Fjord Equinox: what happens now we're all innovators?
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By Andrew Beckley, Principal Design Director Design Strategy Group, and Luis Villa, Strategy Director.
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Fjord Equinox: what happens now we're all innovators?
- 1. What happens now we’re all innovators?
- 2. Andrew Beckley Luis Villa
- 3. “What does he mean we’re the whiskiest pair in Fjord? Is it good for business?”
- 4. We’re in a good state It’s never been as quick It’s never been cheaper “ “ It’s never been practiced more Customers have never desired it as much “ “ Innovation consultancies have never been more plentiful It’s never been easier “ “
- 5. A Men’s Health approach to innovation…
- 6. But we’re in a strange state
- 7. Maintain Grow New New New We’re trying to do a lot of things Culture Operations Customer Enterprise
- 8. Creativity is flowing, we’re learning about small steps Design Thinking Design Doing Design Culture (N times) THINK DO TRANSFORM IMPACT
- 10. Then new stuff comes along
- 11. But the rich kids of innovation aren’t failing
- 12. Hi, I’m Elon. This week I sold $14BN orders for a revolutionary new car and successfully landed a rocket on a floating drone ship. Enjoy your afternoon.
- 13. We’re in middle age and disorientated Liminality Get familiar with it
- 14. Could it be just a midlife crisis?
- 15. Or something more dangerous. We’ve been here before
- 16. The complex about new value 16
- 17. The complexity and the complex
- 18. The fear of the crazy, the need to embrace it 18
- 19. We can’t survive like this… Standardise Alienate Automate Disappear
- 20. What we are… Hearing Seeing Feeling Our IT guys won’t support it Our board is not willing to disrupt “ “ Speed of change is our challenge We can’t see anything big enough “ “ Our compliance department won’t allow it No one else is doing it… “ “
- 21. What we are… Hearing Seeing Feeling Blindly following technology trends All about $, and not other value Not learning from the complexity of any failure “ “ “
- 22. What we are… Hearing Seeing Feeling The world has been sold a formula Organisations antibodies are very strong “ “ There’s a lot of old men who are trying to look cool It’s all product and no people “ “
- 23. We all know how successful innovations end. Innovation (a definition) Celebrity white men doing (epic) technology shit in the US West Coast. You?
- 25. Potential is being stopped when it get$ a bit difficult 25
- 26. Are we honest and open where we’re comfortable playing? UNGLAMOUROUSGLAMOUROUS EXCLUSIVE INCLUSIVE R & D Labs Employee Inbox Hackathons Market Leaders “Disruptors”
- 27. It’s all about people, in human organisms 27
- 28. If technology is in our hands and we are putting design at the heart… we need to put innovation in the head
- 29. Innovation is in the head? It’s not skills based It’s not a capability It doesn’t require specialist knowledge It doesn’t require authority It doesn’t require huge expenditure It takes confidence & simplicity “ “ “ “ “ “
- 30. Playing with different attitudes SleepersManagers Rebels Any innovation implies a threat to a status quo. There will be winners and losers. There will be conflict and resistance. Leaders Mindset Followers Movement
- 31. Change to traditional leadership SleepersManagers Rebels Any innovation implies a threat to a status quo. There will be winners and losers. There will be conflict and resistance. Leaders Mindset Followers Movement
- 32. Adding additional styles later, never losing the movement TRANSFORMATIONAL Vision / Dream TRANSACTIONAL Process / Do Leadership CREATE A MOVEMENT Management CREATE A PROCESS
- 33. Which innovator do we want to be?
- 34. A few predictions… No. A few hopes 34
- 35. The focus becomes people and their analog, not product and its technology People
- 37. We see a resurgence in quality, craft & ownership PeoplePurpose Craft
- 38. And simplicity, as their design thinking evolves into structured thinking Design thinking
- 39. And simplicity, as their design thinking evolves into structured thinking Structured thinking
- 40. We see the first Chief Story- Telling officer Structured thinking Story Telling
- 43. Then we could see some big movements
Notes de l'éditeur
- Intro: I’m Andrew. I’m Luis.
- We’re not sure it’s about the drink or the fear of creativity, but both are good for innovation so lets roll with it.
