The Ten Faces of Innovation [Unabridged] [Audible Audio Edition] Author: | Language: English | ISBN:
B000GW8NUG | Format: PDF, EPUB
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Tom Kelley, author of
The Art of Innovation and the general manager of IDEO, the world-famous design firm, illuminates the strategies IDEO used to beat the devil's advocate and drive creativity throughout the organization.
Nothing is more stifling for innovation than the role of devil's advocate. The devil's advocate can swoop into a situation from outside, raise questions and concerns, and effectively kill a creative idea without attempting constructive criticism. This role has become nearly universal in business today, but it is the role of the naysayer.
Kelley has spent nearly 20 years managing IDEO, and he uses that experience to identify the 10 roles people can play in an organization to foster innovation and new ideas while offering an effective counter and resistance to naysayers. Among these roles are the Collaborator, who truly values the team over individual interests; the Experimenter, who takes calculated risks and uses tests to efficiently reach a solution to any problem; and the Experience Architect, who is focused on creating remarkable individual experiences and encounters within the organization.
This audiobook is filled with engaging case studies of companies like Kraft, Procter and Gamble, Cargill, and Samsung, who have all used IDEO's thinking to transform their company and customer experience. The Ten Faces of Innovation is an extraordinary guide to nurturing and sustaining a culture of continuous innovation and renewal.
Direct download links available for Download The Ten Faces of Innovation
- Audible Audio Edition
- Listening Length: 9 hours and 3 minutes
- Program Type: Audiobook
- Version: Unabridged
- Publisher: Audible Studios
- Audible.com Release Date: July 13, 2006
- Language: English
- ASIN: B000GW8NUG
With Jonathan Littman, Kelley provides in this volume a wealth of information and counsel which can help any decision-maker to "drive creativity" through her or his organization but only if initiatives are (a) a collaboration which receives the support and encouragement of senior management (especially of the CEO) and (b) sufficient time is allowed for those initiatives to have a measurable impact. There is a distressing tendency throughout most organizations to rip out "seedlings" to see how well they are "growing." Six Sigma programs offer a compelling example. Most are abandoned within a month or two. Why? Unrealistic expectations, cultural barriers (what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom"), internal politics, and especially impatience are among the usual suspects. That said, I agree with countless others (notably Amabile, Christensen, Claxton, de Bono, Drucker, Kelley, Kim and Mauborgne, Michalko, Ray, and von Oech) that innovation is now the single most decisive competitive advantage. How to establish and then sustain that advantage?
In an earlier work, The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm, Kelley shares IDEO's five-step methodology: Understand the market, the client, the technology, and the perceived constraints on the given problem; observe real people in real-life situations; literally visualize new-to-the-world concepts AND the customers who will use them; evaluate and refine the prototypes in a series of quick iterations; and finally, implement the new concept for commercialization. With regard to the last "step", as Bennis explains in Organizing Genius, Apple executives immediately recognized the commercial opportunities for PARC's technology.
Kelley takes the reader on tour of the IDEO design studio through his explainations of the ten personas that he believes make innovation happen. I've never really thought of working anyplace else after I joined IBM, but the types of work and the culture he describes in the book make IDEO a real contender if I ever was to leave IBM.
The personas he describes are applicable to any environment, not just IDEO. They are personas, and not job roles. He makes this very clear. Someone can be a software engineer and also manifest a number of the personas described.
The Ten Faces are:
<strong>The Anthropologist</strong> observes the way people behave with a "beginner's mind" to observe nuances that provide a deep understanding of how people interact with their environment.
<strong>The Experimenter</strong> prototypes, and prototypes again. Often in real time drawing on diverse resources to build and test out ideas. This desire to prototype goes as much for objects as it does for services and experiences.
<strong>The Cross-Pollinator</strong> explores other industries and cultures and then translates what they find into the fields they are responsible for. Cross pollinators are also called "t-shaped" people because they have depth in at least one area and breadth of knowledge in many fields.
<strong>The Hurdler</strong> works to overcome obstacles and roadblocks by outsmarting them. Budgets, adversity, bureaucracies and failures are all challenges that The Hurdler may come up with ingenious ways to overcome.
<strong>The Collaborator</strong> "often leads from the middle of the pack" to bring people together and build new solutions. Collaborators work with teammates, colleauges and even competitors.
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