When you need to brainstorm ideas among a group or population of people spread over significant distances, you face several challenges
- How to communicate to participants and how to enable participants to communicate with each other.
- How to capture ideas.
- How to enable the collaborative development of ideas as you get when brainstormers are in the same room.
- How to evaluate ideas, particularly when a large group of people has participated and generated a large number of ideas. Imagine having to review 100 + ideas!
In fact, when this process is carried out on-line and over a period of one or more weeks, a better term is an “ideas campaign”. An ideas campaign has several steps modelled on creative problem solving (CPS) which is also the basic process behind traditional brainstomring.
Continue reading ‘Brainstorming vs. Ideas Campaigns’
My friend Steven Carlson is begging me to post to NowEurope. And if there is one thing I cannot stand to see, it’s a grown man begging. So, here is my long overdue first post to this wonderful resource.
This first post is actually a reprint of an article from Report 103, a twice monthly e-Journal on creativity, imagination, ideas and innovation. Since innovation is a key issue for NowEurope and Eastern Europe, I hope this will be relevant and of interest!
Continue reading ‘Eight Key Ingredients to Corporate Innovation’
Over the years, I have heard a lot of people say a lot of daft things about creativity. Some of those things, I hear again and again. What’s worse, a lot these daft notions - or myths - about creativity are detrimental to the creative process. So, let’s end this once and for all. Below are 10 creative myths. If you share these with everyone in the world, these myths will go away.
Continue reading ‘10 Creative Myths’
One of the underlying maxims of engineering is that of KISS, an acronym for ‘Keep It Simple, Stupid’ or, as I prefer: ‘Keep It Simple Sweetheart’. And if you have ever watched a project evolve from concept to design to implementation, you will understand the importance of Kiss. When new ideas are at the drawing board, they are often simple, elegant concepts. But, as more people become involved, they all want to add features to the concept. As a result, the design must become increasingly complex in order so support all the proposed features.
However, many of those proposed features will prove useless. They will add complexity to the design of the project, they will make the finished product more expensive to purchase and maintain and they will offer no real benefits to the end user.
Continue reading ‘KISS: Keep innovation simple, sweetheart!’
Sooner or later, any organisation which wishes to become more innovative will implement some kind of suggestion scheme or idea management system that allows employees to submit ideas and provides some method for evaluating ideas. This is a good thing. After all, PWC has found that almost half (45%) of lucrative ideas—whether breakthrough products or services, new uses for old ones, or ways to cut costs—come from employees. The other half come from customers, suppliers, and competitors. Some companies buy software tools to facilitate their idea management programme. Others build their own. Most companies, however, take the wrong approach.
Continue reading ‘What’s wrong with suggestion schemes?’
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