Learn Innovate Spaces ELI Fall Focus Session 2008
•Télécharger en tant que PPT, PDF•
1 j'aime•409 vues
The document discusses innovation and provides 10 tips for spaces to learn and innovate. It emphasizes that innovation requires hard work, not just epiphanies. It also stresses understanding how innovations diffuse, improving brainstorming techniques, managing disruption, observing users, considering different perspectives, embracing failure, finding rule-breakers, building effective teams, and designing simple interfaces. The overall message is that true innovation is a process, not just ideas, and requires effort to implement ideas and get adoption.
![Spaces to Learn Spaces to Innovate ELI Fall Focus Session 2008 Malcolm Brown Educause Learning Initiative [email_address]](https://image.slidesharecdn.com/eli2008fallfocus-091021203430-phpapp01/85/eli-2008-fall-focus-1-320.jpg)
Recommandé
Contenu connexe
Tendances
Tendances (15)
En vedette
En vedette (20)
Similaire à Learn Innovate Spaces ELI Fall Focus Session 2008
Similaire à Learn Innovate Spaces ELI Fall Focus Session 2008 (20)
Dernier
Dernier (20)
Learn Innovate Spaces ELI Fall Focus Session 2008
- 1. Spaces to Learn Spaces to Innovate ELI Fall Focus Session 2008 Malcolm Brown Educause Learning Initiative [email_address]
- 2. “ If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ” attributed to Henry Ford
- 4. “ Well… how did I get here?”
- 5. “ Well… how did I get here?” North Carolina State http://www.ncsu.edu/PER/scaleup.html
- 6. “ Well… how did I get here?”
- 7. “Well… how did I get here?” Columbia University Teachers College, Gottesman Libraries
- 8. “ Well… how did I get here?”
- 9. “Well… how did I get here?” Georgetown University Law Center Eric E. Hotung International Law Building
- 10. Steps Educause Quarterly , No. 1, 2003, pp. 14–15
- 12. Technology Learning theory (how people learn) we are here social web NetGens: students and young faculty
- 13. How did we get here? We’ve innovated
- 15. It seems to be everywhere
- 16. Innovation seems cool it seems to be about ideas BMW ad here about BMW being all about ideas
- 18. Our LS works seems to be innovative
- 19. Apollo 13 Excerpt from the movie Apollo 13 here
- 20. a square peg in a round hole… rapidly
- 23. 10
- 24. 1 Innovation = Epiphany or does it???
- 25. Version 2: Innovation = Idea
- 26. Berkun, p. 9
- 27. “ The best way to get a good idea is to get a lot of ideas.” Linus Pauling
- 28. Implementation “ The elaboration of idea into function… [is] ‘ the one that takes up the most time and involves the hardest work.’ ” Berkun, Myths of Innovation , p. 13
- 29. 1 research thinking work more work 2 “ missing link” idea 3 implementation thinking work trial & error
- 30. Also… Innovation ≠ Serenpidity Percy Spencer (1896–1970)
- 31. The microwave
- 32. Innovation Epiphany = ≠ + lots of hard work, trial and error, research, etc.
