Thinking by Design†

Brandweek, November 2, 2008 — While marketers have appreciated the value of distinctive design for some time now—at least since Apple and Target started making it a key differentiator about a decade ago—design thinking is something else. The premise is that if you tap a designer, or a designer's problem-solving approach, to tackle standard business problems, you will get game-changing results.

The Long Nose of Innovation

The bulk of innovation is low-amplitude and takes place over a long period. Companies should focus on refining existing technologies as much as on creation

BusinessWeek, January 7, 2008 — In October of 2004, Chris Anderson wrote an article in Wired magazine called The Long Tail, a theory he expanded upon in his 2006 book, The Long Tail: Why the Future of Business is Selling Less of More. In it he captures some interesting attributes of online services, using a concept from statistics which describes how it is now possible for the "long tail" of a low-amplitude population to make up the majority of a company's business.

But those looking to apply the theory to the implementation of innovation within an organization should beware. My belief is there is a mirror-image of the long tail that is equally important to those wanting to understand the process of innovation. It states that the bulk of innovation behind the latest "wow" moment... continue reading

Together We Innovate†

How can companies come up with new ideas? By getting employees working with one another.

Wall Street Journal, September 15, 2007 — When it comes to innovation, the myth of the lone genius dies hard.

Most companies continue to assume that innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth is most innovations are created through networks — groups of people working in concert.