[ Pobierz całość w formacie PDF ]
.At one point, when de-signing the original Mac computer, his team struggled to get theright finish on the plastic.Jobs unblocked the logjam by going toa department store and zooming in on the details of different plas-tic appliances.He discovered a Cuisinart food processor that hadall the right plastic-case properties for producing an excellent casefor the first Mac.In other instances, he visited the company park-ing lot to examine details of different cars to gain new insightsabout current or future product design challenges.One time, hisparking lot excursion revealed a Mercedes-Benz trim detail thathelped resolve a metal case-design dilemma.Jobs is equally adept at zooming out to detect unexpectedintersections across diverse industries.For example, as a result ofbuying and then leading Pixar for over a decade, he acquired a per-spective on the entire media industry that was quite different fromone he had gained earlier in the computer industry.This produceda powerful intersection of ideas when he returned to Apple.Yearsof personal negotiation with Disney executives about distributionrights and income for Pixar movies gave Jobs the insight andexperience that later helped him create a workable solution toInternet-based music distribution a solution that escaped seniorexecutives at other computer and MP3 player companies.Jobs sPixar experience provided the broad cross-industry perspective thathas fueled the invention of several game-changing ideas like iTunes,iPod, iPhone, and most recently, the iPad. 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5555AssociatingLego thinkingIf innovators have one thing in common, it is that they love tocollect ideas, like kids love to collect Legos.Nobel Prize winnerLinus Pauling advised that the best way to get a good idea is toget a lot of ideas. Thomas Edison kept over thirty-five hundrednotebooks of ideas during the course of his lifetime and set regu-lar idea quotas to keep the tap open.Billionaire Richard Bransonis an equally passionate recorder of ideas, wherever he goes andwith whomever he talks.Yet, absolute quantity of ideas does not al-ways translate into highly disruptive ideas.Why? Because you can-not look in a new direction by looking harder in the samedirection, says Edward de Bono, author of Lateral Thinking.Inother words, getting lots of ideas from lots of different sources cre-ates the best of all innovation worlds.Innovators who frequentlyengage in questioning, observing, networking, and experimentingbecome far more capable at associating because they develop ex-perience at understanding, storing, and recategorizing all this newknowledge.This is important because the innovators we studiedrarely invented something entirely new; they simply recombinedthe ideas they had collected in new ways, allowing them to offersomething new to the market.Questioning, observing, network-ing, and experimenting helped innovators slowly build larger,richer stocks of building-block ideas in their heads.The morebuilding blocks they acquired, the better they were able to com-bine newly acquired knowledge to generate a novel idea.To illustrate, think about a child playing with a set of Legoblocks.The more different kinds of blocks the child uses to builda structure, the more inventive she can become.But the mostinnovative structures spring from the novel combination of a widevariety of existing Legos, so as the child acquires different Lego sets(for example, combining a Sponge Bob set with a Star Wars set),she gets even better ideas for new structures.Similarly, the moreknowledge, experience, or ideas you add from wide-ranging fields 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5656DISRUPTIVE INNOVATION STARTS WITH YOUto your total stock of ideas, the greater the variety of ideas you canconstruct by combining these basic knowledge building blocks inunique ways.(See figure 2-2.)People with deep expertise in a particular field, who can com-bine that knowledge with new concepts and ideas unfamiliar tothem, tend to be more creative.This is why innovation design firmIDEO tries to recruit people who demonstrate a breadth of knowl-edge in many fields and a depth in at least one area of expertise.IDEO describes this person as T-shaped because the personholds deep expertise in one knowledge area but actively acquiresknowledge broadly across different knowledge areas.A person withFIGURE 2-2Why boosting your diverse idea stock increases innovationConceptually, as innovators increase the number of building-block ideas, theysubstantially increase the number of ways they might combine ideas to createsomething surprisingly new.Combining this with that creatively (building oddcombinations) depends on how many unique this and that building blockspeople have cached in their heads over time.a200180160140120100806040200 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Number of building block ideasa.Mathematically, as the number of different building-block