Archive for the ‘innovation’ Category

Social Rock Star Innovation 2.0 Space

Monday, August 23rd, 2010

Believe it or not this post actually consists of more than just jamming as many trendy tech buzz words into a single title as physically possible. It is about “Innovation”.

Every year seems to have its emerging, recurring themes. So far this year’s emergent theme has been “Innovation” in my world. Everyone and their mother seems to be talking about innovation and/or wants to foster innovation at their organization in the tech world.

This theme has got me thinking lately. What exactly is “innovation”?

I spent about an hour reading through the most popular dictionary sites, blogs, thought leaders, to see how they define innovation. The best definition I found was actually on wikipedia:

Innovation is a new way of doing something or “new stuff that is made useful”. It may refer to incremental and emergent or radical and revolutionary changes in thinking, products, processes, or organizations

In my experience innovation does not apply to specific technologies or processes or people per se. It consists of a fundamental shift in thinking across all of these things.

Dead Poet Society
In order to truly innovate, or be innovative, it requires an organization (which is really just a big group of people) to seriously look long and hard at how they do things looking for better ways. They need to be willing to think differently and look at how they operate differently. Yes, this typically leads to new, better, processes and technologies 9 times out of 10 but it doesn’t HAVE to.

One of my favorite movie scenes of all time is from Dead Poets Society. In the scene Robin Williams the “Rebel” (innovative?) teacher at the stuffy prep school is trying to teach his class about how to think creatively (innovate?) and he states that sometimes you literally have to look at the same situation or same problem in a new way. To demonstrate this he has every student come up to the front of the class and stare back at the same class they have been in for years. However, this time they are to look at the class while standing on the desk in the front of the room. Same class, same people, same course – different vantage point.

This is how you foster innovation. You force the people that make up your organization to see things differently and come up with new, better ways of accomplishing existing goals or solving existing problems.

iPad GOOD for Amazon?

Monday, July 19th, 2010

Unless you live in a cave you have likely noticed the hoopla around the Apple iPad.  When it first came out many people immediately came to the conclusion that this was an attack by Apple on the Amazon Kindle as well as eBook sales in general.

I don’t agree.

Amazon is in the business of selling books.  Apple is in the business of selling hardware (consumer electronics to be exact).  The iPad is just a new distribution media for Amazon to sell books – just like the Kindle was.  

The iPad happens to have been brought to market by Apple whereas the Kindle happens to have been brought to market by Amazon.  Big deal.  It’s just a new way for Amazon to sell more eBooks.

This is a good thing…

…. If Amazon sticks to its core business and doesn’t get into a pissing contest with Apple over a device, and market, that is irrelevant to Amazon.

Another great business lesson on keeping things simple and staying focused.

Speek Golden Principles

Monday, May 31st, 2010

Most startups fail. That’s just a simple fact. Of those startups that do manage to get out of the startup phase intact, few are around in two years, and fewer are profitable. Those that do make it through do so through a combination of great products, stellar leadership, and a little bit of dumb luck.

I know what I’m talking about. My startup, Speek, was one of the few startups in our market that proved to have what it takes. Speek is still humming along smoothly and daily capturing more market.

I won’t pretend that our success was all due to my amazing technical leadership. In fact, some of our success was quite in spite of some of my leadership decisions. No one gets it all right, ever.

One thing I did right, though, was set the tone for what we did at Speek. I developed a set of 10 golden principles that drove every decision that we ever made about our product. I believe these principles were at the root of our success.

