Creativity Thinking Or the ability to connect to what is outside the box when you are inside it

Creativity Thinking Today: 1. What is Creativity; 2. Why is it that important for Innovation Entrepreneurs; 3. Why this is equal to “Design Thinking”.

Creativity Thinking,

Dr Ekaterina Khramkova, Russian Design Research Consultancy Lumiknows

Or the ability to connect to what is outside the box when you are inside it.

Creativity Thinking Today:

Kazimir Malevich, Black Square, c 1915 State Russian Museum, St Petersburg

Abstract painting:

An artistic revolution

of the 20 th century.

Do you know

how the first abstract painting was created?

Piet Mondrian,

Composition with Yellow,

Blue, and Red, 1937-42

Tate Gallery, London

Fernand Léger,

The Railway Crossing,

1919 The Art Institute

of Chicago

Catherine de Zegher, Hendel Teicher (eds.) 3 X Abstraction NY: The Drawing Center & /New Haven: Yale University Press 2005

Jackson Pollock,

Full Fathom Five, 1947.

Museum of Modern Art, New York City

Art clearly implied expression of ideas

concerning the spiritual, the

unconscious and the

mind.

Do you know

how the first

abstract painting was created?

Wassily Kandinsky, Composition VII, 1913 The State Tretyakov Museum, Russia

Pioneer spirit of an artistic revolution, The Times, June 3, 2006

One evening in the summer of 1909, Wassily Kandinsky became aware of the power of abstract art after he saw “indescribable beauty with an inner glow” in a painting

“I was startled momentarily, then quickly went up to this enigmatic painting in which I could see nothing but shapes and colours and the content of which was incomprehensible to me.”

The answer to the riddle came immediately: it was one of his own pictures leaning upside down against the wall But from then on,

Kandinsky was bewitched by the idea that “subject matter was

detrimental to my paintings”.

The Nine Dot Puzzle

The Nine Dot Puzzle

The Nine Dot Puzzle

…The puzzle only seems difficult

because "we imagine a

the edge of the dot array".

Prof Daniel Kies

Is the point in the “boundary”?

The point is in the way of seeing.

Western “seeing”: there is a boundary…

Aristotle wrote about Pythagoreans that

and define their boundaries.

Thirty spokes coverage upon a single hub;

It is on the hole in the centre that the use of the cart hinges.

We make a vessel from a lump of clay;

It is the empty space within the vessel that makes it float

Thus, while the visible has advantages,

It is the invisible that makes it useful.

Lao-Tzu, Tao The Ching, 6th cent B.C.

Eastern “seeing”: there is no boundary.

The concept of the

later turned into Newtonian Space

as a Container for

things.

“Emptiness” (= Nothing)

The concept of the

later transformed into Einstein’s

Relative Reality.

“Invisible” (= Something)

Something, Context

Two different modes of solving problems:

Nothing, Emptiness

• Focus on what is already known;

• “Nothing” behind what is seen;

• Limited possibilities.

• Shift of focus to the “Big Picture”;

• There is “Something” behind it, even

if we don’t see this right now;

• Abundance of possibilities.

How does it to do with the

Innovation Entrepreneurship?

Red Oceans are all the industries in existence today—the known market space In the red oceans, industry boundaries are defined and accepted

As the market space gets crowded, prospects for profits and growth are reduced.

Blue oceans, in contrast, denote all the industries not in existence today—the unknown market space In blue oceans, competition is irrelevant because the rules of the game are waiting to be set

Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.

A conversation with W.Chan Kim and Renee Mauborgne INSEAD, 2005

Search for the market instead of in the market is a key to

success in today’s Innovation Economy.

How does it to do with the

Innovation Entrepreneurship?

Red Ocean Strategy Blue Ocean Strategy

From New Product to New Market Development.

How does it to do with the

Innovation Entrepreneurship?

Blue Ocean Strategy

Red Ocean Strategy

Assuming that structure and market boundaries exist only in managers’ minds , practitioners who hold this new view do not let existing market structures limit their thinking To them, extra demand is out there, largely untapped

Kim, Chan, Blue Ocean Strategy.

http://www.flickr.com/photos/32194657@N06/3467932128/sizes/l/

In order to get to the future first, there is no

need to excel competitors trying to get the

same prize because the number of prizes

may be the same as the number of

runners.

G Hamel & C K Prahalad,

Competing For The Future.

The crux of the problem is where

to look for these prizes

In people’s needs.

Not in narrow defined

customer experience,

Not in narrow defined

customer experience, But in total human experience.

http://www.flickr.com/photos/dogfaceboy/1095640322/

From “Customer” to Total Human

Experience…

From New Product to New Market

Development…

Three business models of innovation |

IBM CEO Global Study, 2008

Outperformers take on

the industry model innovation

• 39% Collaboration imperative drives enterprise

model innovation;

• 23% Revenue model innovators: nine out of ten

are reconfiguring the product, service and value

mix Half are working on new pricing structures;

• 18% Industry model innovation: redefining

their existing industries (73%), entering or

creating entirely new industries (36%).

http://www.flickr.com/photos/tonyshi/3079681907/

BumpTop starts with a 3D view of a cubicle-like desk with vertical walls at the sides and back

Objects—pictures, documents, songs, sticky notes, program icons—can be moved freely around the desktop or stuck up on the walls BumpTop is a natural for a touchscreen, but it also works satisfactorily with a mouse

Is your product

ready to become

part of her life

experience?

Do you really

understand her needs and

values??

Statistics say no….

