1. The Machine Gun. Sir Hiram Maxim invented th first self-powered machine gun in 1885. He used the recoil power of the previously fired bullet to reload thus enabling a high rate of fire. The machine gun was a highly effective static and defensive weapon which was ideal for mowing down advancing infantry.

2. Barbed Wire. Barbed wire was patented by Lucien Smith in 1865 in Ohio in the USA. It was developed as a way of containing cattle on the great plains of the American mid-west. However, it proved to be a cheap and deadly defensive technolgy in warfare. It completely negated the effectiveness of cavalry (which was still used by all armies until this time). It was also very difficult for infantry or artillery to cut through it.

3. The Telephone. The Scotsman Alexander Graham Bell invented the telephone in 1876. The First World War was the first time that the telephone was used extensively by generals and their staffs to communicate with front lines and to issue orders. Lines were laid to all forward positions in the trenches. This was very useful in defence. News of enemy attacks could be quickly relayed and forces redeployed. However, the telephone was not much use when you attacked as you could not immediately take the lines with you. If you took an enemy trench you did not have the means to tell your remote commanders where you were or what you needed.

The British and French introduced the tank during the war but it was not until after the war that it was developed into a fast, robust and effective weapon. Machine guns and barbed wire were no match for it. Furthermore the development of planes and parachutes meant that static lines of defence could be outflanked.

The timing of World War I meant that the generals had excellent defensive technologies but lacked effective offensive options. It was these technologies that shaped the war into the dreadful slaughter that it became.

See also – World War I – Misrepresentation of a Conflict

Paul Sloane

a)    An explanation of why innovation is critical for the organisation.

b)    A list of some of the key areas where innovation is needed – e.g. launching new products or services, breaking into new markets, replacing processes with better ones, finding new ways to source materials, reducing costs, recruiting and motivating people, partnering and so on.

c)     A request for every employee to contribute his or her ideas.

d)    A commitment to listen and respond to all ideas.

e)    A commitment to allocate resources – in particular time, training and money – for creativity, idea development and innovation.

f)     An idea management and evaluation process.

g)    A determination to look for ideas from all sources including outside the organisation.

h)    An affirmation of a positive attitude towards risk and failure.  In particular employees will not be criticised or blamed for honest innovative endeavours that do not succeed.

The Declaration of Innovation becomes a manifesto for change in the organisation.  It endorses the vision, culture and processes of innovation.  It is made available to all employees.  New starters get it as part of their documents of employment.  It is available on the intranet.  It is a powerful reminder to everyone that innovation is not just a buzzword; it is part of the DNA of the organisation.

Taken from The Innovative Leader published by Kogan Page

Paul Sloane

IKEA in Australia has experimented with a section called Manland.  It is basically a creche for husbands and boyfriends with low retail attention spans.   It has table football, video games, sports channels etc.  A woman can leave her man there and take a buzzer to collect him when she is at the check-out.  It is corny and sexist but it is getting a lot of media coverage.

Tesco faced a tough challenge in Korea where they had far fewer retail outlets than the market leader.  So they created virtual stores in subways.  They have large poster displays that look like retail shelves.  Each picture of an item carries a QR code.  Busy commuters, while waiting for their trains, can use mobile phones to snap the QR codes and order the goods online.  The shopping is delivered to the home later that day.  More details in this video.

Proctor and Gamble and Mall.cz are trying a similar idea in Prague.  I expect we will see many more examples of mobile retail creativity and innovation in shopping generally.

Paul Sloane

One of the problem analysis exercises that I run on my Creative Leadership workshops is called Why, Why?  You state the problem or challenge and then ask the group why.  You write down their answers and for each one you ask why.  You keep asking why – just like a little child.  This carries on and in the process you gradually reach deeper and deeper into the underlying issues.  The object of the exercise is not to solve the problem but to unpack it and to reach a fuller understanding of the causes.  You then prioritise the causes and brainstorm to find solutions for the most pressing.

At work we tend to ask one or two questions and then plunge into ideas and discussion.  But by asking more questions, and more basic even childish questions, we can discover insights that challenge our assumptions and allow us to reach deeper issues and better solutions – just as Edwin Land did.

