1 / 12

The MEDICI EFFECT Frans Johansson

The MEDICI EFFECT Frans Johansson. What Elephants and Epidemics can teach us about Innovations. PART THREE Making Intersectional Ideas Happen Chapters 9-15. Innovative people experience more failures than less creative counterparts because they pursue more ideas.

malise
Télécharger la présentation

The MEDICI EFFECT Frans Johansson

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The MEDICI EFFECTFrans Johansson What Elephants and Epidemics can teach us about Innovations PART THREE Making Intersectional Ideas Happen Chapters 9-15 Innovative people experience more failures than less creative counterparts because they pursue more ideas. "Crossroads" (1999), by István Orosz: http://im-possible.info/english/articles/vis_math_art/

  2. Chapter 9: Execute Past Your Failures—Violence and School Curricula Get Ready for Failure • Directional ideas may be important but are extensions, improvements, or refinements of something already known. • Developing a linear plan works for Directional Innovation but poorly for Intersectional Innovation. • The major difference between a directional idea and an intersectional one is that we know where we are going with directional innovation. Inters e ctional Id a Directional Innovation

  3. Chapter 9: Execute Past Your Failures • An Intersectional Idea can go in any number of directions. We don’t know which will work until we try them out. • Successful execution of intersectional ideas does not come from planning for success, but planning for failure. Intersection ideas and inventions are surprising and open up new fields, usually today taking advantage of opportunities offered by changes in population, science, and computation.

  4. Chapter 10: How to Succeed in FailurePalm Pilots and Counterproductive Carrots • Try ideas that fail in order to find those that won’t • Reserve/Budget resources for trial and error • Remain motivated

  5. The Relationship Of Multiple Ideas To New Product Development Success • An estimated 40 percent of all new products simply fail in the marketplace * • It takes as many as 25 ideas to generate one success In the consumer products industry.** • In the biotech industry & pharmaceutical companies there are an increasing number of new drug candidates, and lower percentages are making it to later stages. Between 1998 and 2002, 48 percent of drugs in the pipeline were at the discovery stage.*** • The ‘best’ organizations recognized one product success for every four new product ideas, while the ‘rest’ see just under 10 percent of new product ideas reaching fruition. *Philip H. Francis, New Product Development — the Soul of the Enterprise, Mechanical Engineering, 3/14/03. **Abbie Griffin, “PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices,” Journal of Product Innovation Management (1997, 14): 429-458. *** H.S. Ayoub, The Biotech Industry: 30 Years of Failure , Biotech Investor., 1/7/2007 **** Product Development and Management Association (PDMA) Foundation 2004 Comparative Assessment Study (CPAS)

  6. How do you reward failure? Robert Sutton “Inaction is far worse than failure in terms of assessing innovative effort. • Make sure people are aware that failure to execute ideas is the greatest failure, and that it will be punished. • Make sure everyone learns from past failures; do not reward the same mistakes over and over again. • If people show low failure rates, be suspicious. Maybe they are not taking enough risks; maybe they are hiding their mistakes, rather than allowing others in the organization to learn from them. • Hire people who have intelligent failures; let others know that’s one reason they were hired.

  7. Reserve Resources for Many Trials • Be prepared to change your execution plans. You may have drawn them to convince others, motivate yourself, coordinate activities. They will need to be adjusted. • If realizing your ideas depends on money, spend it carefully. • Reserve enough $$$$ for one or two more attempts. • OR . . .find trusted backers who will provide money for several trials. • If realizing your idea depends on time, give yourself enough time for several trials and errors. • Proceed with extreme caution if your reputation, goodwill, or contacts are riding on a successful execution of your idea on the first try.

  8. Chapter 11: Break Out of Your Network—Ants and Truck Drivers 11 • The Network Paradox • The Reason We Build Networks • Why We Have to Break Away from Networks

  9. Chapter 12: Leave the Network Behind—Penguins and Meditation 12

  10. Chapter 13: Take Risks / Overcome Fear Airplanes and Serial Entrepreneurs • ICONOCLASTS Season 2: Isabella Rossellini + Dean Kamen

  11. Chapter 14: Adopt a Balanced View of Risk—Elephants and Epidemics 14

  12. Chapter 15: Step into the Intersection … — Create the Medici Effect 15

More Related