In this episode of Hooray for Failure we chat with Minneapolis-St Paul Minnesota-based innovation practitioner, Matt Hunt, Founder and President of consultancy Stanford and Griggs. With over 20 years of business and technology experience he has a demonstrated excellence in business strategy, innovation, and leadership development with large companies, small companies and non-profit organizations. I had the good fortune to meet Matt at the Business Innovation Factory Summit in Providence Rhode Island this Summer. In this episode we explored the concepts of failure forums and the ways to grow into being comfortable with learning from failure. Good stuff. We also consider the challenge of failure for business leaders and the fine line between avoiding both “sinking the ship” and “missing the boat”.
Certain sections of the Internet worked themselves into a lather this week over the “leaked” internal report on innovation at the New York Times. What followed was a broad cross-section of responses ranging from, “they just don’t get it,” to, “here’s what they need to do to fix it,” and, “here’s what it means as an example to the rest of us”. To call it a provocation would be an understatement.
Regardless of the self-congratulatory tone the report takes at the outset, there are few companies anywhere that would ask the question, “how are we doing in this area?”, let alone would deliver such a comprehensive answer. For this, the Times should be lauded. Especially since they do recognize their own shortcomings almost as swiftly noting that, “…Huffington Post and Flipboard often get more traffic from Times journalism than we do.”
For all the general analysis, and some of it quite specific and valuable (consider the response from Nieman Journalism Lab), there is a lot to learn for all incumbents seeking to innovate in their current markets with their existing business models. However, I think the most value to be gained here is actually on the part of the Times itself. Not only has it done a great job of exacting self-examination, in leaking the report it has also widened the range of possible responses and potential solutions to its concerns.
A more fragile organization might have buried the report, or severely restricted access to it. The Times, being what it is—a news organization, is not going to do that, but what it gains now via leaking the report has paved the way to foster open innovation. Although no specific external partners have been solicited for feedback, the public way in which the report has come to light has fostered some excellent commentary. As a paradigm for using external ideas by building on internal ideas, especially as a firm seeks to advance their technology position, this accidental slide into open innovation is an unexpectedly positive outcome for the paper.
I heard once that Google made a habit of sometimes choosing not to hire every smartest person they could find, instead adding them to a broader network and leaving them where they were in order to foster a more robust technology ecosystem. Mark Zuckerberg also espouses the value of more perspectives, “In terms of doing work and in terms of learning and evolving as a person, you just grow more when you get more people’s perspectives…”. Perhaps this is an opportunity for The Times to recognize the unintended consequences of their report in the public domain might be a whole lot of valuable feedback to help them on their innovation path.
Whether it chooses to recognize the gift of this commentary as feedback remains to be seen. One of the primary rules of feedback is that in order for it to have value a recipient must be ready and willing to listen to it, let alone accept it. As I see it the public response to the leaked report is a gift. Yes, there is certainly a truckload of snark to wade through in order to uncover some observational gems. The challenge will be to see if the Times can take these responses and fold then into their good work.
In this episode of Hooray for Failure we chat with Prince Edward Island-based, April Ennis, the founder of Pure PEI — a site dedicated to celebrating Canada’s smallest province. We explore fear of personal failure and lessons learned from failure even though they suck. We also explore the philosophy of failure as a learning opportunity and how some leading creatives like director, Guillermo Del Toro and Matthew Weiner, series creator of Mad Men, frame failure for themselves.
In this episode of Hooray for Failure we explore the power of fear and how it drives our behavior away from failure with the delightful Ishita Gupta. Ishita is founder of Fear.less Magazine and Ishita Gupta Media. Fear.less has been called “Fast Company meets Oprah” by its 15,000+ readers, and is the leading digital magazine featuring best-known names in business on how to live without fear. Ishita worked with America’s #1 Marketer, Seth Godin to build her own business helping entrepreneurs thrive, build confidence and make more sales. We also share the story of Jia Jiang, who decided to find 100 ways to create moments of failure as a way of learning.
One of the skills that rose to the fore over the course of BIF-9 was the concept of problem-finding. In an age of relentless performance improvement and waster mitigation, solution creation has been the default position of most enterprises and their employee members. At BIF-9 we learned that solution creating is all well and good but if you are solving the wrong problem, or if you haven’t framed the problem appropriately, you will waste a whole lot of time, energy and resources—possibly evening compounding the very thing you were trying to improve.
