Systematic Synchronicity = Sustainable Synergies

Consistently we’ve seen firms that want increase sustainability being forced to balance the unstoppable rate of change related to the faster you innovate the faster you retire what you just sacrificed everything, to in fact, bring into being, vs, the focus necessary to ” innovate onward” or the backroom way of saying standard New Product Development methods that we have all come to know and love.

This can easily be seen in the image above, 100% AI created effort and a true break from the way art and deign can and will be developed in the future. More is in the most recent issue of INNOVATION magazine focusing on Sustainable Leadership published by the IDSA – Industrial Design Society of America and the article Breaking Barriers for Plastic Practicality looking at how the plastics industry is also radically changing and as connected to Design’s Heroic Mission: How Maturing the Design Culture Leads Brands to Sustainable Outcomes for industries such as the plastics industry. More, we see how this effects the subtler design languages that are just coming into being such as the Lucid Design Language. A lot less measurable than what can be enumerated in Ambidextrous innovation efforts, the effect is still the same: breakthroughs in R&D and design driven efforts.

While ” the faster you innovate the faster you retire what you just sacrificed ” has become the core definition by some as the true power of the ambidextrous organization, the reality is, innovation, a truly radical way of doing or undoing what is in place, and the disruptive design mentality does not come without substantial pitfalls. As we discussed some time ago in “ Ambidextrous Organizations Don’t Just Use Both Hands, They Use All Of Them ” we see that  where diversified firms ( in terms of their balance between true disruptive design innovation efforts ) often indeed outperform focused firms when it can be see that  the rate of decline of a technological change based on the presence of a portfolio of activities means all disruptive design efforts working in unison. We also find that when this takes place and to the extent to which resources can become reallocated across different parts of the portfolio in a rapid and laser focused effort means synergistic potentials emerge and which become powerful factors to the success of highly sustainable efforts.

While this might sound like more complexity that is necessary for such a understanding of highly innovation based efforts the reality check often comes from ignoring semi-traditional typologies such as hub and spoke and network models for, essentially, making things happen at speed. It often means, creating rapidly diverse and incredibly highly aware construct of, not experts, but interworkers who are multi-functionally trained, constantly sharing knowledge and experience with the intent on doing the seemingly impossible, and which in fact make radical innovation happen in a much more cohesive and successful manner.

 

                    

   

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Collaborative Creativity Clears Confusion In Innovation Intersections

Surprisingly collaboration requires innovative thinking, and one four stage process of deliberate creativity has a track record of simple success.

More often than not, with innovation intersections the perceived risk of using design, design thinking and breakthrough engineering efforts can cause organizations to fall back to old habits and negative reactions to change that had been built up over the years. In particular one capability via an innovation equation, P=MHA, (performance equals ability times motivation), where performance is zero if either the skill or the motivation to
use the skill is zero we find the same hurdle more often than not: if traditions are more secrecy than openness, more adversarial than co-operative, and more withholding than sharing, then no matter what the skill level, no matter what the discussion or capabilities of a team this may not be able to reach the support necessary of the firm ( even if given the chance, due to a low motivation level ) where such a low motivation can be over come. For example, if team members are thinking " I don't think we should use this process because I'm not sure it will lead to success in the eyes of my members (or my hierarchy) " or where there is not a ROI or payment that can be seen easily, then the capability to let innovation grow are stifled at the moment of growth.

However where we see specific capability to over take such issues is with Collaborative Problem Solving Through Creativity in Problem Definition and where one tools of a well proven capability via a simple two-dimensional model of Distributive-Integrative Bargaining can be applied to any tool. Yes, bargaining for the motivation of teams can be connected to relatively non-threatening and non-risky actions in organizations and which can be applied to almost any process when applied and handled integratively. It wouldn't be normal to think that creativity, design and engineering for breakthroughs could be augmented by innovation bargaining, but in fact, it is possible.

 

  

                    

   

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Innovation Doesn't Have A Creativity Problem ; It's Got A Commitment Problem

Innovation, the bastion of progress ( and often intense disruption by it's proper definition ) always faced many critics. But creativity isn't one. Commitment in the face of sometimes impossible odds is.

