Innovator's DNA
Page 26
disruptive innovation
experimentation and, 137–138
failure of large companies to create, 37
new experiences and, 143–148
resources devoted to, 230–234
risk taking and, 237–241
disruptive questions, 73–85
disruptive technologies, 1–2, 106
divergent thinking, 144
diverse experiences, 45–49, 143–148
diverse ideas, combining, 56–58
Drucker, Peter, 70
eBay, 1, 31
Eberle, Bob, 64
Ecolab Inc., 167
Edison, Thomas, 56, 137, 142–143
education, 96–97
Einstein, Albert, 41, 70, 115, 149
Eliot, T. S., 73
Embraer, 129
Emil, Harry, 187
emotional quotient (EQ), 34
empathy, 75
employees
finding innovative, 200–203
performance of, 204–205
swapping, 209–210
entrepreneurs
characteristics of, 6–7
corporate, 6
founder, 33–37, 258–259
start-up, 6
environment
being in different, 124, 146–147, 155
changing the, 109–112
Essilor International Société Anonyme, 167
execution skills, 31, 33–37
experiences, new, 143–148
experimenting, 3, 24, 137–158
at innovative companies, 213–215, 219–220
new experiences, 143–148
with pilots and prototypes, 149–155
through deconstruction, 148–149
tips for developing skills in, 155–158, 267–268
ways of, 141–143
experimenting skills, comparison of, 141
expertise, 57–58, 147, 194–196
experts
cross-training with, 136
outside, 125–127, 135–136, 218
exploration, 142
external networking, 211–213
Facebook, 167, 169, 170
failure, 11–12, 237–240
Ferrazi, Keith, 135
Ferriss, Tim, 116
Finish Quantum, 212
five-whys process, 79–80, 205–207
Fleiss, Jennifer, 151–153, 250
Forbes, 5, 167, 169
Forbes List of Most Innovative Companies, 165
forced associations, 60–62
foreign countries, 124, 146, 155
forward thinking, 26
Foster, John, 220
founder entrepreneurs, 33–37, 172–173, 258–259
Friis, Janus, 80
functional teams, 235
Gadiesh, Orit, 2, 68–70, 250
Gallo, David, 47
Garrity, Aaron, 73, 123, 250
Gates, Bill, 128
General Electric, 91–94, 95
gene therapy, 28
genetics, of creativity, 18, 21–22, 28, 38
Gilbert, Clark, 106
Google, 4, 5, 25, 149, 162
associating at, 53
employee swap by, 147, 209–210
experimentation at, 215
hiring processes, 201–202
innovation at, 211
innovation philosophy of, 227–228
innovation premium, 164, 166
internal networking at, 210–211
project teams, 235
resources devoted to innovation at, 232–233
risk taking at, 239
20 percent projects, 228
Google Cafe, 211
Google Code Jam, 202, 246
Google Labs Aptitude Test (GLAT), 201–202
graphical user interface (GUI), 20
Greene, Diane, 59, 250
Gregersen, Hal, 86, 89
growth and innovation premium. See innovation premium
growth stage, of business life cycle, 35–37
Groysberg, Boris, 204
Gürtler, Dieter, 111
Harvard Business Review, 4
Hastings, Reed, 146
heavyweight teams, 236
Heinecke, Andreas, 114, 245–246, 250
Henderson, Rebecca, 106
Hershey Co., 167
Hindustan Lever, 7, 82, 166, 168, 169
hiring process, 200–203
Hodges, Tanner, 124–125
HOLT, 5, 162
Holt, Rod, 19
Honda, 164, 165
humbleness, 78
Hunter, William, 74
Hyman, Jennifer, 2, 142, 151–153, 250
Hyundai, 165
idea networking, 119–125, 127–136, 210–213
ideas
bias against new, 227
collecting, 56–58
cross-pollination of, 45
cultivation of new, 143
mismatched, 52–54
recombining, 56–58
safe places for new, 58–60
serendipity and, 124–125
testing new, 157
ideas conferences, 47, 127–130, 135
IDEO
innovative processes at, 216–220
observing at, 94, 103, 210
people at, 193, 195–196, 203
questioning at, 74
recruitment at, 57–58
risk taking at, 175, 238
Tech Box, 64
IKEA, 154
Incyte, 169
individualism, 22
Industrial Light & Magic, 24
industries, experience in multiple, 147
informal networks, 83–84
information, accessing new, 156
innovation. See also disruptive innovation
assessing organization’s level of, 177–178
books on, 8–10
business, 194–195
courage for, 25–27
derivative, 230, 235–236, 246
encouraging, 225–227
as everyone’s job, 222–227
need for, 1, 11
open market, 211–212
platform, 231–232
questioning as catalyst for, 85–86
risk taking and, 237–241
role of anomalies in, 106–107
team, 186–188
technology, 194–195
time for, 227–230
innovation challenge, 260
innovation premium, 5, 7, 162–170, 183–184
