How to Measure Innovation June 26, 2009
Posted by keithsawyer in New research, Organizational innovation.Tags: chandy, innovation metrics, measuring innovation, pradhu, tellis
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In spite of years of effort, no one has been able to prove that increased spending on innovation activities actually increases innovation. For example, R&D spending doesn’t correlate with any financial measure of company success. Neither does the number of patents granted to a company.
But these are all measures of inputs to the innovation process. What we really need is a way to measure how good a firm is at transforming inputs into innovation outputs: successful new products and services. And for the first time, we now have such a study.* Three researchers studied 750 publicly held companies across 17 countries, and their findings were intriguing. First, they did not find that national cultural characteristics had any impact on innovation. That contradicts a commonly held belief that some Asian countries are less able to innovate than Western countries (and it’s not only Americans that believe this; many people in China, for example, also believe this). Instead, the researchers found that innovative companies are similar, no matter what country they are in. Two innovative companies in different countries were more likely to be similar in corporate culture than two companies in the same country.
Second, the researchers found that although patents don’t correlate with company success, radical innovation increases company success. The lesson is that the small, incremental patents don’t help that much. A third finding was that the level of R&D employment was correlated with the number of radical innovations, and thus with enhanced market performance.
Finally, the authors conclude that in innovative companies, management is future-oriented: that means they are willing to trade off investments that maximize profits from a present technology, in exchange for increased investments in the next generation. This means that management empowers product champions, and encourages experimentation with new ideas by providing time and resources.
*Tellis, G. J., Prabhu, J. C., & Chandy, R. K. (2009). Radical innovation across nations: The preeminence of corporate culture. Journal of Marketing, 73(1), 3-23.
Can You Patent a Process? June 15, 2009
Posted by keithsawyer in Organizational innovation.Tags: bilski v doll, business process patent, intellectual property, patent law, supreme court
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The Supreme Court has recently agreed to hear a case questioning whether a “business process” can be patented. Thousands of patents now cover business processes, including the famous (or infamous) Amazon.com patent on ordering with “one click”. But there’s been a lot of debate about whether a novel process should even be patentable at all.
The case is known as Bilski v. Doll. And the Supreme Court rarely agrees to hear patent-related cases, so everyone is paying close attention. The patent request, for a method for hedging risks in the sale of commodities, was filed by Bernard L. Bilski and Rand A. Warsaw in 1997. The patent examiner rejected the application because it failed to meet a test laid out by the U.S. Court of Appeals for the Federal Circuit, which limited business process patents as follows: a process must be tied to a particular machine or apparatus, or it must transform a particular article into a different state or thing. This has become known as the “machine-or-transformation” test, and the hedging risk process did not meet that test. The applicants appealed the rejection, which was upheld by the Federal Circuit (not surprising, because they came up with the test in the first place!). Bilski further appealed to the Supreme Court, which is now considering whether or not this test is too restrictive.
Whatever the outcome, the issue of business process patents is complex and unlikely to be settled by the Supreme Court this time around. The consensus in the business community is that process patenting has gotten out of hand. Even IBM, which year after year is granted the most patents of any company, is against process patents. IBM lawyer David Kappos says “In the industrial age, innovation primarily was the result of work by individuals or small groups within enterprise. The nature of innovation has changed. Today, we benefit from innovations made possible through highly collaborative and interconnected technologies.” (quoted in L. Gordon Crovitz’s WSJ editorial on June 15, 2009, p. A13). This is exactly the message of my book, GROUP GENIUS.
Collaborate with yourself June 4, 2009
Posted by keithsawyer in New research, Uncategorized.Tags: dialectical bootstrapping, ralph hertwig, stefan hertzog, the wisdom of many in one mind
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A recent article* in Psychological Science describes a technique you can use to benefit from group genius within your own mind–basically, a way to get two different perspectives from yourself that will make your final decision a better one.
Authors Stefan Herzog and Ralph Hertwig call this technique dialectical bootstrapping. It’s based on the discovery that when two or more people make estimates of the answer to an unknown problem, the average of their guesses is almost always more accurate than any one person’s guess. (This discovery is at the root of Surowiecki’s 2004 book The Wisdom of Crowds.) So wouldn’t it be great if you could create a “group” inside your own mind?
