How does Google do it? How are they so innovative? In my new book BOLD: How to Go Big, Create Wealth and Impact the World (coming out February 3rd, 2015, Simon & Schuster), I team up with my coauthor Steven Kotler to provide a playbook for the exponential entrepreneur. One of the [...]
DEO knows a thing or two about building businesses: The renowned design firm specializes in designing organizations, products and experiences that will revolutionize the way things work, and has helped revamp companies ranging from Kraft Foods to the National Health Services. So how did the international agency go about creating an innovative workplace of its own?
Innovation isn’t the purview of lone geniuses being struck, lightening style, by inspiration out of the blue. Rather it comes from creative, intelligent people who routinely encounter different perspectives and are frequently exposed to new concepts.
Innovation in the future will increasingly happen in more emergent ways by bringing together seemingly disparate fields and pieces of knowledge. The value of searching for information is increasingly limited as we don’t know what to search for in many cases. In face of complex life and work environments, predefined and narrow objectives as well as deliberate strategies often turn out to be inconvenient. Serendipitous “collisions”, in turn, require building up diverse networks and connections.
Google can answer almost anything you ask it, but it can’t tell you what you ought to be asking. – Ian Leslie
"It's the Spanish painter and inventor of Cubism to which new Apple employees today pay design homage," Snow notes, referencing the computer giant's internal training program. So what can the master painter teach you about creativity? Snow lays out several lessons, including:
We’ve been trained to perceive Generalists as ‘jacks of all trades – masters of none’, in other words, driving little to no value in the business. The new breed of ‘Generalist’ that our organizations desperately need defies and deeply challenges these perceptions.
The new Generalist is in fact a master of their trade. They bring expertise and experience in several areas, fueled by insatiable curiosity and the ability to “hyper-learn” new concepts and ideas.
Every organization is designed to get the results it gets. Poor performance comes from a poorly designed organization. Superior results emerge when strategies, business models, structure, processes, technologies, tools, and reward systems fire on all cylinders in symphonic unison.
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