We wanted to start off the book by clarifying what we mean by producing innovation in the context of an organization. The Innovation Equation is a way of making the distinction between products and services that are new without necessarily being innovative. We’ve used examples that seemed fresh to us in 2007, but by now may be a bit dated—the iPod has been eclipsed by the iPhone as a go-to model of innovation, and perhaps it’s overexposed as well. And while the :CueCat may be memorable for people who were active in technology in the 1990s, others haven’t heard of it at all.
By starting to define the complimentary activities required to produce innovation, we hoped to make it a little less daunting. Did it work? We’d love to hear your thoughts.
What seems to be working
- We believe the Innovation Equation (vision + invention = innovation) is a useful way to begin framing the discussion by outlining the complimentary activities which are required to innovate.
- The Innovation Equation also explains that innovation is both harder and easier than you might have thought. Is that coming through in the final pages of the chapter?
Areas that need work and feedback
- We have been thinking it would good to introduce a bit on how “purpose” drives an organization. We have ideas for what content might work well, but what would you include?
- We definitely need more up-to-date examples than the ones we wrote about in 2007! What would you suggest—for Poor Vision and Invention, good Vision, good Invention, and Successful Vision+Invention?