If you just guess answers over and over, they’ll be pretty similar to each other. After all, why would you guess anything differently the second time? So the technique is designed to make yourself guess the second time, almost as if you were a different person. Here are the instructions they gave:
First, assume that your first estimate is off the mark. Second, think about a few reasons why that could be. Which assumptions and considerations could have been wrong? Third, what do these new considerations imply? Was the first estimate rather too high or too low? Fourth, based on this new perspective, make a second, alternative estimate.
They compared people who were given this instruction with people who were simply told to make a second guess.
Then, for both sets of people, their two guesses were averaged. They were also averaged with each other. Sure enough, when two different peoples’ guesses were averaged, the increase in the accuracy of the guess was almost 8%. And when people just guessed twice, the accuracy of the average was not any better than either single guess. But for the people who got the instructions for dialectical bootstrapping, the average of their two guesses was 4% more accurate than either guess.
In other words, working alone these people got almost half of the benefit of working with another person!
* Herzog and Hertwig, “The wisdom of many in one mind,” Psychological Science, Volume 20, Number 2 (February 2009).
Adderall vs. Creativity May 15, 2009
Posted by keithsawyer in New research.Tags: adderall, brain enhancers, brain gain, margaret talbot, martha farah, neuroenhancers, neuroenhancing, ritalin
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Adderall, a drug prescribed to treat ADHD, is increasingly being used as a “cognitive enhancer” by high school and college students. (Anyone with a child in high school has heard the stories.) Several teachers I know have told me that, in their experience, drugs that enhance a person’s ability to focus–like Adderall and Ritalin–have the downside that they reduce creativity.
In the New Yorker Magazine of April 27, 2009, Margaret Talbot has an extensive article on the widespread use of these “neuroenhancing” drugs. She quotes two experts as having the same concern–that “drugs that heighten users’ focus might dampen their creativity.” One expert, Martha Farah, the director of the University of Pennsylvania’s Center for Cognitive Neuroscience, says “Cognitive psychologists have found that there is a trade-off between attentional focus and creativity. And there is some evidence that suggests that individuals who are better able to focus on one thing and filter out distractions tend to be less creative.” She goes on to say “I’m a little concerned that we could be raising a generation of very focused accountants.” (p. 40)
This makes sense to me. But I think something more complex is going on; after all, the most creative people get their best ideas when they are in the “flow” state of heightened experience, and one of the characteristics of this state is complete concentration and focus. Intense focus often leads to creative insight. But you can’t be focused all of the time; you need to leave the task, to allow your mind to wander off-task, for maximum creativity. So what might be occurring with these brain enhancers is that they prevent the user from taking time off, from those relaxed moments that allow unexpected combinations to occur in the brain.
The Problem With Groups? May 12, 2009
Posted by keithsawyer in Genius Groups, Organizational innovation.7 comments
Wow, two news articles in one week about how creativity and vision can be blocked by the will of the majority.
First, the technoscenti buzzed with the word that Google’s lead designer, Doug Bowman, has left the company. On his blog, Bowman explained that the numbers-driven culture of Google made it impossible to do good design. The famous stories are true, Bowman says: For example, that a team at Google couldn’t decide which shade of blue to use, so they made 41 different versions of their web site, each with a slightly different shade of blue, and they’re waiting to see which shade the users like best. Another example: Bowman had a debate about whether a thin line should be 3, 4, or 5 pixels wide. Instead of accepting his design decision, he was challenged to provide data to prove which thickness was the best.
Second, the Washington Post published a front-page essay by Hank Stuever arguing that movie producers depend too much on the fans to help them make key creative decisions. Today’s Exhibit A is the new Star Trek: a film with a die-hard fan base, and they’ll be watching every frame to make sure that the movie conforms to their insider wisdom about what is and is not true to the spirit of Star Trek. Stuever believes this has real potential to interfere with creative decision making: “Quibblers would have kept Star Trek more like its old self. Quibblers inhibit revolution.” What happens is that “Quibbling produces a Watchmen movie, which tenderly reproduced the 1988 graphic novel panel-for-panel and still failed–pleasing fans, perhaps, but excluding newcomers.”