I am not often moved when people share deeply personal experiences in public forums. When Whitney Johnson took the stage and revealed a deeply personal and tragic story from her life I had misgivings primarily driven from my own discomfort with bearing witness to her grief. The story she shared wove beautifully into her exploration of the notion of “showing up,” — being present and fully in the moment rather than paying casual attention to participation.
Do I dare disturb the universe? – T.S. Elliott
Johnson noted that you can not give up without dreaming but you cannot show up unless you dream. The key is that you have to show up to make the kind of difference that you want to make in the world. When we show up we open ourselves up to disappointment and failure. Being a victim is a pretty seductive plotline.
Dreaming is at the heart of disruption. In order to make the leap from one learning curve to the next you have to show up.
If showing up is the first step in appropriate problem-finding then moving from symptoms to root causes is the next. People mostly spend their lives managing the symptoms of problems but very rarely address the causes, said Roseanne Haggerty. While working with homeless youth in Times Square in New York City Haggerty discovered that without a home to go back to the issues of homeless could not be addressed by interim housing solutions. A permanent home solution was required.
To highlight the importance of the right question, Haggerty shared a powerful story of her own experience providing support to homeless people in Time Square. A woman on staff called from Bellevue Hospital, she said that a service-resistant person, Sarah, had informed her that Haggerty was her next of kin. When they finally connected in person, Haggerty asked why Sarah had been service-resistant, she found it was because the right questions had not been asked. “You didn’t ask me if I wanted a home,” stated Sarah.
This lead to the realization that we needed a solution that we hadn’t recognized before.
They created a new project using an ex-military intelligence officer who mapped the homeless in Times Square and through the application of data mapping and management they developed appropriate individualized solutions to the needs of the homeless. 100,000 Homes Campaign came out of this effort. This resulted in communities becoming energized by providing long term solutions based on the right processes, learning tools, and collaborations. From the housing efforts you can move towards long term systemic solutions that address the problem at heart.
Solutions can arise out of the most remarkable realizations.
A human rights lawyer who is the CEO of a luxury fashion brand, Paul van Zyl grew up in apartheid South Africa. His parents said they lived in an evil society and it was their moral obligation to change it. He became a lawyer to change a system that demanded to be changed. There were few business leaders who were admirable role models; lawyers offered a more viable role model alternative.
With partners, van Zyl created a luxury brand, Maiyet (after the Egyptian Goddess of Truth and Harmony) that is found on social justice and economic empowerment. At BIF-9 he shared a story about the Varanasi silk weavers in India, and noted that Varanasi is a seed bed of cross cultural and religious collaboration. The hand woven silk is some of the most beautiful in the world, and was in danger of being wiped out by low-cost Chinese manufacturers across the border. Maiyet seeks rare skills from unique and unexpected places in the world and have partnered with NEST to be able to bring products to market in a sustainable way. Working with David Adjaye to design and build a custom facility in Varanasi to ensure that this culture and these skills don’t die off.
You need to combine design with training and support and also access to markets, said van Zyl. Then you create real value:
- Value for artisans – they are paid what they are worth
- Value for brands – access to things of extraordinary and unique beauty
- Value for consumers – ownership of things that would otherwise be unavailable.
While Pauk van Zyl offered solutions for ensuring cultural longevity, Carmen Medina tackled the need to transform the culture of one of our own lasting artifacts, the corporation. Along with her partner in crime Lois Kelly, Medina presented the case for Rebels at Work, a movement dedicated to unlocking the potential of those who question the status quo inside the corporate sphere (also, see the way in which David Butler, at Coke, is sowing the seeds to capitalize on this concept.)
There is a worldwide conspiracy for the preservation of meritocracy. Not all are conspirators but many of us are unwitting co-conspirators.
Medina noted that most of the people talking at BIF are independent agents. They are usually trying to change systems from the outside. They are building alternative models and creating places for people to go. Those who are heretics at work need to learn to be uncomfortable so that they can do similar work insider their companies and organizations. The world needs rebels at work now more than ever, because we cannot tear down everything and replace it with something new. We don’t have that kind of time. We must change what we have and unlock the value already resident in our organizations.
As we shift the dialogue about our organizations and our roles in them, we can begin to reframe so many of the things that we take at face value. The challenges of managing our health and how we age were two additional areas that were presented for reframing.
The CEO of VisualMD, Alexander Tsiaris, showed us the power of visual information in changing the choices we make about managing our health. VisualMD is the NIH meets Pixar. It is a home for visualization artists, fine artists, researchers, high-level programmers all working in concert with a collection of huge amounts of data – they produce 150TB for every project they do. His company tells stories based on the data —it is story that gives the soul to the data.
