Presentation by Google CIO Douglas Merrill on Innovation at Google.

An interview with Tom Davenport, Professor of Information Technology & Management, Babson College. While some elements of Google’s success as innovator would be very hard to emulate, others can be profitably adopted by almost any business.

Einsteins innovations, in other words, no matter how “sudden” the original ideas were, came from past and present mental work. It is like a singer who works at his craft for ten years and then becomes an “overnight success.” Innovative people only have “sudden” new ideas because they have habitually worked and thought in certain ways for some time. If you want to become an innovative thinker, then, why not start cultivating those mental habits?

Mental Habits Lead To Innovation

Problems can be opportunities.

“Problem” may have a negative connotations, such as being a hassle or stressful, but any problem can lead to an innovation that improves our lives. Not knowing the time lead to clocks small enough to put on our wrists. Nasty diseases lead to sanitary sewer systems. Start looking for opportunity in every problem. Even a mundane problem like not having enough storage space could lead to a new innovation. You may just build a plywood floor in the attic, but you could invent a new type of outdoor storage unit.

Innovation begins with understanding the key elements.

Metal, wood or glass are not key elements of a door to an innovator. A way to get in, a way to keep others out – these are key elements. Begin with these, and soon you’re imagining new ways to make a door. You could design a door that is opened by your voice (nice when your hands are full), or one that shuts and locks itself when anyone else approaches. Think of the key elements in things.

Attitude helps innovation.

The creative problem-solving technique of concept-combination involves combining two ideas to see what new idea or product results. The crucial point is that you assume there will be a useful new idea. Starting with that assumption, your mind will work overtime to produce something. A shoe and a CD have nothing to do with each other, but it took just a minute to imagine a CD player with headphones that only plays the music correctly if a jogger maintains his ideal pace. When you assume there is something there you’ll often find something.

Playfulness helps innovation.

A playful mind is a creative mind, and while high IQ doesn’t correlate with creativity, put it together with playfulness, and you have an Einstein. Remember, he imagined himself riding on a beam of light in order to arrive at his theory of relativity. Why not start playing with ideas and things, in your mind and in your surroundings. Innovation should be fun.

Here are 7 ways to put new life blood into your organization through innovation.

1. Create An Innovative Climate.

Goran Ekvall of Lund University in Sweden has defined three conditions needed for a climate of innovation. They are: trust, dynamism, and humour. One of Ekvall’s case studies was a Swedish newspaper where the team working on the women’s section consistently outperformed all the other teams. The reason? Quite simply, this group trusted one another, had a high level of energy and shared a common sense of humour.

2. Develop Washing-Up Creativity.

According to the Roffey Park Management Institute, most flashes of inspiration come to people when they are away from work and not forcing their conscious brains to find solutions to their problems. For some, ideas come while mowing the lawn or taking the dog for a walk or playing golf or waiting on a railway station. For Isaac Newton, it was an apple on the head while sitting in the garden. For Archimedes, it was in the bath. For others it’s while doing the dishes; that’s why Roffey Park calls these flashes of insight: “washing-up creativity”.

3. Make New Connections.

Making new connections between existing features of your product or service is a popular way to innovate. Akio Morita, chairman of Sony, said that he invented the Walkman because he wanted to listen to music while walking between shots on his golf course. His team simply put together two seemingly incompatible products: a tape recorder and a transistor radio.

4. Find Out What People Need.

Necessity is a great spur to innovation. Take, for example, writing paper. The Chinese had already made paper from rags around the year 100 BC but because there was no need for it, nothing came of it. When it did reach Europe in the Middle Ages when writing was all the rage, the supply of rags and worn-out fabric soon dried up. That’s when a French naturalist made the discovery that wasps made their nests by chewing wood into a mash that dried in thin layers. Within 100 years, all paper was made using the idea of wood pulp.

5. Test, Test, Test.

Product testing is the way most inventors and organizations go about innovation. It may not be the quickest route to success, but it is often the surest. Jonas Salk, for example, discovered the polio vaccine by spending most of his time testing and testing and continually finding out what didn’t work. Thomas Edison, the inventor of the filament light bulb, recorded 1300 experiments that were complete failures. But he was able to keep going because, as he said, he knew 1300 ways that it wasn’t going to work.

6. Adopt and Adapt.

One relatively easy approach to innovation is to notice how others deal with problems and then adapt their solutions to your own. It’s known as “adapt and adopt”. It’s what watchmakers Swatch did when they realized that the more reliable their watches became, the less people needed to replace them. Their solution? Borrow an idea from the world of fashion and collections by turning their watches into desirable fashion accessories. Now people buy Swatch watches not just to tell the time but because it’s cool to do so.

7. Take Lessons From Nature.

If you really want to be inventive, you can’t beat nature. The world of nature gives us an endless supply of prototypes to use in our own world. Take Velcro, for example. Velcro was patented by Georges de Mestral in 1950 after he returned from a hunting trip covered in tiny burrs that had attached themselves to his clothing by tiny overlapping hooks. De Mestral quickly realized that here was an ideal technique to fasten material together. A whole new way of doing things was suddenly invented.

The history of the world is the history of innovation. Thomas Kuhn called each acceptance of a new innovation a “paradigm shift”. For once a new innovation becomes accepted, the world has changed for ever and can never go back to the way it was.

There are several ways in which you can use innovation to help transform your business. For example, it can be as simple as having access to the right information so that you know what the latest and greatest is. Or, you can even hire on individuals and companies to help provide you with the tools that you need to take your business to the next step.

