Innovation is perhaps the most used word in corporate boardrooms today. Start ups are organized around a brand new idea but they often stumble when it comes to execution. Big companies have all the required resources, but also a lot of red-tape and resistance to change.
Add to this, the challenges of hyper-competitive landscape, organization cultures, shortage of talent and agility to move swiftly and the challenge of innovation compounds.
Moreover, innovation is not as simple as having fresh ideas and executing them well. It actually stems from having a deep and wide understanding of problem and domain at hand and it takes years to get to that understanding. Also, innovation doesn’t always mean a flashy new idea. Innovation can take many forms from operational innovation to business models and creating platforms.
In 2016, I had read an excellent article by Greg Satell that outlined “The 9 Rules of Innovation”. The post provides a rich context to the topic of how to innovate.
Here is a snippet from the post that underlines the fact that innovation requires us to pursue width of understanding and not just depth:
Darwin’s theory of natural selection borrowed ideas from Thomas Malthus, an economist and Charles Lyell, a geologist. Watson and Crick’s discovery of DNA was not achieved by simply plowing away at the lab, but by incorporating discoveries in biology, chemistry and x-ray diffraction to inform their model building.
Great innovation almost never occurs within one field of expertise, but is almost invariably the product of synthesis across domains.
Greg cites example of Google to outline the 70/20/10 rule which I so agree with. He says,
The premise of the rule is simple. Focus 70% of your resources in improving existing technology (i.e. search), 20% toward adjacent markets (i.e. Gmail, Google Drive, etc.) and 10% on completely new markets (i.e. self-driving cars).
And finally, a nugget of wisdom that outlines the path to success in a networked world:
In a networked world, the surest path to success is not acquiring and controlling assets, but widening and deepening connections.
I encourage you to read Greg’s post and here is my sketch note synthesis of key ideas from the post. The post also has a wonderful sketchnote drawn my Mauro Toselli, who has been an inspiration in my own sketchnote journey:
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