When we propose a novel concept that disrupts cherished assumptions and tacit expectations, we need to expect hidden criteria to surface. Hidden criteria are the crutches decision-makers lean on as they attempt to block something truly disruptive because it is frightening or destabilising. Hence, the importance of understanding the relationship amongst hidden criteria, novelty and the gag reflex.
It’s Christmas Eve, and I’m mulling the production of A Christmas Carol presented by 9-13 year-olds at my daughter’s stage school in London last Saturday.
Dickens’ story is understandably a classic. It’s one I’ve revisited, in one form or another, for each of the 40-something Christmases I’ve celebrated. This year, though, I’m seeing it with new eyes. And, finally, it strikes me that A Christmas Carol is a parable for the plight of innovation within organizations.
The 60-minute session I led at a Creativity Lab afternoon hosted by the UK Market Research Society (MRS) in Londonbegan with a glimpse at the story of This One's 4 Ruby which is always special to share. We moved from there to wishes. The phrase "I wish…." is a powerful one for innovators and inventors. It was great to hear the rustle and occasional gentle laughter as people allowed themselves to wish.
“StoryForm”: A work in progress
StoryForm is a new project Throughline is gestating. The aim is to create a tool for driving, inspiring and shaping BUYING (business and consumer purchasing) and BUY-IN (commercial decisions, especially around innovative concepts). As such, it relates to and also goes beyond our work in KILN around catalysing innovation.
This post summarises the key stimulus and sources I drew on when first formulating StoryFORMs. It was first published in May, 2012 on Throughline.
Open workshops provide a fascinating way to experience StoryFORMs, by working alongside people from other businesses, tribes and settings. The next open workshop will be held in Central London on Friday 8 November. Book now, as the days will somersault and we'll be at Friday in no time.
Link to an article written by an enterprise software product manager named Hutch Carpenter that offers a lens on jobs to be done. The piece gets practical about how to elicit from customers what they are trying to do.
Software development offers a great lens on product development across industries. If you are about making great products and you're not reading upon software development strategies and tactics, regardless of the industry where you work, I suspect you're missing a trick or two.
An excellent question came my way last week from a delegate on the Pg Dip Entrepreneurship course at Cambridge University's Judge Business School .
How is StoryFORMs different than Mission & Vision?
This post aims to explain that mission, vision and value statements typically don't arise from an exploratory process like StoryFORMing, and typically don't enable as such as wide range of activities.