Is there a sketch of the successful innovator?

The characteristics of innovative individuals

Research by Jeffrey Dyer, Hal Gregersen and Clayton Chistensen published in 2010 has led to the identification of five 'discoverer skills' that distinguish the most creative people in business contexts. We talk about the DNA of the innovator. The question we must ask ourselves is: are innovators born or do they become innovators?

Associating

It is the ability to make associations allows one to effectively relate seemingly unconnected questions, problems or ideas, and is fundamental to the innovator's DNA. 

Everyone happens to access a range of information, be exposed to stimuli and observe. In these activities, our brain acquires information, such as fixed points that can be connected with different relationships between them and it is our ability to connect and associate that gives rise to a more or less defined image/design. Everyone, in making associations, generates their own design, their own mind map. 

This phenomenon is called the 'Medici effect', referring to the creative explosion that occurred in Florence when the Medici family brought together exponents from a wide range of disciplines - sculptors, scientists, poets, philosophers, painters and architects. Through their interactions, new ideas flourished at the intersections of their respective fields, thus giving rise to the Renaissance, one of the most inventive eras in history.

Take home: expose yourself to diversity!

Questioning

More than fifty years ago, Peter Drucker (influential management essayist and writer) described the effectiveness of provocative questions. 

"The important and difficult thing is never to find the right answers; is to find the right question'., he wrote. 

Innovators constantly ask themselves questions that question traditional logic and the status quo. Innovative entrepreneurs, on the other hand, are much more willing to question assumptions. 

In his book The Opposable MindRoger Martin writes that innovative thinkers "have the ability to conceive two diametrically opposed ideas." And he explains: "Without panicking, nor focusing on one alternative or another, they are able to produce a synthesis that is superior to both opposing ideas“.

Having threats/constraints is a source of innovation! The most fruitful questions impose constraints on our thinking and act as catalysts for original ideas. Necessity or constraints sharpen ingenuity!

Asking oneself or others to imagine a completely different alternative can lead to truly original insights.

Questions to ask: What would happen if we were prohibited by law from serving our current customers? How would we make a profit next year? What would you do if you had not already hired this person, installed this machine, implemented this process, acquired this company or pursued this strategy? Would you do the same thing you are doing today?

Take home: ask questions of yourself and others, question without assuming!

Observing

The 40% of new ideas in a company comes from outside, not from within. Observe what others do not only in your business but also what others do outside, in other contexts - look outside your own garden - observe your own customerstheir own suppliers and their own competitors. 

Innovators go carefully, intentionally and consistently looking for small behavioural details - in the activities of customers, suppliers and other companies - to get insights into new ways of doing things.

Observers experiment with all possible techniques to try to see the world in a different light. Akio Toyoda, president of the Toyota Motor Corportation, regularly applies the philosophy of the genchi genbutsu - go and see for yourself on site - which Toyota is inspired by. Direct observation is structurally part of the culture of the large Japanese car manufacturer.

Asking is not enough. One must observe. Henry Ford says: "If I had asked my customers what they wanted, their answer would have been: faster horses'.

Take home: observe customers and hypothesise new ways of creating value for customers by observing their behaviour. Observe suppliers because they can give you ideas! Observe competitors because they can inspire you!

Experimenting

Edison, a well-known American entrepreneur and inventor (also the inventor of the light bulb), said: I have not failed. I just found ten thousand solutions that don't work.
The world begins and ends with their workshop. Through the experimentation develops the learning by doing.

Unlike observers, who intensively study the world, experimenters construct interactive experiences and attempt to provoke heterodox reactions to see what indications may emerge.

There is a Chinese saying that emphasises the importance of doing and experimenting: I forget what I hear - I remember what I see - I understand what I do.
The importance of doing, practising, experimenting, making mistakes!

Take home: do not deny yourself the chance to try, experiment and fail - you learn through failure!

Networking

If innovations come from outside, then it is important to create channels through which new ideas, resources, etc. can flow. 

Devoting time and energy to the development and testing of ideas through a network of people from heterogeneous backgrounds gives innovators a completely different perspective. The network must include frequent and structured relationships (strong ties) and spot reports, various, diverse (weak ties). 

Innovative entrepreneurs want to meet people with different ideas and perspectives in order to broaden their knowledge. 

Take home: let us be open to diversity and cultivate not only established relationships, but also new relationships, spots, going off the 'beaten track' to explore new paths! 

How to help people innovate?

Innovative companies enable their employees to:

1. Making observations
2. Making associations
3. Asking questions and questioning
4. Networking and activating relationships
5. Experimentation 

If we want to have people with these characteristics we must:

• Paying attention to the selection of people, in addition to specialised vertical competence, these five skills are needed.
• Create internal conditions for this to happen. 

Investing in training and opening up the forma mentis also with continuous updating of skills (up-skilling e re-skilling).
An individual's capacity for innovation is not a genetic predisposition, it is the result of active engagement. Apple's slogan, Think Differentis suggestive but incomplete. 
To think differently, innovators must act differently.Understanding, reinforcing and institutionalising the DNA of the innovator companies can find ways to more effectively ignite the creative spark in all employees.

Bibliographic references

• Dyer, J., Gregersen, H.B and Christensen. C.M. The Innovator's DNA. Harvard Business Review 
• Pisano G. 2019. The hard truth about innovative cultures. Harvard Business Review 
• Mazzucato, M. 2014. Lo stato innovatore. Laterza Publishers 
• Shilling, M. 2017. Innovation Management, McGraw-Hill
• Sobrero, M. 1999. The management of innovation: strategy, organisation and operational techniques. Carocci 
• Sorensen, J.B and Fassiotto M.A. 2011. Organisations as fonts of entrepreneurship. Organization Science 22 (5)