- This is the state of innovation It’s never been easier to be an innovator than these days… You just need an idea, some designers, coders, some tech, someone to operate it.
- The Innovation discourse in the market is not different than a Men’s Health cover: Short-cuts from celebrity white men showing how easy and glamorous is to get an innovation six-pack.
- But we’re in a strange state This is Ianus, the Roman God of transitions. He looks to the past and to the future. This is the State of Innovation. A transitional moment when we are trying to make sense about where we are and where are we going.
- Not only are we looking backwards and forwards, we’re having to do it in 4 dimensions.
- Creativity is flowing, we’re learning about the small steps path to confidence We started with Design Thinking, we following by doing and learning and then we saw that organisations begin to change and ask for more change…
- And we’re dealing with a huge stretch in cultures. Business guys using creative people to show they are new and cool…
- With the future throwing things back at us whenever it feels like it Artificial Intelligence, Chatbots, Blockchain, Platforms, Free Energy, Value Change…
- But the rich kids of innovation aren’t failing Everyone is showing their perfect innovation life on Instagram.
- And this guy… (again)
- During a ritual's liminal stage, participants "stand at the threshold" between their previous way of structuring their identity, time, or community, and a new way, which the ritual establishes. In anthropology, liminality is the quality of ambiguity or disorientation that occurs in the middle stage of rituals, when participants no longer hold their pre-ritual status but have not yet begun the transition to the status they will hold when the ritual is complete. During a ritual's liminal stage, participants "stand at the threshold"[2] between their previous way of structuring their identity, time, or community, and a new way, which the ritual establishes.
- Maybe, this quest for a transformation, for purpose, healthy lifestyle, looking cool, and flirting with younger generations (millennials)… is nothing more than a midlife crisis of a generation of corporate executives… https://en.wikipedia.org/wiki/Midlife_crisis A midlife crisis is a transition of identity and self-confidence that can occur in middle aged individuals, typically 45–64 years old.[1][2][3][4] The pheonomenon is described as a psychological crisis brought about by events that highlight a person's growing age, inevitable mortality, and possibly shortcomings of accomplishments in life. This may produce feelings of depression, remorse, and anxiety, or the desire to achieve youthfulness or make drastic changes to current lifestyle. A midlife crisis can happen when men think they've reached life's halfway stage and feel time is running out. Individuals experiencing a mid-life crisis may feel:[12] • a deep sense of remorse for goals not accomplished • a fear of humiliation among more successful colleagues • longing to achieve a feeling of youthfulness • need to spend more time alone or with certain peers • a heightened sense of their sexuality or lack thereof • ennui, confusion, resentment or anger due to their discontent with their marital, work, health, economic, or social status • ambitious to right the missteps they feel they have taken early in life[13] https://www.powerofpositivity.com/10-signs-midlife-crisis/
- Human driven rise and fall of complex organisms, like the Fall of the Roman Empire… (well… it wasn’t so dramatic) The drama feels similar though This beats Olof’s story of cave paintings.
- Innovation is the problem We should really rename this talk the complexity of new value. Innovation is too simple, it glosses over the complexity and gravity of the situation, it also makes it into a thing, that can be fixed outside of the core business
- Everybody wants to be innovative until they realise what it takes and then few have the stomach to make the tough decisions to execute. If we don’t go mad, freak out and run away, we end up with a huge complex
- The fear of the crazy, the need to embrace it. The best ideas are crazy at first Sometimes you need a buffoon to tell the truth and break the ice. Somebody capable to tell the uncomfortable messages to the King without being killed
- The way most companies work today, is not too different to the spreadsheet that drives our businesses. Today, each of these people have become an Excel Cell. This is pretty much how companies really work, even if they have one of those new innovation hubs with coloured bean bags
- Because at the moment this is all we hear: That they can’t change that fast, they are tied up with their legacy We hear in more that one multinational a C-Level executive say ‘“when this comes over the wall I’m going to kill it” The some industries are telling us they have had record sales… so why do they need to innovate? And our favourite: “no one else is doing it” but isn't that what innovation is!?
- Tech led innovation generally loses sight of the customer need and most trends don’t last. Just thinking of financials can skew your choices early on…. Dismissing all of it as a failure can mask what was really the problem, but it also doesn’t show how close you might have been.