ideas (N) in our heads grows linearly,the potential ways to recombine those ideas grows even faster, or geometrically (by N(N 1)/2).building block ideasNumber of ways to recombine 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5757Associatingthis knowledge profile typically generates innovative associationsin two ways: (1) by importing an idea from another field into hisarea of deep expertise, or (2) by exporting an idea from his area ofdeep expertise to one of the broad fields he is exploring where hehas shallow knowledge.For example, a consultant with manufacturing expertise work-ing at Bain & Company happened to visit with hospital adminis-trators after the U.S.government implemented fixed-costreimbursements to reduce health care costs.The hospital needednew ways to reduce costs, something it hadn t focused on whenthe government reimbursed for actual expenses plus a 10 percentprofit markup.During the discussion, the Bain consultant withdeep expertise in the manufacturing sector asked how the hos-pital managed patient throughput, minimizing the touches tothe product (patient) and speeding its throughput through the plant (hospital).These manufacturing-sourced ideas were com-pletely foreign to the hospital, where processes focused on keepingthe patient longer to ensure quality care (and kept expenses andprofits high).These new ideas from an entirely different industrydelivered a dramatic redesign of hospital processes designed to getthe patient through the hospital (like a plant) as quickly as possi-ble.Within five years, Bain was working with over fifty U.S.hos-pitals applying these ideas to reduce costs.A Safe Place for New ThoughtsAfter years of building a large stock of ideas through activequestioning, observing, networking, and experimenting, innova-tors often make the most surprising associations.Sometimes an as-sociation or idea sparked at the very moment they were engaged inquestioning, observing, networking or experimenting (as describedin chapters 3 through 6).Equally often, innovators uncovered newideas while in a relaxed state, without distractions, when they were 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5858DISRUPTIVE INNOVATION STARTS WITH YOUnot trying to solve a problem (researchers describe this as defo-cusing their attention ).In other words, it rarely happened duringa meeting when they were in a focused, convergent thinking modesearching for a solution to a particular problem [ Pobierz całość w formacie PDF ]
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.At one point, when de-signing the original Mac computer, his team struggled to get theright finish on the plastic.Jobs unblocked the logjam by going toa department store and zooming in on the details of different plas-tic appliances.He discovered a Cuisinart food processor that hadall the right plastic-case properties for producing an excellent casefor the first Mac.In other instances, he visited the company park-ing lot to examine details of different cars to gain new insightsabout current or future product design challenges.One time, hisparking lot excursion revealed a Mercedes-Benz trim detail thathelped resolve a metal case-design dilemma.Jobs is equally adept at zooming out to detect unexpectedintersections across diverse industries.For example, as a result ofbuying and then leading Pixar for over a decade, he acquired a per-spective on the entire media industry that was quite different fromone he had gained earlier in the computer industry.This produceda powerful intersection of ideas when he returned to Apple.Yearsof personal negotiation with Disney executives about distributionrights and income for Pixar movies gave Jobs the insight andexperience that later helped him create a workable solution toInternet-based music distribution a solution that escaped seniorexecutives at other computer and MP3 player companies.Jobs sPixar experience provided the broad cross-industry perspective thathas fueled the invention of several game-changing ideas like iTunes,iPod, iPhone, and most recently, the iPad. 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5555AssociatingLego thinkingIf innovators have one thing in common, it is that they love tocollect ideas, like kids love to collect Legos.Nobel Prize winnerLinus Pauling advised that the best way to get a good idea is toget a lot of ideas. Thomas Edison kept over thirty-five hundrednotebooks of ideas during the course of his lifetime and set regu-lar idea quotas to keep the tap open.Billionaire Richard Bransonis an equally passionate recorder of ideas, wherever he goes andwith whomever he talks.Yet, absolute quantity of ideas does not al-ways translate into highly disruptive ideas.Why? Because you can-not look in a new direction by looking harder in the samedirection, says Edward de Bono, author of Lateral Thinking.Inother words, getting lots of ideas from lots of different sources cre-ates the best of all innovation worlds.Innovators who frequentlyengage in