- 33. Thought “ Every innovation is difficult.” Christensen, Innovator’s Dilemma , p. 154
- 34. 2 Understand the diffusion process
- 36. Analyzing diffusion’s prospects Example 1 relative advantage very high compatibility somewhat low
- 37. Analyzing diffusion’s prospects Example 2 relative advantage modest ease of use very low
- 38. Analyzing diffusion’s prospects Example 3 compatibility very high relative advantage very high ease of use OK
- 39. Analyzing diffusion’s prospects Example 4 relative advantage moderate/high compatibility somewhat low trialability low
- 40. TED talk: Technology’s Long Tail
- 41. 3 Do better brainstorming
- 44. 4 Understand the challenges of disruption
- 45. Thought “ If, at first, the idea is not absurd, then there is no hope for it.” Albert Einstein
- 46. “ I can’t waste my time on this stuff.” Disney exec on Pixar, c. 1987 (NYT review)
- 47. “… we just cannot divert ourselves from the business at hand.” — GM vice chair www.wired.com/cars/futuretransport/magazine/16-01/ff_100mpg
- 48. “ Search doesn’t matter. Portals do.” Yahoo execs, 1998
- 51. 5 Learn to see and observe
- 52. “ You can observe a lot by just watching.” Yogi Berra
- 54. 6 Be left-handed
- 55. “ It’s not that we build such bad cars; it’s that they are such lousy customers.” Auto executive, 1930’s
- 57. 7 Fear not failure
- 58. Thought “ If I have a thousand ideas and only one turns out to be good, I am satisfied.” Alfred Bernhard Nobel
- 61. 8 Look for blisters and rule-breakers
- 62. “… your customers may lack the vocabulary or the palate to explain what’s wrong and especially what’s missing .” Kelly, Art of Innovation , p. 27
- 63. “ We all had cell phones. We just hated them, they were so awful to use. Everybody seemed to hate their phones.” Steve Jobs on the idea of the iPhone
- 64. 9 Who’s on your LS team?
- 66. Team motivation “ A specific performance challenge that is clear and compelling to all team members is the greatest motivator.” Wisdom of Teams , p. 269
- 67. 10 Aim for the wet napkin interface
- 68. What is it? “ Open and use.”
- 70. “ If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ” attributed to Henry Ford
- 71. Thank you!
- 72. Resources
- 73. Resources
- 74. Resources
- 75. Resources
- 76. Resources
- 77. Resources
- 78. Resources
- 79. Resources
- 80. Resources
- 81. Resources
Notes de l'éditeur
- North Carolina State http://www.ncsu.edu/PER/scaleup.html
- North Carolina State http://www.ncsu.edu/PER/scaleup.html
- Columbia University Teachers College, Gottesman Libraries Peter Aaron/Esto c/o Sara Lepanto or Erica Stoller sara@esto.com t. 914-698-4060 f. 914-698-1033
- Columbia University Teachers College, Gottesman Libraries Peter Aaron/Esto c/o Sara Lepanto or Erica Stoller sara@esto.com t. 914-698-4060 f. 914-698-1033
- OLD: http://www.flickr.com/photos/janeladeimagens/170838066/ NEW: Georgetown University Law Center Eric E. Hotung International Law Building Peter Aaron/Esto c/o Sara Lepanto or Erica Stoller sara@esto.com t. 914-698-4060 f. 914-698-1033
- OLD: http://www.flickr.com/photos/janeladeimagens/170838066/ NEW: Georgetown University Law Center Eric E. Hotung International Law Building Peter Aaron/Esto c/o Sara Lepanto or Erica Stoller sara@esto.com t. 914-698-4060 f. 914-698-1033
- If we know more about innovation and the innovation process, that will help us with our own LSs work.
- http://www.ted.com/index.php/talks/chris_anderson_of_wired_on_tech_s_long_tail.html One idea of what innovation is and how it works is that of the epiphany, the sudden emergence of a powerful idea, seemingly from nowhere. Why these epiphanies “strike” some and not others is a metaphysical question that we won’t try to address right now. Perhaps the prototype story of the epiphany is that of the apple (nothing to do with Steve Jobs) falling on Newton’s head, which caused an epiphany to erupt in his head about gravity. But if you read the history of innovation, read the case studies, you quickly come to the conclusion that this is a superficial notion of what innovation is and how it works. There is more than meets the eye with respect to innovation than the summative idea. Many innovation processes occur with no "ah ha" moment. And if there is an "ah ha" moment then it is simply the most visible component of a multifaceted process.
- Sometimes this notion changes clothes and equates innovation with having an idea. This is a bit analogous to winning the lottery, or making a living without making a living. There is indeed no life like it, there is no innovation like it period, because innovation is far more than just an idea. If you garden, the notion of "having a garden" does not mean just the moment when a flower blooms or a vegetable is ready to harvest. Or that raising a child is equivalent to the moment he or she graduates from high school. There's a bit more to it than that.