Here, then are the 10 things we strove for in our product at Speek:

  1. Speed. Our app must be fast from the user perspective. More than one second for any task is unacceptable.
  2. Instant Utility. Our app must be instantly useful, out of the box. If it takes too long or is too complex to configure, it’s useless.
  3. Voice. Our app must have attitude. It must have personality. It must be unique and different. Think Twitter’s “fail whale” (without the fail).
  4. Less is more. Either we do it right or we pull it. Do what needs to be done to make it work and make it work well.
  5. Programmable. We offer more than a product. We offer a platform. Customers can take what we build and improve upon it.
  6. Personal. Our app must generate endearment. We want users to be rabid fans and product evangelists. More than just a product or a platform, our product should create a community of connected people.
  7. Restful. Each aspect of our app should have a free and comprehensible URL.
  8. Discoverable. Our app should be friendly to search engines and social media. It should easily be discovered by the world.
  9. Clean. We should have a simple user interface with large fonts and lots of space. No UI screen should ever feel busy or confusing. It should be crystal clear what should be done on each screen.
  10. Playful. We have a damn monkey for a logo. Our app should invoke that kind of playful spirit and attitude.

Now, I get that some of these principles might not fit certain startups. Some are more or less specific to the software startup environment. For the most part, however, you can extrapolate these ideas to give your startup a serious advantage in your market, no matter what your product.

TechCrunch Disrupt

Saturday, May 22nd, 2010

I’ll be at TechCrunch Disrupt and Startup Alley next week (Tuesday and Wednesday).

Should be an awesome event!

TechCrunch Disrupt is the only conference that gathers both Web innovators disrupting media and technology and also executives successfully navigating disruption to talk about turning change into opportunity.  Disrupt is for innovators in new Internet-enabled industries: social Web. Mobile computing. Real-time data. Sentiment analysis. Web targeting. Smart devices. The app ecosystem. The rise of micro-celebrity. Gaming and virtual goods. And more.

Kinda funny – Lady Gaga’s worldwide manager and digital strategist, Troy Carter, will be there to discuss new realities in content creation and distribution.

Here are some of the other speakers that will be there

Here is the link to get tickets to attend

How to Spur Innovation at Your Organization

Tuesday, April 27th, 2010

Some organizations thrive on innovation. Younger companies, and companies that deal with bleeding-edge technologies or trends tend to make innovation a core value.

Chances are pretty good that’s not your organization. Most organizations struggle with innovation. They want to move forward with new ideas, new technologies and new platforms, but an institutional history or structure holds them back. Other companies tend to squash innovation like it’s an annoying little bug.

I’ve experienced this first hand. I’m the Director of New Media for a big company with an established past. As in, 110 years of an established past. Lucky for me, the company does have a real desire to innovate in the area of technology. They’ve just had a hard time of it up to this point.

So, here’s what I did for my organization. I’m not saying this approach will work for yours. Heck, it might even get you fired. But if your organization is going to stay competitive it’s going to have to innovate, and this process may help.

  1. Identify the problem. This was as much for my benefit as for the organization’s. We were able to get buy-in for innovative ideas at the highest levels of the company. That means when we hit organizational roadblocks down the road, we were able to go back to those executive sponsors and garner support.
  2. Create a mechanism for change. Rather than proposing specific innovations, we developed a group that would solely be responsible for incubating new and innovative technologies, tools and ideas. This group’s purpose is to identify possible technological innovations and bring them back to the specific business units. The group operates outside of the existing corporate bureaucracy, giving it a greater degree of autonomy than any departmental group might have had.
  3. Implement a change process. We didn’t leave the innovative group alone to rule the world, however. We gave them a specific roadmap. We included methodologies, such as interacting with vendors, beta testing of new technologies and involvement with conferences and trade shows, that they would use to identify new technologies.
  4. Determine the vector of change. We also gave our innovation group a specific list of technology types from which they could work. We suggested things like “Web Technologies,” “Cloud Computing” and “Delivery Platforms.” This helps to insure that the group doesn’t go rogue into bleeding-edge technological innovations when we’re struggle to even keep current.
  5. Develop an intake process. Identifying technology innovations isn’t enough, of course. We needed a way for our innovation group to bring new tech to our business units. We developed specific processes for the group to use, including reaching out proactively to various business units, and being proactive rather than reactive.

The end result has been that we’ve seen some especially useful and innovative technology implementations across the company since we started this process. Not every innovation to come out of the group has been implemented or even fully considered, but our business units now have a pool of innovations to choose from going forward.