In an innovation keynote speech at the 8th Annual Design Futures Council Leadership Summit on Design Innovation & Technology, Braden Kelley, author and innovation guru, provided insights and practical leadership techniques for increasing innovation activities and extracting value from the innovation process within organizations. (Transcript Below)
Braden is the author of 'Stoking Your Innovation Bonfire' and has been advising companies on how to increase their revenue and cut their costs since 1996. Kelley is a social business architect that writes frequently on the topic of continuous innovation and works with clients to create innovative strategies, provide innovation training, and help organizations attract and engage customers, partners, and employees. He has maximized profits for companies while living and working in England, Germany, and the United States. Kelley earned his M.B.A. from the top-rated London Business School.
For more information on Braden Kelley, visit http://bradenkelley.com/inn...
For more information on the Design Futures Council, visit http://www.di.net
BEGINNING OF TRANSCRIPT
First question, are you ready to innovate?
Are you ready to unleash the innovation super powers that you have within yourself and within your organization?
You know, the executive mindset, they are really focused on making the trains run on time and trying to avoid failure... where for the entrepreneur they are really focused on how I can I create success.
The way that I define innovation is that innovation transforms the useful seeds of invention into solutions valued above every existing alternative. And I would like to draw this distinction between invention and innovation because I see them as two separate things.Innovation really requires adoption and it requires also that it delivers enough value to displace existing solution.
And so I like to talk about innovation as three components being characterized by value creation, value access and value translation.
...and education, you know the more disruptive something is the harder it will be for people to understand and see how it fits into their life and the more education you might have to do even before you launch the product.
Failure can turn into success just by finding the right way of translating the value for people and helping them see how it can fit into their lives.
...because if you have the answer for how you are going to overcome the fatal flaw when you go to try to get funding for your idea where you go to try to get resources to stop up to implement your idea you are going to have a much greater chance of success in moving it forward.
The nine innovation roles really look at all the different ways that people can participate in the innovation process and the different roles that people naturally fill to make the successful innovation happen.
When you look at creating innovation, innovation is all about change and then it causes change for lots of different parts of the organization whether that is human resources or finance or marketing. At the same time you have to balance the internal change that is going to happen because of your innovation with the external change that you are going to impose on the ecosystem around you.
What is your number one barrier to entry?
The overwhelming top choice was organizational psychology.
But one of the things I really want to talk about is that often you know big ideas start small.
...and the agency is saying I will do this big TV campaign to support it and he said what if we use those little cards if you find it back by the restroom in bars and restaurants and things like that to test you know different concepts and see what people react to.
Volkswagen did a campaign where they installed a piano on the stairs and there is a video that goes along with this too but what you see throughout the day is that nobody is taking the escalator everybody is taking the piano stairs.
So then I started thinking well what would the power be in the organization if everybody had a little black book of innovation. If everybody was capturing the ideas that they had when they have them?
Forget about failing fast, focus on learning fast so instrument your projects for learning. Instrument your projects for rapid adaptation. Rapid learning and rapid adaptation.
...and so if you look at the little ideas becoming big ideas, it starts to become an idea around how do you create an army of eyes within your organization? And how do you harness that army of eyes for the productive growth of your organization?
END OF TRANSCRIPT