- Berkun: “Epiphany is the moment when the last piece of work fits into place. However, the last piece isn’t any more magical than the others, and has no magic without its connection to the other pieces.” p. 9 A metaphor offered by one of the authors I have read likens innovation to a jigsaw puzzle. To complete the puzzle, all the pieces must be put into place. The final one may be the moment with the highest drama, but it by itself doesn't constitute the puzzle. As the author writes: “Epiphany is the moment when the last piece of work fits into place. However, the last piece isn’t any more magical than the others, and has no magic without its connection to the other pieces.” p. 9
- This is a good way to debunk the "innovation is having an idea" notion. Once you have had a good idea, it doesn't mean that it is as yet something realized; an idea is not a product. And as we shall see, even if you get to the point of having implemented an idea, to have made it into a product, then there is the question of adoption. Even if you do build it, they still might not come.
- Iphone: 10 versions
- following Berkun, p. 133 Example of the discovery of the microwave oven. Berkun p. 133. Dr. Percy Spencer. photo: http://invention.smithsonian.org/centerpieces/iap/inventors_spe.html
- http://www.gallawa.com/microtech/history.html http://www.americanheritage.com/articles/magazine/it/2005/4/2005_4_48.shtml “The oft-reported candy-bar incident may perhaps have spurred Spencer to experiment with food, but the possibilities of using microwave tubes for heating were already quite well known.”
- http://www.ted.com/index.php/talks/chris_anderson_of_wired_on_tech_s_long_tail.html
- http://www.ted.com/index.php/talks/chris_anderson_of_wired_on_tech_s_long_tail.html
- "In the grinding gears of this story, there is always an older, established entity that acts too timidly for fear of undermining its core business." NYT review
- http://www.wired.com/cars/futuretransport/magazine/16-01/ff_100mpg http://www.progressiveautoxprize.org/
- David Vise, “Google’s decade” http://www.technologyreview.com/blog/guest/22128/. “1998: Yahoo and others pass on the chance to buy new search technology developed at Stanford University for $500,000. Their rationale: "Search doesn't matter. Portals do."These rejections forced Sergey Brin and Larry Page to reluctantly take a leave of absence from Stanford (both wanted to become college professors, like their dads) to see if they could turn Google, their new search engine, into a business.”
- Apple Newton (Christensen, Dilemma, pp. 149–151. Apple I in 1976 200 units. Apple II, then Apple II+. Similar: Lisa failed, third gen Mac. Newton 140K units in 1993 and 1994. Newton perceived to be a flop; expensive, handwriting recognition software disappointing. Christensen: the “flop” was expecting big market (sustaining) sales from a disruptive market, which is inherently small. [CHECK THE IPOD HISTORY… SIMILAR?] Hydraulic story. Again entrenched firms seeing good profit Minimill steel. “Dramatically improving profit” Ice industry story.
- Apple Newton (Christensen, Dilemma, pp. 149–151. Apple I in 1976 200 units. Apple II, then Apple II+. Similar: Lisa failed, third gen Mac. Newton 140K units in 1993 and 1994. Newton perceived to be a flop; expensive, handwriting recognition software disappointing. Christensen: the “flop” was expecting big market (sustaining) sales from a disruptive market, which is inherently small. [CHECK THE IPOD HISTORY… SIMILAR?] Hydraulic story. Again entrenched firms seeing good profit Minimill steel. “Dramatically improving profit” Ice industry story.
- Examples: Kelly, filing by piling Kelly: “"We're not big fans of focus groups... We go to the source. Not the 'experts' inside a company, but the actual people who use the product or something similar to what we're hoping to create.” Jobs: "We all had cellphones. We just hated them, they were so awful to use… Everybody seemed to hate their phones.” Jobs: "We do no market research… we never hire consultants, per se. We just want to make great products.”
- Kelly, p. 41
- following Christensen, Innovator’s Solution, chapter 3
- Edison’s four hundred patents. With the help of a fourteen man team. (Kelly p70) michaelangelo + team = sistine chapel
- “ If a team has the right charge, it will energize.” Kelly 73