Stuever acknowledges that the “collective force of fans” might actually improve the result (although he seems skeptical). And at Google, it might actually be the case that the users do a better job of selecting just the right shade of blue than a designer. How to know? Google’s engineer-dominated culture wants to see the numbers, the proof. Artists and designers don’t think that way–they know a design that works in their gut, somehow, when they see it. It’s a holistic phenomenon, and it emerges in some unpredictable way from hundreds of tiny design decisions about line widths and color shades. How, they would ask, could you possibly test every single combination, every possible design? Bowman writes “I’ve grown tired of debating such minuscule design decisions.” Numbers get you focused on the trees and you forget you’re inside of a forest.
The challenge of innovation is always this tension between individual creative vision, and the collective genius of the group. Neither path alone is assured of success; even a brilliant designer sometimes gets it wrong, and groups are often, famously, stupid. When everything clicks, the tension is productive; it actually drives both individuals and groups to perform better.
Second Anniversary: Two Years of Creativity Blogs April 26, 2009
Posted by keithsawyer in admin.4 comments
Just over two years ago today, I started this blog. It seems like yesterday! And now, here we are with 78 posts, 258 comments, and upwards of 3,000 hits each month.
I’ve enjoyed it and plan to keep going strong! My goal remains the same as two years ago: to bring to your attention new research and ideas that you are unlikely to find elsewhere, and always with a solid grounding in scientific research on creativity and innovation.
I’m always receptive to suggestions…what’s missing? What would you like to see more of?
Images of the Brain, Improvising April 26, 2009
Posted by keithsawyer in New research.Tags: aaron lee berkowitz, generation of novel motor sequences, jonathan berger, music and the brain, robert levin, sica
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I’ve just returned from speaking at a fascinating conference hosted by the Stanford Institute for Creativity and the Arts (Sica). This was the fourth annual “Music and the Brain” conference held at Stanford, and this year the theme of the conference was “Spontaneity and Improvisation.” I gave the closing talk on Saturday afternoon, emphasing the shared connections between group interaction in jazz and in improvisational theater. Jonathan Berger, a composer and a professor of music at Stanford, and one of the two co-directors of Sica, brought together an interdisciplinary group of brain scientists on the one hand, and music and improvisation experts on the other.
The high point, for me, was the talk by Aaron Lee Berkowitz of Harvard, reporting on three studies. The first was his study of instruction manuals, most of them from around 200 years ago, teaching pianists how to improvise. At that time, improvisational skill was expected of all pianists; performers were expected to be able to improvise a variety of portions of otherwise-scored pieces, such as the “cadenza”. The second was his study of Harvard professor Robert Levin, a well-known musicologist who is an expert on Mozart, and also is an excellent piano improviser in the classical style of Mozart and Beethoven. (This is the topic of Berkowitz’s doctoral dissertation in ethnomusicology.)
The third was a brain imaging study that Berkowitz did with Danial Ansari, a professor at the University of Western Ontario.* They compared the brains of trained pianists improvising a five-note melody on a simple five-note keyboard, with the brains of people playing a simple and fixed five-note sequence (either just pressing the same key five times, or playing the five from bottom to top). They were asked to improvise in two different ways: first, to improvise a melody but with a fixed rhythm; second, to improvise both the melody and the rhythm. The idea was to isolate those regions of the brain that are active only when improvising, but not when performing a predetermined pattern.
They found that improvisation, compared to patterned performance, resulted in increased activity in three areas of the brain: the dorsal premotor cortex (dPMC), the anterior cingulate (ACC), and the inferior frontal gyrus/ventral premotor cortex (IFG/vPMC).
In an interview, Berkowitz explained it this way: “The dPMC takes information about where the body is in space, makes a motor plan, and sends it to the motor cortex to execute the plan. The fact [that] it’s involved in improvisation is not surprising, since it is a motor activity. The ACC is a part of the brain that appears to be involved in conflict monitoring — when you’re trying to sort out two conflicting possibilities, like when you to read the word BLUE when it’s printed in the color red. It’s involved with decision making, which also makes sense — improvisation is decision making, deciding what to play and how to play it.” The IFG/vPMC region “is known to be involved when people speak and understand language. It’s also active when people hear and understand music. What we’ve shown is that it’s involved when people create music.”