The beauty of visualization is that it speaks to everyone.
Tsiaris believes we have to change the paradigm, using storytelling at the beginning of the spectrum to help people tell stories about what is going on inside their body. VisualMD created an ecosystem that helps people build a story about themselves which can be a part of an holistic educational system about personal health. If all your personal health records can be supplemented by a whole range of relevant sources and resources they can help you contextualize your health state.
Little stories from big data that explain little things going on inside your body so that you can understand the implications and be un-intimidated by the process.
As Tsiaris showed us the power of information in reframing how we see ourselves, Alan Webber, co-founder of FastCompany magazine and author, shared the value of reframing the public and private discourse we have about aging. The conversation is not about aging. It’s the wrong label. The categories are wrong for the way we live today. It’s about living and how we choose to live our lives. It applies not just only retirees, it is everyone no matter where they are in life’s journey.
This is not about career. It’s about making all the transitions over the course of a life and is explored in Webber’s book (co-authored with Richard J. Leider), Life Re-imagined. The conversation needs to be about how to cope with pain and possibility—answering the question, “What’s Next?”
To that end Webber offered “What’s Next” words to live by:
Everyone’s life is an experiment of one – no one can tell you how to do it.
No one should do it alone – everyone needs someone to help them with their experiment.
A good question beats a good answer. How are you seeking out the right questions so you can focus on the right problem? And who are you asking to help you on the way?
One of the true pleasures of BIF-9 was seeing the range of experimentation on display. Straight out of the gate we were dazzled by the wise beyond his years, Easton LaChapelle. This young man, with the earnestness of someone out to change the world took us through the development of his robotic prosthetic are and bio-feedback remote-manipulation glove (designed using an old Nintendo PowerGlove no less!). What was most remarkable about LaChapelle’s projects was how quickly he was iterating them, how much knowledge he had to acquire to make them work, and how much he is driving cost out of the equation.
This is someone for whom the pursuit of knowledge is not only valuable act in itself, this is the engine that fuels his ability to innovate.
LaChapelle’s most compelling tale arose out of a time when he was at a science fair and met a girl with a prosthetic whose single servo, single sensor, arm cost $80,000. He responded with a completely 3D printed prosthetic arm that can be produced in a week for $400, is approximately 10 lbs today (planned to be 4-5 lbs), and can be controlled using your brain. The resulting arm shook the hand of the President.
Also demonstrating the power of experimentation was the the delightful Ping Fu, CEO of Geomagic. She started Geomagic as a result of the work of Chuck Hull who created the world’s largest 3D printing company. Ping Fu is creating a platform for connecting the real world with the virtual world. She demonstrated her enthusiasm for pushing he envelop of 3D printing by dressing in fashion accessories produced by 3D printing, including rocking some fantastic and other-worldly hot pink platform shoes.
She was not the only person to bring props. Dava Newman, Professor of Aeronautics, Astronautics and Engineering Systems at MIT, also brought props—spacesuits, but these were not your father’s spacesuits. As an engineering professor she studies motion on earth and in space. She brought three spacesuit versions to illustrate the evolution of extravehicular space wear and to discuss the experiments conducted to produce them. Building a suit that doesn’t require the astronaut to overcome the pressure of the suit is the chief concern now that environmental considerations are fully understood. Today she and her team are considering electro-spun designer materials. Spraying asymmetry into the functional membranes layer-by-layer gives them more of the multi-directional movement they are seeking
BIF-9 was not only about experimenting in physical space, it also revealed the opportunities for learning through experimentation between physical and mental spaces
Through the work of his performance art collective, Big Nazo, Erminio Pinque demonstrated the power of changing up reality. He presented mask work and street theatre and delved into the chaos that occurs on a controlled level through that ground-level interaction.
What I’m doing is absurd on a number of levels. There was no business plan. Instead I moved forward with intensity and love of transforming spaces and moments.
The delight in seeing the Big Nazo characters next to children become children was contagious in the room. Seeing the world differently in order to shift the context launched us into whole other directions.
Paul LeBlanc, the President of Southern New Hampshire University, shared his university’s major initiative—College for America that is disaggregating the tertiary education experience. By unbundling college education, College for America is making higher education accessible to a much broader range of student participants.
The USA is behind much of EU and Canada, as LeBlanc clearly identified. He also emphatically made the case that education remains the difference-maker for intergenerational mobility. LeBlanc shared the story of Zac Sherman working making Slim Jims on the midnight shift who earned his Associates Degree for $1250 in 100 days. An exceptional example certainly but one that illustrated the power of will when the economic imbalance is addressed.
