and we would all agree on the best restaurant, music, and political candidate.
Beliefs, values, emotions, and connections (our heart) drive our behavior. We choose things that help us feel a certain way, create a certain perception, or signal our belonging to a certain group. As Clay Christensen would say, we choose things that solve emotional and social Jobs to be Done.
We then find or seek out facts and evidence that justify the decisions our hearts have made. We want to be logical and rational, to make “the best choice,” and to be able to sway people with our arguments. We use our heads to justify our hearts.
But that alone isn’t enough. We don’t do things that we know we should (flossing, eating vegetables, maintaining long-term investments in innovation). We do what we want even though we know we shouldn’t (eat a lot of sugar, drink too much, binge watch anything that starts with “Real Housewives of”).
We need motivation and courage (guts) to translate our wants and our thoughts into action. Perhaps, even more importantly, when our heads and our hearts disagree, we need guts to make the decision and act.
Because without guts, when the head and the heart disagree, the heart always wins.
That’s why you’re not good at killing projects.
Here’s a common scenario: after working for several years on a new product you get data that shows that it won’t “work.”
Perhaps it’s clinical data indicating that the product doesn’t provide the efficacy required. Or market data showing that customers aren’t willing to buy the product at the current price or buy as much of it as expected to justify the investment. Or benchmarking data that estimates that your product will be in the bottom 5% of products ever launched by your company.
Whatever it is, it’s not good and the data and logic all dictate that the project should be killed.
Instead, you deem it to be “strategic” and keep working on it.
This is because, in your heart, you believe in the project. You were part of creating it. You nurtured it from concept to concrete, guiding it through near-death experiences, and celebrating its successes. You love this project.
Your heart says “keep going,” while your head says “make it stop.”
You need guts to make the decision.
It’s hard to decide, but Step #2 makes it easier.
If the first step is knowing in your head that the project is not viable and will not meet expectations no matter what you do, the second step is finding the guts to resist your every instinct and decide in favor of your head.
To find the guts to make the call, you need to acknowledge your heart and the feelings, emotions, and beliefs that are motivating you to try just one more thing.
(If you’re a Very Serious Business Professional and are super freaked out by the last sentence, imagine that I wrote, “you need to acknowledge your cognitive biases like the sunk cost fallacy, not invented here bias, or the IKEA effect” and keep reading)
To acknowledge your heart and empower your guts, you need to say goodbye and create closure.
How to do this effectively is determined by the culture of the team and company, but here are some examples I’ve seen and been part of:
- Write the project’s eulogy
- Hold a funeral (traditional, New Orleans, Irish, or Viking all qualify)
- Have a “Reading of the Will” in which the project bequests mementos and silly awards to team members
- Create a memorial like planting a tree or, taking a cue from Ben & Jerry’s, a graveyard
- Establish an award in its name and give it out every year to a person who has shown the courage to preserve and the wisdom to know when to quit
Yes, I know this sounds silly but so does having funerals for goldfish and we do that. We do it for the same reasons we struggled to kill the project – because we love it, and we will miss it.
Just as we feel very sad but know we did the right things when we flushed the goldfish, you will feel sad but know you did the right thing when you kill the project.
And while it will never be easy, it will get easier and you will get better at killing projects (just like I did after going through 23 goldfish my senior year of college).