innovation skills. See discovery skills
innovative companies, 161–178
based on innovation premium, 162–170
Businessweek list of, 162–164, 165, 169
characteristics of, 7–8
complementary skills at, 185–196
experimenting process at, 213–215
founders’ influence on, 172–173
leadership of, 196–197, 221–222
leaders of, 180
networking process at, 210–213
observing process at, 207–210
people at, 171, 172, 173, 176, 179–197
philosophies of, 171, 174–176, 221–241
practices of, 170–176
processes at, 171, 174, 176, 199–220
questioning in, 203–207
ratings of, 4–5, 7–8
recruitment at, 200–203
risk taking in, 237–241
innovative ideas
associational thinking and, 41–65
behavior and, 21
generation of, 3, 18–21, 26–27
improving ability to generate, 32
safe places for, 58–60, 225–227
innovative leaders, 7–8, 179–197, 203
innovators
associating skills in, 50–52
behaviors and thought patterns of, 2–4, 21–25
characteristics of, 18, 247–248
delivery skills and, 31–37
discovery skills in, 28–30, 34–35
experimenting by, 137–158
as managers, 35–36
motivations of, 25
networking by, 115–136
observing by, 91–114
process, 6
product, 6
questioning by, 67–90
research on, 2–5, 9
schedules of, 25–26
serial, 12
types of, 6–7
innovator’s DNA, 3, 25, 28, 176
Intel, 157
intellectual quotient (IQ), 34
intelligence, 22
internal networking, 210–211
international experiences, 146, 155
Intuit, 8, 49, 74, 105
Intuitive Surgical, 7, 165, 166, 167–168, 207–208
iPad, 55, 207
iPhone, 55, 167, 231
iPod, 1, 55, 81–82, 231
Islamic renaissance, 46
Italian renaissance, 46, 127
iTunes, 55, 231
Ive, Jonathan, 239
Jacobsen, Eliot, 130, 135, 250
James, Josh, 250
Japanese culture, 84
Jassy, Andy, 179–180
JetBlue, 78, 129
Jobs, Steve, 2, 17
on creativity, 41, 60
early life of, 262–263
experimenting by, 142, 144
founding of Apple by, 18–21
hiring process of, 200
on innovation, 179
innovation by, 18–21, 24, 223
leadership of, 181–183
observing by, 24
product creation by, 55
questioning by, 85
“Think Different” ad campaign and, 223–224
jobs-to-be-done framework, 94–100
Johansson, Frans, 23, 46, 127
Jones, Jeff, 59, 76, 130, 250
Kalanick, Travis, 50, 116, 117–118
Kay, Alan, 24
Kelleher, Herb, 154
Kelley, David, 199, 210
Kelley, Tom, 94, 103, 215–216, 217, 219
Kelly, Kevin, 158
Keyence Corporation, 167, 208–209
Killman, Peter, 218
Kindle, 139, 231, 233
King, Kaki, 47
Klymit vest, 147
Knight, Frank, 247
knowledge
acquiring new, 156
breadth of, 57–58, 147
storage of, in brain, 49
Kotchka, Claudia, 173
Krantz, David, 83
Kuhn, Thomas, 106–107
Lafley, A. G., 2, 6, 12, 27, 250
on innovation, 168
innovation by, 173, 183–184, 211–212
innovation philosophy of, 224, 227
leadership of, 183–184
observing by, 110–111, 174
overseas experiences of, 146
questioning by, 71–72
Land, Edwin, 76, 78
Lazaridis, Mike, 9, 250
connecting ideas by, 52–53
discovery skills of, 29–30
leadership
innovative, 7–8, 179–197, 203, 221–222
questioning ability and, 83–84
learning, through observation, 98–99
Legos, 56–58
Leschak, Peter, 112
Levchin, Max, 149–151
LeWeb conference, 117
lightweight teams, 236
LiveTV, 129
MacBook Air, 231–232
Macintosh, 19–20
managers, 35–36, 80, 121–122
market value, 5
Marriott International, 170, 224
mature stage, of business life cycle, 36–37
Mayer, Marissa, 81, 210–211
Mazzella, Frédéric, 50, 97–99, 250
McCloskey, Melody, 116, 117, 118
mealtime networking, 135
Medici effect, 23, 46–48, 127–128
mental maps, 73–74
mentor, 261
metaphors, 63–64
MET (Metropolitan Regional Career and Technical Center) school, 96–97
Michalko, Michael, 65
Microsoft, 2, 186–187
MicroVentures, 246
mistakes, 26, 237–240
modular innovations, 106
Moll, Fred, 207–208
Monsanto Co., 7, 166, 213–214
Monster Beverage, 169
Moore, Gordon, 157
Morris Air, 78–79
Morton, David, 123
Morton, Gordon, 123
Morton, Joe, 109, 122–124, 250
Movie Mouth Inc., 105, 107–108
multidisciplinary teams, 192–193, 195–196
multisensory experience, 108–109, 114
Murdock, Kristen, 144–146, 250
Musk, Elon, 2, 9, 17, 80, 179, 223
on creativity, 45
motivations of, 25
Mycoskie, Blake, 246
Nanda, Ashish, 204
