Innovation has become the ultimate prize for business. In many ways, the pursuit of innovation is similar to King Arthur and his knights' legendary quest for the Holy Grail. These days, there's more shoving than jousting, but the quest is just as intense and often elusive.
Business innovations often evoke a sense of wonder and magic. They appear out of nowhere and take us by surprise. They are “overnight successes” that have actually been years in the making. Other times, they slowly take root from a niche model to something so ubiquitous that we only recognize the innovation in retrospect.
Keep these two examples in mind:
• 3M Post-it adhesive is a well-known product innovation: the original Post-it Note solved one problem (well, actually, an annoyance). It took 12 years It took longer for the familiar canary yellow memo pad to be sold across the U.S. and then the world, but over time the adhesive has solved similar problems in a variety of contexts, including display pages, short and long notes, page markers, and attention-grabbing notices (such as “sign here”).
• Today's Social Media Platforms Both represented innovation in both product and business model. In 2002, LinkedIn launched a digital-only professional networking platform. It was two years before Facebook (now Meta) introduced its platform, initially aimed only at Harvard students. Both transformed traditional physical member directories (LinkedIn for professionals, Facebook for students) into digital tools with the power to instantly connect members. Both platforms also deployed a “freemium” business model. Joining the platform remains free. And indeed, the higher the participation rate, the more valuable the site becomes for advertisers and users. Over time, special paid features, membership tiers, and access to data directly generated revenue.
In both cases, an idea sparked action that then led to a series of tweaks, adjustments, new applications, mishaps and mistakes that combined to have a huge positive impact on the companies.
Innovation seems amazing, but it doesn't just happen. It requires intentional and consistent attention. In other words, innovation needs support. Leaders who create both the space for ideas to emerge and a systematic way to capture them take the critical first step in innovation.
An idea alone isn't enough. Innovation requires something else: lots of iterations.
Fred Mandel reminded me of this in a recent conversation about the building blocks that make innovation thrive. Fred and his business partner, Harvey Seifter, both principals of Creating Futures That Work, are experts in helping leaders unleash the power of innovation within their teams. The key is learning to iterate effectively.
Repetition is saying or repeating something. But simply doing something over and over doesn't magically create innovation. (Remember that colloquial expression? “Doing the same thing over and over and expecting different results is insanity.”)
Iteration requires both experimentation and learning. A typical iterative process is a near-continuous loop of plan, build, test, and learn. This simple cycle works across many disciplines (not just for engineers and product designers) and helps solve some of the thorniest and most complex challenges. And, of course, it helps create an environment where failure is embraced as an opportunity for improvement.
Incorporating three additional approaches throughout the iterative process provides innovation benefits.
1. See things differentlyResearch confirms that artists see the world in a completely different way than non-artists. Literally. Their eyes scan not only the subject or focal point, but also its background and context. Non-artists tend to focus more on a central theme. Learning how to see better by turning things upside down, changing angles, and focusing on the invisible (negative space) broadens your perspective in unexpected and potentially useful ways.
2. Experiment with different methodsTraditional iteration, and the cycle itself, encourages iteration. Using the same tools to test ideas or features provides a control mechanism that helps you compare results. This can also unintentionally limit the range of possibilities, both of what works and what else might be useful or needed. Instead, deploy different techniques to test or refine specific elements of the whole.
3. Ask smarter questionsSeasoned researchers know that the quality of the answers is highly correlated with the quality of the questions asked—in fact, this is the topic of a recent article. Harvard Business ReviewThe authors rightly explain that smarter questions “don't come naturally, but require prompting and conscious effort.” For more effective iteration, ask specific questions to probe for feasibility or clarity, both of which can reveal gaps in thinking, execution, and communication of ideas.
Fred and Harvey leverage the arts (visual, literary, and performing) to harness these skills in new and meaningful ways for leaders. Even complete novices (like me) can iterate more effectively, innovate, and accelerate their progress by learning and using the artist's vision and tools.
Innovation is often sexy, but it's not magic. It takes careful attention and iteration to turn an idea into an outcome — a product, service, or approach that delivers value to customers and the business. Smart CEOs incorporate the three additional techniques above into their iterative process to unlock the power of experimentation and learning more quickly and effectively.