Education and a degree changes the trajectory of people’s lives.
In order to recapture that mobility something needs to change: we need to be clear about what needs fixing; we need to consider the power of disaggregation; and, we need to be clearer about how technology can be deployed.
With his pop-up Jazz trio who had not played together before hitting the stage, Carl Störmer, shared the incredibly personal story of his wife’s stroke and the power of giving over to the inspiration of improvisation. He noted that small groups mean solos for everyone – moments to shine, take individual risks—the same can be said in organization life.
Here is a little of the improvised music that Carl shared (forgive the recording, it was captured on a whim and at a distance)
Create a network and share. Being personal without being private. They built a network of people who could provide just-in-time support. By sharing, people know when and how to help you give you the things you really need.
Control is for beginners – Carl Stormer’s wife
Let go of the notion of where we want to go. And be open to what is going on. True of jazz and true of life. Be open to the implicit and opening order of things.
Mary Flanagan added to the mix by exploring the role of games and game play in helping people understand their world and improve it. She is exploring how people might be moved to be come an effective force for change and presented a game she worked on engage people in considering vaccination—POX.
New technology is boundless but our greatest achievements lie not so much in our breakthroughs but in how these breakthroughs are used to better the world around us.
Her card game, Buffalo, was a fantastic low-tech demonstration of how a game might address stereotypes in sciences. It directly tackled, Social Identity Complexity. The purpose of the game was to open receptivity to learning about complex social identities. Flanagan believes we can change, even without the desire to want to change. This game helps people recognize their own prejudices based on availability bias. In recognizing that we can begin to change it.
The most surprising storyteller who revealed the power of experimentation as a learning opportunity was the Chief Marketing Officer of The Coca-Cola Company, David Butler. Butler showed how even the largest of enterprises can learn how to experiment and capitalize on their size as a platform for innovation.
Start-ups know how to start but not how to scale. Big companies know how to scale but not how to start.
Butler illustrated the differences between start-ups and larger enterprises…
Start-ups know how to start:
- Developing assets
- Rapid learning
Enterprises know how to scale:
- Leveraging assets
- Network effects
To demonstrate how serious Coke is about tackling the start-up mindset, Butler shared the wealth of experiments that they have launched or are about to:
Coke is the first non-tech company that has joined the Start-up Weekend events and sponsoring 10 Maker-focused weekends. They are sponsoring the first start-up weekend in Myanmar. They have created a co-working space inside Coke and are hosting a series of in house unconferences. On top of that they are hosting their first failure conference and first Hackathons inside Coke.
If a company like Coke, founded in 1886, has developed this mindful approach to experimentation and learning, there is no excuse for any other large enterprise not to reinvent itself.
An endless list of priorities often relegates “innovation” to the list of buzzwords small business owners read about but can never tackle – something for the well-funded R&D labs at big corporations, not for the entrepreneurs on Main Street.
But innovation is about being competitive and inventive in your approach — and small firms already have everything they need to be a big player in the innovation game.
There’s a lot of confusion surrounding creativity and innovation. “Creative types,” in particular, claim that creativity and innovation can’t be measured. Performance, however, demands measurement so you can identify what success looks like. In a world that changes every two seconds, it’s imperative that companies figure out the difference between creativity and innovation.
You better believe they’re different.
When it seems that everyone is talking about innovation these days, you would think most firms are already riding the wave. However, most organizations have only begun to dip their toes into the water and are missing a full understanding of the broad range of ways in which they might innovate their enterprise. For most middle-market companies and even large enterprise firms, innovation is too often viewed only as a particular product suite, and that makes sense — when you consider the term “innovation” is closely tied to invention. Innovation has now come to be understood as offering so much more.
Today, companies must break out of a product-only innovation mind-set. Furthermore, the focus for innovation need not be only physical. In fact, there are five key areas ripe for innovation in most organizations today.
For the full article go here.
Primed Associates has been featured at Corp! Magazine with our latest post, “How to Inspire an Innovation Culture.”
Companies are faced with an era of constant evolution and creative disruption. They realize that they need to implement a culture of innovation to succeed. Can companies truly change their business objectives to include innovation without first instilling certain values in management?
Innovation: From the top down
Managers are really the only ones who can bring their teams together and implement meaningful and successful changes. If managers are not using a common language of innovation to link the actions of their team members to overall organizational goals, then employees will put their attention and dedication to other projects that they are more interested in, seem easier to implement, or for which they are given encouraging consequences.
See the full post here