2 > Ideas Generation
to problems and challenges.
game-changing innovation
where the impact on the business can be managed.
The Pentathlon Framework can be used to describe a structured process
that removes the risk of failure as ideas progress through the 'Innovation Funnel'.
prioritisation of ideas
of ideas when incomplete information is available
of ideas to market
to move ideas from conception, through implementation
to market in an environment of high uncertainty.
where it is most needed
selection and implementation, identifying the business priorities
and ensuring senior management buy-in at an early stage.
The strategy may recommend acquisition, a new supply chain or new skills.
5 > People & organisations
tension between taking risks and minimising
failure as products and services near market.
Creativity and ideation is a vital part of the R&D process and one that is of great interest to managers.
Creativity and ideation is a vital part of the R&D process and one that is of great interest to managers.
Creativity can seem quite a messy discipline, but I find it useful to categorise it into 4 aspects: process, people, product and place. This classification is based on the 4P’s of creativity developed by the pioneering US creativity researcher, Mel Rhodes.
To dig deeper visit our Ideation and Creativity Theme.
Process relates to the stages of the creative process, and tools and techniques to help.
This is the aspect of creativity that most people think of first. It encompasses useful descriptions of the stages of the creative process, and a wide variety of structured tools and techniques to help the process of generating new ideas in different situations. The best known tools include Brainstorming, TRIZ, 6 hats and Attribute Association, but creative people like inventing their own creative processes, so there are a lot of these (many only subtly different from each other!). However, in general they are trying to help users break free of fixed patterns of thought, gather new stimuli, make new connections, and tap into deeper (sometimes intuitive) insight into the problem.
This describes the traits and characteristics of creative people, and how to help them.
Creativity is a deeply human process, so it’s no surprise that insights from various branches of psychology and neuroscience can be very helpful in understanding how to encourage creativity and the process of ideation. It often takes a lot of work before a “good idea” is recognised as such, so creative people need to develop both persistence and their powers of persuasion. It’s important to realise that people differ quite profoundly in what helps or hinders their creativity. For example, while some people find structured tools useful for enhancing their creativity, the most creative people will often find them positively detrimental, but can be helped to be more effective in other ways. MBTI can give very useful insight into these personal preferences.
This relates to the characteristics of creative “products”, and how to create these.
A product (which could be an artefact, a system or a service) would not be considered as creative if it were not both novel and useful. This is why skilled R&D innovators give high priority to understanding the “problem” they want to solve, particularly the “non-obvious hidden needs”, before starting the process of ideation. Useful techniques for uncovering hidden needs include Repertory Grid and Ethnographic research.
This relates to the environment, within which creativity takes place, and how to improve it.
An idea may start in a single head, but good ideas will require a diversity of knowledge from a number of people, so it’s helpful if the environment encourages useful interactions and experiences. Creative ideas can very easily be stifled by fear of failure, rigid processes and or stringent performance targets, so organisational culture and management style are important. Important thinkers in this area include Amabile, Von Hippel and Takeuchi.
Articles relating to Ideation and Creativity
Promoting Innovation through Living Labs
Living labs offer a platform for companies to engage in open innovation activities with customers, to collect vital ideas, useful feedback, valuable user experiences, and new information,
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Are these the best tools for R&D Management?
There are many excellent tools and techniques for R&D management, but all too often people re-invent the wheel as knowledge of these gems is not shared. Here are some of the tools that RADMA trustees and contributors to R&D...
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How to speak up without damaging your career
Spotting and communicating issues is a drive for organisational improvement, but all too often the whistle-blowers are punished. Dr Ieva Martinaityte explores how speaking out can be used for positive influence.
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Kids deserve creativity – and so do employers
Without creativity, how are young people to participate in the exciting world of innovation and development that those of us involved in RADMA find so satisfying and profitable? Anne Miller puts the case for creativity on the curriculum.
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How to increase your creative success rate by a factor of 10
The great thing about having a genuine variety of ideas, is that it very substantially reduces the risk of R&D. This is because variety stimulates creativity and having a genuine choice allows good quality decisions.
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Whole value chain approach to open innovation
Strategic issues and opportunities in the food and drink sector need a joined-up approach to make real progress: sustainability; provenance and obesity can’t be tackled through bi-party relationships alone and this is where open innovation comes into its own.
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