Think it is too difficult to manage on your own? Consider hiring on change management teams to help you complete the process. Or, simply hire on a group of creative people to manage innovation on your own. You would be amazed at the quality that can be improved as well as the efficiency of even the simplest of tasks when you call on innovation in some form.

It is challenging to get started. Innovation research will be needed, brainstorming will have to be done and ideas will have to be brought to the forefront. But, there are enormous resources available to everyone in every type of business out there. Books, websites, organizations and many more avenues are available to you. The bottom line even looks better when you use innovation that is targeted and accurate. Even though you are spending time, resources, and money on finding the answers, learning how to make it better for you will help you increase your business’s profit margin. Innovation changes every single day. Do you know what it can do for you, yet?

This is an often repeated example of using outside stimulus as a way to jumpstart our creativity.

I have read this suggestion many times. I’ve suggested it myself. I’ve even done it a few times. But I’ve never seen anyone show someone an example of doing it.

Until now.

Earlier this week I found the April edition of Wired Magazine in my briefcase as I traveled. I had picked it up a couple of weeks before in an airport because I was drawn to the cover, which suggested that the main focus of the issue was “The New World of Games.”

While I am not a current subscriber to Wired Magazine (used to be) and you might not be either, I think you will find both the process and my results enlightening and fun.

My Process

Reading a magazine for creative insights is pretty easy. Get a magazine, a highlighter, and perhaps some paper or your Journal. Then begin reading. Don’t skim or read only the things that are immediately or naturally interesting to you. Read everything. Read the articles AND the ads. And while you are reading, be asking yourself things like…

• What does this remind me of?
• How does this relate to my situation, problem or challenge?
• What did they do that I can do?
• How could I use this?
• How can I learn from the experiences or suggestions in the article (or ad)?

These certainly aren’t the only questions you can ask, but they are enough to get you started. You can go into this creative journey with a very specific challenge or problem in mind, or you can just do it to see what serendipitous ideas you generate – either way is fine!

In this case, my journey was a random one – I wasn’t thinking about a specific issue or challenge, I was just reading to see what I might find.

How to Read the Rest of this Article

The rest of this article will provide some of my ideas and what spurred them. I encourage you to read on observing my process and seeing what ideas or insights you get from my insights. In other words, I encourage you to use the process I just described on the rest of this article!

You may also decide to go to the library and get the April 2006 Wired Magazine to see all of what I am describing.

My Journey

… page 26 – a side bar asks the question, “Is a half hour show too long for today’s viewers?” Three people answer with different perspectives. My first reaction is that this is an interesting question…. And my second was that the answers given basically come down to the quality of the story. If a good story is told, people will watch (hey, we sat through 3 + hours for Titanic!) So while this is an interesting question, it is a bit backwards. The relevant question is, how good the story? This relates to my work in terms of training – how long do people want to learn at one sitting, etc. Do I think that times are changing? Sure I do. But people are still people. They will worry less about time is they are engaged. In the end – whether through story or great interaction in a learning situation, the right question is how can we engage people, not how long is the experience.

… page 29 – Lexus presents a four page advertisement for a PBS series with Charlie Rose. It contains very interesting excerpts from two shows in the series. This content was so compelling to be almost worth the price of the magazine itself – far better than many articles I have read in the past. It reminds me that advertising can be relevant and that when we educate and inform others in a valuable way, we might do a better job of marketing, persuading, or selling, than by trying to market, persuade or sell.

… page 56 – talks about a feature film based on a Beastie Boys concert. This movie was created from footage recorded by 50 fans from cameras the band gave them for the length of the concert to film their entire experience. Over 100 hours of raw amateur footage was edited together for this movie. Though I don’t own a Beastie Boys album and haven’t been to their one of their concerts, I am completely captivated by this idea! It appeals to me because the band got this idea and implemented it (the collection of the footage) in 3 days – from conception to footage. 3 Days. This has been challenging my thoughts about how long it takes me to implement or being willing to implement something . . . fast. It also speaks to the power of getting your Customers involved in the experience of your product or service. This two thirds of a page has had me thinking a lot in the last few days.

… page 66 the Play section of the magazine shows pictures and brief descriptions of new products. One on this page is called the Storm Tracker (This is an umbrella that has a bulb at the end of the handle that collects forecast information from local forecasts (wirelessly) and tells you if you need to carry it, based on how much it blinks. The more it blinks, (up to 100 times per minute) the more likely rain will fall. While I don’t see many people paying $99 for this, I was intrigued by the use of a small “non computer” device to give us data that we might be able to use. While I don’t design products like this, I am fascinated by how these types of technologies might be able to aid, impact or influence performance and learning in the future. The Storm Tracker has opened my eyes to be watching and thinking about this question.

These examples get me through less that half of the magazine, and I didn’t even share all of my insights from the first 66 pages!

Rather than continue in this article, I encourage you to read more on my blog, as I will be sharing more of these snippets there.

I hope that riding along on my journey has been interesting, and I hope that you got an insight or two through my examples above. More than that though, I hope that I have convinced you to pick up a magazine you’ve never read before, and try this process for yourself. If you do, I promise you will learn something, and you may solve a vexing problem or identify an amazing opportunity along the way.

An interview with A.G. Lafley, Chairman and CEO, Procter & Gamble. Innovation is at the core of P&G’s business strategy. See how P&G makes innovation an everyday practice in their organization.

An interview with David Kester, Chief Executive, Design Council. To foster a culture of innovation, managers must look outward to identify consumers’ problems and spark ideas for solving those problems. They must also ease employees’ fear of change.