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Articles Tagged with: Innovation

Innovation – You’re Doing It Wrong: How To Put Intuition And Ideas Before Tests And Analyses

Douglas Van Praet describes how the unconscious and the emotional drive people, and how they, not tests, should drive the business of bringing ideas to life. He offers four ways to reframe the innovation process. There’s a costly misconception hindering innovation. Marketing models hold that strategic reasoning must always precede and inform emotional execution. Before we decide to try an idea, we must first prove its worth by conscious knowledge untainted by feeling. But neuroscience suggests this is not only wrong, it’s backwards. If “knowledge is power” we must understand cognition or the “process of knowing.” Cognitive science tells us that discoveries and decisions are made largely unconsciously. And feelings not reasoning come first. Emotions precede and inform rational understanding…..

See on www.fastcocreate.com

Intuition Is Data

Every creative and entrepreneurial venture starts with an idea. If you’re honest, the idea is almost always more of a question. Or many questions.

In order to take action, you’ve got to make guesses about the answers. We call those assumptions. Some of your assumptions will be spot on, others will be wildly off. The most important thing you can do in the early days is not try to succeed as fast as possible, but try to answer the most important questions as fast as possible. To replace assumptions with data. The faster you can make that transition and start to build around data over delusion, the better off you’ll be. And the more likely your success becomes. Weiterlesen

Insights, Innovation and Intuition

I’ve written here many times about the conflict that many innovators often face when called on to make definitive decisions about customer needs and the best ideas to pursue as new products and services.  We’ve noted that innovation requires – no demands – people who are comfortable operating in an ambiguous stew of information, research, trends, insights and customer needs.  Few of these data points are developed with any statistical rigor, yet together they must provide a direction for the team to follow. For people who are more familiar with stark differences and quantitative answers, this sea of ambiguity is very difficult to confront.  Faced with hazy information, inferences, wants and needs, they are quick to try to identify the „best“ and most certain data in the mix, rather than find the most important trends or currents that all the research suggests.  We’ve managed over the last 30 years to train people to be very decisive when the data are clear, and to be very hesitant when the data aren’t clear or definitive.  The most common refrain is: „how can you be certain“?  In innovation, the fact is that you often can’t.  If the data were evident and certain, the data would be evident and certain to everyone, and a solution wouldn’t be radical or disruptive because everyone would be building it…..

See on innovateonpurpose.blogspot.de