Ralph Ohr revisits the key issues today in innovation management.
When we have a great new idea, we want to move fast with it. But we also want impact, and to get that, we need to make sure that we don’t accelerate before we’ve gotten the idea nailed first.
When starting a lean startup process, our first hypotheses are often too precise. When we’re in discovery mode, we actually need to have pretty vague hypotheses to start – here’s how to build them.
People often use tools as a substitute for the underlying skills that you need to be good at something. This is a mistake. To innovate, we have to invest in learning the core innovation skills.
According to Tom Peters, whoever tries the most stuff wins. Time to start experimenting.
Wile E. Coyote is actually a pretty good model for innovators. Not because he’s a genius, but because he perseveres.
Theaster Gates is an artist, and these days he is revitalising neighbourhoods through an artistic process. His great work provides many innovation lessons.
There is randomness and uncertainty in innovation. But this doesn’t mean that it can’t be managed.
One of the goals of lean startup is to find your early adopters – here are some practical ideas for doing that.
If we wait for something to be perfect before we launch it, we’ll never launch.
Let’s stop performing the gestures we’re taught to perform that make us seem innovative. Instead, let’s act. Innovation, not Innovation Theatre!
The best way to think of a Minimum Viable Product is as an object for learning. Here’s an example of a great one, along with resources to help you build your own.