Recently with research from the University of Illinois Urbana-Champaign, The University of San Diego, and Yale university ideas surrounding creativity and as connected to innovation have led to an interest in biases which can exist and are can cause challenges for optimization. Innovation however ( breakthrough, disruptive, and game changing design and engineering efforts, funded by those who have the capacity and the " who dares win " attitude to execute on said efforts ) does not often face, such roadblocks. Why? Commitment to do and use no matter what.

While innovation ( in it's most specific and true to form definition of a disruptive and often specific chain breaking effort utilized to either optimize output or, most likely, create fully new, patent protected ways of doing X ) is focused on teams and groups of people who have been empowered to do just that. Creativity for the sake of innovation, without stakeholder ( or a specific person's commitment to drive said creative effort to fruition ) is often just creativity for creativity sake and not what organizations, specific functional execution teams, or corporations are focused on which is maximizing output. Maximizing use.

This also means that social stigmas, implicit bias, subconscious blockages and creativity biases are all real and valid. Where we see this the most is when person(s), teams, and organizations are not prepared, and willing to risk it all financially and time wise ( for their own carriers and thus the departments and firms they work for ) to make the change uncovered, designed or created into reality. In the case of those who are committed to realizations uncovered and defined, engineered and ready to go, biases, stigmas and blockages tend to be water under the bridge.

Innovation's job is not only uncovering areas for change, designing, and creating new paths, it's exactly specifically the role of taking the arduous often perilous journey, time and always resource intensive, " long walk " through all the engineering, R&D, and ready to go efforts so that X makes it into the real world. It's then that larger next steps of full usability by many can be a reality and often with a larger organization to do that. Rome ( innovation ) obviously was not build in a ( creative ) day.

 

 

   

                    

   

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Origin Conundrums? Not In Innovation

With breakthroughs, the idea can be that anything from X can change the world because it might have once - designs holy grail of idea origin. But not with innovation.  

Examined at great length in Country of origin: A competitive advantage?  we see how in competitive markets prices that reflect perception of quality for available products via a large longitudinal data set for many different products suggest that for certain products, country of origin ( and here the supposition is that in Firms Of Origin ) that this might be a valid cue for relative product quality and yet what we see, statistically, is that it really has no significant impact on value. Where previous studies of such influences on behavior suggest what we call xOO ( x being country, firm, lab, etc., ) actually has an effect on choice behavior is less pronounced than the effect on perception of quality and so with a lack of strong effect it's unlikely to play any significant role in pricing, value, and interaction and not the expected result from initial cursory efforts. 

What becomes even more interesting is that due to the experiential nature of many products, and with specific details of physical product attributes often based on the perceptions of a sample of experts, which are often tainted by the known or assumed country, firm, lab, etc., of the products that too is not statistically necessarily the case.

  

                    

   

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Breaking ( Industrial & Consumer ) Success Barriers Means Radical Launch Redesign

The ability to launch powerful industrial product success is directly related to seeing the timing capability and usability needs of industrial vs commercial usability and where radical redesign can be the key to that success.

 Over and over through the introduction of vastly different products and services utilizing advanced technologies we see that once the math and the science has been completed, it’s much longer of a haul to be able to witness the capabilities of that math and science, through the physical and material science gauntlets onto electronic and software design and production before the industrial use of said efforts creates usable and valuable successes.

Incredibly well known examples are ones such as the Apple I and Pebble Smart Watch down to the unbelievably complex Tokamak fusion reactors ( originally conceptualized theoretically in the 1950’s ) and which have only been able to come online and operate in a semi-useful / semi-consistent ways recently thanks due to the only recent last 10yrs of Artificial Intelligence computational breakthroughs. These examples are prefect representations of the way that breaking industrial & consumer success barriers means radically different ways of looking at the usability and behavior of end users. Essentially they are almost as separate not as apples to apples but apples to trains.

In Launch Decisions and New Product Success we see some of the very specific mechanisms and capabilities that allow this to occur and more specifically some of the typical mentalities of those who are involved in such efforts and the ways in which a radical break seems to be intentionally created between the two groups, which in the end, are not intentional at all. It is all due to the disperse ways that these two groups look at usability and effectiveness of the final output: the products that are created from these efforts. A fascinating way to understand how design, and radical design works in just a few of the different paths to ( time dependent ) innovation creation.

  

                    

   

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