questioning, observing, networking, and experimentingbecome far more capable at associating because they develop ex-perience at understanding, storing, and recategorizing all this newknowledge.This is important because the innovators we studiedrarely invented something entirely new; they simply recombinedthe ideas they had collected in new ways, allowing them to offersomething new to the market.Questioning, observing, network-ing, and experimenting helped innovators slowly build larger,richer stocks of building-block ideas in their heads.The morebuilding blocks they acquired, the better they were able to com-bine newly acquired knowledge to generate a novel idea.To illustrate, think about a child playing with a set of Legoblocks.The more different kinds of blocks the child uses to builda structure, the more inventive she can become.But the mostinnovative structures spring from the novel combination of a widevariety of existing Legos, so as the child acquires different Lego sets(for example, combining a Sponge Bob set with a Star Wars set),she gets even better ideas for new structures.Similarly, the moreknowledge, experience, or ideas you add from wide-ranging fields 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5656DISRUPTIVE INNOVATION STARTS WITH YOUto your total stock of ideas, the greater the variety of ideas you canconstruct by combining these basic knowledge building blocks inunique ways.(See figure 2-2.)People with deep expertise in a particular field, who can com-bine that knowledge with new concepts and ideas unfamiliar tothem, tend to be more creative.This is why innovation design firmIDEO tries to recruit people who demonstrate a breadth of knowl-edge in many fields and a depth in at least one area of expertise.IDEO describes this person as T-shaped because the personholds deep expertise in one knowledge area but actively acquiresknowledge broadly across different knowledge areas.A person withFIGURE 2-2Why boosting your diverse idea stock increases innovationConceptually, as innovators increase the number of building-block ideas, theysubstantially increase the number of ways they might combine ideas to createsomething surprisingly new.Combining this with that creatively (building oddcombinations) depends on how many unique this and that building blockspeople have cached in their heads over time.a200180160140120100806040200 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Number of building block ideasa.Mathematically, as the number of different building-block ideas (N) in our heads grows linearly,the potential ways to recombine those ideas grows even faster, or geometrically (by N(N 1)/2).building block ideasNumber of ways to recombine 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5757Associatingthis knowledge profile typically generates innovative associationsin two ways: (1) by importing an idea from another field into hisarea of deep expertise, or (2) by exporting an idea from his area ofdeep expertise to one of the broad fields he is exploring where hehas shallow knowledge.For example, a consultant with manufacturing expertise work-ing at Bain & Company happened to visit with hospital adminis-trators after the U.S.government implemented fixed-costreimbursements to reduce health care costs.The hospital needednew ways to reduce costs, something it hadn t focused on whenthe government reimbursed for actual expenses plus a 10 percentprofit markup.During the discussion, the Bain consultant withdeep expertise in the manufacturing sector asked how the hos-pital managed patient throughput, minimizing the touches tothe product (patient) and speeding its throughput through the plant (hospital).These manufacturing-sourced ideas were com-pletely foreign to the hospital, where processes focused on keepingthe patient longer to ensure quality care (and kept expenses andprofits high).These new ideas from an entirely different industrydelivered a dramatic redesign of hospital processes designed to getthe patient through the hospital (like a plant) as quickly as possi-ble.Within five years, Bain was working with over fifty U.S.hos-pitals applying these ideas to reduce costs.A Safe Place for New ThoughtsAfter years of building a large stock of ideas through activequestioning, observing, networking, and experimenting, innova-tors often make the most surprising associations.Sometimes an as-sociation or idea sparked at the very moment they were engaged inquestioning, observing, networking or experimenting (as describedin chapters 3 through 6).Equally often, innovators uncovered newideas while in a relaxed state, without distractions, when they were 100092 02 041-064 r1 go.qxp 5/13/11 9:57 AM Page 5858DISRUPTIVE INNOVATION STARTS WITH YOUnot trying to solve a problem (researchers describe this as defo-cusing their attention ).In other words, it rarely happened duringa meeting when they were in a focused, convergent thinking modesearching for a solution to a particular problem [ Pobierz całość w formacie PDF ]