This is fascinating research, and most of us find these brain imaging studies fairly compelling: it seems like a look deep into the heart of how we create. But in my own closing talk, I pointed out the limitations of this methodology. I described the collaborative and group nature of ensemble improvisation, and gave several examples of how a performance emerges, unpredictably, from many small creative decisions made, from moment to moment, by each individual in the group. Brain imaging does a great job of helping us to understand those individual creative decisions; but the full explanation of group improvisation also requires a focus on the interactions among the performers, and how these weave together to generate a collective and shared performance. Ultimately, the complete explanation of group creativity will have to be interdisciplinary, bringing together brain science, musicology, performance studies, and interaction analysis. I applaud Sica director Jonathan Berger for organizing a conference that furthered this goal!
*“Generation of Novel Motor Sequences: The Neural Correlates of Musical Improvisation,” NeuroImage.
2009 Most Innovative Companies April 14, 2009
Posted by keithsawyer in Organizational innovation.add a comment
Business Week has just published their annual ranking of the most innovative companies (based on a survey of top executives by the Boston Consulting Group). They are:
1. Apple
2. Google
3. Toyota
4. Microsoft
5. Nintendo
6. IBM
7. Hewlett-Packard
8. Research in Motion
9. Nokia
10. Wal-Mart Stores
11. Amazon.com
12. Proctor & Gamble
13. Tata
14. Sony
15. Reliance Industries
16. Samsung Electronics
17. General Electric
18. Volkswagen
19. McDonald’s
20. BMW
21. Walt Disney
22. Honda Motor
23. AT&T
24. Coca-Cola
25. Vodafone
Reality Show Innovation April 10, 2009
Posted by keithsawyer in Genius Groups, Organizational innovation.Tags: best buy, best buy studio, IBM, idea incubator, john wolpert, real world, whirlpool
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Here’s an interesting tidbit from Business Week magazine: Last year, Best Buy selected four groups of salespeople, all in their early 30s, and had them live together for 10 weeks in an LA apartment. Think “Real World” meets creative collaboration. One successful idea that emerged from this hothouse is the “Best Buy Studio”, which provides web design services for small businesses. The person who had the initial idea said “we talked about business models while making spaghetti.”
This is a rather extreme version of what I call an “innovation lab” in my book GROUP GENIUS. Innovative companies have been finding success with this technique for at least a decade: relocate a cross-functional group of ten to fifteen people to a new location for anywhere from two weeks to three months; release them from all day-to-day responsibilities; and charge them with coming up with great new ideas.
Whirlpool has a similar effort under way called “Real Whirled”. They send 8 sales reps to a house in Benton Harbor, Michigan for seven weeks.
The manager who ran Best Buy’s “real world” idea incubator, John Wolpert, had previously done it at IBM–in their “Extreme Blue” incubator in Austin, Texas. If you’re interested, he charges $75,000 for each ten-week session (that includes room and board).
The Most Innovative Countries April 9, 2009
Posted by keithsawyer in New research.Tags: bcg, boston consulting group, innovation nation, most innovative countries, national association of manufacturers
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The top ten innovation friendly companies, according to a recent Boston Consulting Group report:
Singapore
South Korea
Switzerland
Iceland
Ireland
Hong Kong
Finland
United States
Japan
Sweden
This according to a recent study by Boston Consulting Group and the National Association of Manufacturers. The study ranked 110 countries on a variety of factors including tax policies, education systems, infrastructure, and number of patents issued.
Of course, the devil is in the details. One of the variables is “R&D tax credit” (which I agree with); another is “Taxation level” (which I’m more skeptical about…do lower taxes result in more innovation? The answer depends on your political leanings). And some of the factors are not defined, like “Trade policy” (which trade policies do they count as “innovation favorable”?) “IP policy” (ditto) and “Immigration policy” (ditto). But they have captured a broad range of factors, from “Workforce quality” to “Infrastructure quality.”
Based on interviews with 1,000 executives, they came up with a list of the top strategies for generating innovation. Two of them are collaborative initiatives that I advocate in my book GROUP GENIUS: (1) Use outside sources of ideas, and (2) partner with suppliers for new ideas. These executives said that the single most critical factor was finding a skilled, educated work force. Many of the executives were critical of today’s schools. The number one recommendation of the report was “Strengthen the work force” by improving education. Regardless of the details, we can all agree on that.