- Predefined formulas have created commoditisation. Everyone has an Innovation Lab now. We all have apps, chatbots, kiosks, speech services… - giving middle managers blind innovation targets can be catastrophic to simplicity These are the risks of recipe based innovation Antibodies are stronger than we thought, even to change to customer focus We’re trying too hard to be cool and innovative that we lose our authentic selves – we’ve lost our unique purpose. People – we seem companies compiling huge databases of prioritised products and features, but we’ve never seen a list of priority people or teams.
- And we seem to be doing the wrong way round. We all know how successful innovations end.
- But we don’t know their unglamorous birth This is a Tweet of Travis Kalanick, Uber founder begging for users on Twitter… How unglamorous! Could you imagine that now? https://www.recode.net/2017/8/23/16189048/uber-pitch-deck-2008-ubercab-travis-kalanick-founder-startup https://cdn0.tnwcdn.com/wp-content/blogs.dir/1/files/2015/06/tumblr_l1ywqfYEKS1qzvttao1_500.jpg http://www.appideaawards.com/events/2016/3/17/ateoj18qu3jgdgtyfl2wcmsz9b5fkd https://www.recode.net/2017/8/23/16189048/uber-pitch-deck-2008-ubercab-travis-kalanick-founder-startup What does Uber mean= Is not anything about Nazis? http://gizmodo.com/ubers-old-youtube-channel-is-awkward-involves-nazis-1794593214
- Potential is being stopped when numbers get a bit difficult.
- Are we honest and open where we’re comfortable playing? HOW COMMITTED Soft and glamorous (talk) or Hard and Unglamorous (do, launch & repeat) WHO DOES IT Exclusive or Inclusive WHERE HAPPENS Customer, External or Internal
- It’s all about people, in human organisms.
- If we’re putting Technology in our Hands …and Design at the Heart …we need to put Innovation in the Head
- Monzo It’s not skills based It’s not a capability It doesn’t require specialist knowledge It’s about attitude
- Rebellions are very inefficient. Many rebellions fail because there is no plan when you get to power. We need to harness rebels and activate followers to create movements Leaders of movements, understand it’s about the followers, not about them It’s more important to focus on the followers: Authority doesn´t work. Reasonable people adapt themselves to the world, unreasonable people adapt the world to them. We need a change in leadership to unreasonable movement makers. Any innovation implies a threat to a Status Quo. There will be winners and losers.
- Rebellions are very inefficient. Many rebellions fail because there is no plan when you get to power. We need to harness rebels and activate followers to create movements Leaders of movements, understand it’s about the followers, not about them It’s more important to focus on the followers: Authority doesn´t work. Reasonable people adapt themselves to the world, unreasonable people adapt the world to them. We need a change in leadership to unreasonable movement makers. Any innovation implies a threat to a Status Quo. There will be winners and losers.
- We need to combine different types of leadership that mix vision, (dreaming) and execution (doing). Keep dreaming awake… so we are not converted into machines.
- Be a visionary and shout or conspire… Valmont (seduces to control and exploit others, manipulates current regimes) - We could be secretly rebelious, waiting for the breakthrough – a lot of startup founders and intrapeneurs are like this too. MLK (truth, inspired with a vision, told vivid stories, persevered, adopted a servant mindset, inclusive) - We could create movements
- A few predictions, no, a few hopes for the future of innovation.
- Innovation becomes people, not product or tech led. Throwing technology at problems without understanding people make things worse.
- There is a rediscovery of purpose. We start questioning why are we innovating and find a purpose that propel us through all the process?
- We see a resurgence in quality, craft & ownership. People want to feel proud of what they. Customers want to feel taken care of.
- And simplicity, as their design thinking evolves into structured thinking.
- And simplicity, as their design thinking evolves into structured thinking.
- We see the first Chief Story-Telling officer sharing stories inside and outside the organisation.
- Organisations gain venture confidence: Bold decision making Perserverance Unglamourous starts
- Organisations gain venture confidence: Amazon has stuck with 3 big ideas for 18 years: customer first, invent & be patient
- Then we could change our talk next year to ….
- How confidence humanised venturing The challenge is down to you
- Thank you