Paul Sloane

1. Understand his objectives and motivations.

Selling an idea is like selling any other product.  You have to understand the needs, motives and priorities of the customer.  What are your boss’s ‘hot buttons’?  What are the issues that really worry him?  Is he motivated by pride, ego, money, career advancement, power, recognition or does he want an easy life?  If you can discover his goals and his motivations then you can try to present your idea in a way that plays to them.  Stress the outcomes of the idea that will help him in one or more of these fields.  (Of course your boss can be male or female but for simplicity the boss is referred to as ‘he’ rather than ‘he or she’).

2. Understand his decision making style.

How does your boss make decisions?  Does he prefer numbers, reference from trusted sources, evidence of proof elsewhere, avoidance of risk, logic or emotion?   Does he make quick decisions or does he like to chew things over for a while?  A recent article in Harvard Business Review by Williams and Miller identified five different styles of decision maker.  If you know which style fits your boss then you can tailor your message to give it the best chance of success.

3. Align your idea with corporate objectives.

It will help if you can show that your idea fits with current corporate objectives.  Show clearly that the suggestion will benefit the larger organization.

4. Choose the right time.

Don’t barge into your boss’s office at the end of a hectic day and buttonhole him with your great idea.  Chances are he will simply say no.  Instead ask him for some time to discuss an important issue and mention the benefit.  ‘Can you spare 20 minutes first thing tomorrow morning to review an idea to significantly improve departmental productivity?’  Don’t give the idea away now – you need his full attention to cover it properly.

5. If he is risk averse sell risk avoidance.

Sell the benefits of the idea and try to match them to his needs and priorities.  Show that you have thought about the risks, costs and downsides.  If your boss if risk averse then stress the risks of not implementing the idea.  ‘If we don’t seize this opportunity now, other departments could step in ahead of us and gain an advantage.’

6. Don’t ask for approval, ask for suggestions.

With some bosses it is better not to present a fully formed plan but simply to introduce the concept and ask for his input and advice.  Do this if he prefers to discuss things and shape them rather than review and approve.  This way you can let him form his version of the idea and claim the credit.  You will have the quiet satisfaction of knowing that it came from you.

7. Build a coalition of supporters.

With some ideas it is better to gain some initial support before asking for approval.  Who do you need on your side to help push the idea through?  Have a chat with them first.  ‘I checked with Betty in IT and with Bob in HR and they agreed that we can resource this if it is approved.’

8. Try the company suggestions scheme.

If your boss shows no interest (and probably never will) then you can always try the official suggestions scheme.  The evaluator may see the merit of the idea.  In any event it is registered and that means it can be discussed in the open.

9. Build it anyway.

This is the ultimate act of confidence and bravado.  Do it in your own time as a ‘skunk works’ project and then you can demonstrate the prototype to garner support.  Present it as a fait accompli and boldly shrug off any notions that it needed prior approval.

There is considerable evidence that middle managers block innovations.  So if you want your idea to succeed you will need a clever way of gaining approval.  Don’t give up; your organization needs innovators!

Paul Sloane

Oticon, the innovative Danish hearing-aid manufacturer, broke the conventions of corporate structure when it tore up the hierarchy and created what became known as a ‘spaghetti organization’. People are not allocated to departments but move from project to project. The system looks chaotic in a conventional sense but Oticon have achieved remarkable success with it over a period of ten years.

Another celebrated example of this approach is W L Gore & Associates, manufacturer of the world famous GORE-TEX® fabric. It was the first company to stay top of the The Sunday Times ’100 Best Companies to Work For’ list three years in succession.

Gore’s unusual approach involves teams forming for projects and selecting their own leaders. There is no formal executive structure and you are appraised by your peers. Associate John Housego, Livingston plant leader, explains: “You quickly learn what it means to be a real team player. Many companies profess to foster team spirit, but at Gore your contribution is rated not by an individual, but by your immediate team.”

There are many examples on the internet of communities that come together for a common purpose and largely manage themselves. Wikipedia is a good example.

It appears that successful organizations of the future will not resemble the hierarchical structures of the past. They will be fluid, adaptable networks. People will coalesce into teams to accomplish certain tasks and then reform into new teams. A useful analogy is a theater company. Everyone agrees a common goal – a vision of a brilliant team performance. Each person learns their part in the play and fulfills their role in a creative and high quality manner. Then there is a fresh objective – a new play with a new director. The actors and support staff have entirely different responsibilities. The person who was a star before is now in a supporting role. But everyone shares the common purpose – to put on a great performance and to delight their customers.

Paul Sloane

2.  Pilots are appropriately scaled for projects and analysed. 

3.  Reversible innovations can be tested speedily and at small scale before being rolled out more widely.