Robert Cooper, Winning At New Products

96% of all innovation attempts fail to meet financial goals (Institute of Design Strategy, USA, 2005)

Every year brings 30,000 of new products About

90% of them fail despite thorough and highly

expensive market research (Clayton Christensen et

al, Marketing Malpractice: The Cause and The

Cure / Harvard Business Review, Dec 2005)

8 out of 10 NPD projects fail (Product Development & Management Association, USA, 2004)

The main reason behind

new product failure:

24% Inadequate market analysis

(i.e analysis of customer needs);

16% Product problems of defects;

14% Lack of effective marketing effort;

10% Higher costs than anticipated;

13% All other causes.

Robert Cooper, Winning At New Products

Management will increasingly have to be based on the assumption that neither

technology nor end use is a foundation for management policy They are limitations The foundations have to be customer values and customer decisions on the

distribution of their disposable income.

Peter Drucker, Management Challenges for the 21stcentury.

http://www.flickr.com/photos/32194657@N06/3467932128/sizes/l/

‘What technical / organization / financial / manufacturing

possibilities we possess’.

Technology- Driven Strategy

‘What else does our customer want?/How can we empathize with him?’

Consumer-Driven Strategy

From Market Research to “Design Research”.

http://www.flickr.com/photos/seier/2400908319/ http://www.flickr.com/photos/lorenzodom/420366606/

Design research understands people and

practices in context of their total human

experience.

http://www.flickr.com/photos/frizztext/2786498308/

At the heart of this approach lies

Design has evolved from a narrow

discipline dealing with the form and function of products into a major new approach to

developing business models.

Business Week

When people talk about innovation

in this decade, they really mean design

Bruce Nussbaum,

Business Week

Design thinking, a way of thinking that

parallels other ways of thinking - like science

thinking - but offers a way of approaching

issues, problems and opportunities almost

uniquely suited to innovation.

Design Thinking: Driving Innovation,

Charles L Owen, Distinguished Professor Emeritus,

Institute of Design, Illinois Institute of Technology

…Companies have to focus on innovation to

be competitive That driving need makes

design thinking the hottest trend in

control, and technology were once the central

tenets of business culture, then anthropology,

creativity, and an obsession with consumers'

unmet needs will inform the future.

The Talent Hunt, BusinessWeek, 2006

and issues that no

one has yet

We need perceptual thinking, creative thinking and design thinking : none of these is part of our traditional

system of logic and analysis.

Edward de Bono

Today

perceptiveness

is more important than analysis.

Peter Drucker

MBA programs which included

! Stanford University;

! The University of California at Berkeley;

! The Rotman School of Management at University of Toronto;

! McDonough School of Business at Georgetown University;

! Darden School of Business at University of Virginia …

MBA programs which included

! Deep consumer understanding,

! The ability to test product variations rapidly,

! New market strategy formulation

Redesign of business education

! MBA students at INSEAD (Paris) + design students from the Art

Center College of Design (Pasadena, California)

! Rotman School of Management has allied with the Ontario College

of Arts and Design to launch a series of joint courses;

! The Illinois Institute of Technology’s Institute of Design launched a

9-month executive master’s degree program in design methods.

Redesign of business education

– By using sketching and diagramming techniques, the MBAs mapped customer experiences in ways that fundamentally reshaped their strategies and led to the creation of many new business models

– A B-school class would have started with a focus on market size and used financial analysis to understand it This D-school class began with

consumers and used ethnography, the latest management tool, to

learn about them

– Business school students would have developed a single new product to sell The D-schoolers aimed at creating a prototype with possible

features that might appeal to consumers

– B-school students would have stopped when they completed the first good product idea The D-schoolers went back again and again to come

up with a panoply of possible winners.

Sources:

Design-Thinking and the MBA Curriculum, Darden School of Business, 2008;

The Talent Hunt, BusinessWeek, 2006.

Redesign of business education

Nike, General Electric, McDonald's, Intel, Procter &

Gamble and many others are looking beyond traditional

sources of leadership to a new set of schools and programs to find innovative managers

Whether your goal is to develop new products or services, a new way of marketing to your customer,

or to reinvent your entire business model, “design

clues as to how to get to bigger ideas, faster and more efficient.

Roger Martin,

Dean of the Rotman School of Management, University of Toronto, Canada

Today’s business people

do not need to understand designers better They need to become designers.

Roger Martin,

Dean of the Rotman School of Management, University of Toronto, Canada

To become a successful innovator

You need the approach and mindset of

designer

You need Design Thinking to Connect to Human Experience in all its

sophistication & complexity

What skills should be taught in design thinking programs for

entrepreneurs and innovators:

• Collaboration in multidisciplinary teams

Engineering, business, design, social sciences should be combined as

they are combined in our real life experience;

• Ability to tackle ill-defined problems

Systematic approach to work with qualitative information – “finding it,

gaining insights, organizing it optimally for conceptualization,

evaluation and communication”*;

• Co-creation with your customer new business models, new markets

and, ultimately, a new world.

* Charles L Owen Design Thinking: Driving Innovation

One day when the students were having a particularly difficult time with figure drawing, I handed around a reproduction of a master drawing and – on impulse – told the students to draw the image upside down To our great surprise, the drawings were excellent This did not make sense to me

Why should it be easier for the students to draw an image in that unusual orientation?

Working with negative space provided more clues – and more questions I found students could draw better by looking not at the form they wanted to draw but instead by

looking at the space around the form.

Betty Edwards, Drawing on the

right side of the brain.

Without changing our patterns of thought,

we will not be able to solve the problems we created with our current patterns of thought.

Albert Einstein

Analytical Thinking

So, let’s shift a focus

from “object” to the

“space” behind

it and see how far

it leads us…