Naver, 169
Neeleman, David, 9, 59, 78–79, 129, 225, 251
Neighbor, 50
Netflix, 146, 169, 170
net present value logic, 144
networking, 3, 24, 115–136
comparison of skills in, 120
diversity and, 133–134
external, 211–213
idea, 119–125, 127–136, 210–213
at innovative companies, 217–218
internal, 210–211
mealtime, 135
with outside experts, 125–127
personal networking groups, 130–133
rejection and, 132
resource, 119–120
tips for developing skills in, 133–136, 266–267
NIDEC Corporation, 167
Nike, 174
Nintendo, 165
Nohria, Nitin, 204
noninnovators
associating skills of, 50
experimenting skills of, 141
networking by, 120
observing skills of, 99, 100
questioning skills of, 72
Nooyi, Indra, 2, 9, 48–49, 59, 251
notebooks, question-centered, 89–90
NxLight, 76
object-oriented programming, 20
observations, types of, 99
observing, 3, 23–24, 91–114
companies, 113, 208–210
comparison of skills in, 100
customers, 101–104, 112–113, 208–209
framework for, 94–100
at innovative companies, 207–210, 217
with multiple senses, 114
in new environment, 109–112
noting, 113–114
questions to ask while, 103–104
tips for developing skills in, 112–114, 265–266
unexpected events, 105–109
odd combinations, 52–54
Ohno, Taiichi, 79–80, 205
Omidyar, Pierre, 6, 9, 251
discovery skills of, 29
idea generation by, 54
networking by, 120–121
partnerships of, 31, 188
questioning by, 74, 77, 80
open market innovation, 211–212
OpenTable, 102–103
Oracle, 42
Oral-B, 103
organizational culture, 84, 171–174, 221–241
organizations, skills needed for successful, 31–37
Osborn, Alex, 64
OSX operating system, 20
outside-of-the-box thinking, 10, 81–82, 115–118
overseas experiences, 146, 155
Owlet, 124–125
Pad Pass, 117–118
Page, Larry, 25, 53, 149, 228, 233
PalmPilot, 150
Palo Alto Research Center (PARC), 19–20, 182
Parker, Mark, 174, 251
Pauling, Linus, 56
PayPal, 149–151
people
finding discovery-driven, 200–203
at innovative companies, 171, 172, 173, 176,
179–197
PepsiCo, 48–49
Pepsi Refresh, 48–49
peripheral vision, 105
personal networking groups, 130–133
personas, assuming, 62
Pestana, John, 250
philosophies
on disruptive innovation, 230–234
innovation as everyone’s job, 222–227
at innovative companies, 171, 174–176, 221–241
on project teams, 234–237
on risk taking, 237–241
pilots, 142, 149–155, 157
Pixar, 24, 55
planning, 31
platform innovations, 231–232
Play-Doh, 157
Polaroid, 76, 78
Postman, Neil, 78
priorities, reviewing your, 258–259
problem solving, 244–246
processes
employee performance and, 204–205
at innovative companies, 171, 174, 176, 199–220
process innovators, 6
associating skills of, 50
experimenting skills of, 141
networking by, 120
observing skills of, 100
questioning skills of, 72
Procter & Gamble, 5, 6, 12, 110–111, 146, 147, 167, 173, 174
Connect + Develop (C&D) initiative, 212
employee swap by, 209–210
external networking at, 211–212
innovation philosophy at, 224, 227
innovation premium for, 183–184
marketing by, 246
questioning at, 71–72
product innovators, 6
associating skills of, 50
experimenting skills of, 141
networking by, 120
observing skills of, 99, 100
questioning skills of, 72
products, disassembling, 148–149, 156–157
project planning, 232
project teams, 234–237
prototypes, 142–143, 149–155, 157, 219–220
PS3, 230
psychological safety, 225–227
Q/A ratio, 89
question-centered notebooks, 89–90
questioning, 3, 9, 23, 30, 67–90
as catalyst for creative insights, 85–86
comparison of skills in, 72
defined, 70–72
dilemmas, 83–84
five-whys process, 205–207
in innovative companies, 203–207, 216–217
tips for developing skills in, 86–90, 264–265
questions
to ask, while observing customers, 103–104
counterintuitive, 73
disruptive, 73–85
encouraging, 225–226
inhibitors to asking, 77–78
power of, 70
translating statements into, 88–89
what-caused, 73, 75–76
what-if, 73, 80–85, 86, 138, 207
what-is, 74–75
why, 73, 78–80
why-not, 73, 78–80
QuestionStorming, 87–88, 216
QuickBooks, 105
Quicken, 105
rapid prototyping, 219
Ray, Alvy, 24
Reckitt Benckiser Group (RB), 166, 168, 212–213
Red Swoosh, 117
Regeneron Pharmaceuticals, 170, 225–226