Need to Kickstart Innovation? Start With an Innovation Field Trip

Futurist Lisa Bodell helped us launch The Comunicado Interview nearly three years ago with her point-of-view on innovation. A tireless leader of the innovation movement (she also pioneered the Innovation Field Trip) things have evolved since she founded futurethink, the world's largest online catalog of innovation research and tools. 

What has changed most about futurethink since its launch?
We're more convinced than ever that our "how-to" positioning of innovation is spot on. I dedicate 50 percent of my time speaking to all types of organizations about innovation. People don't ask me why they should innovate, they ask how. They are starting to understand what innovation can do for them. Now they need help getting it done.

"People don't ask me why they should innovate, they ask how."

Tell us about your innovation field trips. What can one expect from these outings?
Our field trips are often the first time many teams get a hands-on innovation experience, which is why people love them. We engage teams in a half or full-day of hands-on 'innovation immersions' around New York City, covering 8-10 destinations along the way. We provide intimate access to one-of-a-kind places such as the Samsung Experience Store, KidRobot studios, the ING Café and StoryCorp.

"We engage teams in a half or full-day of hands-on innovation immersions." 

How do you connect the Innovation Field Trip with the participant's own situation?
We start by explaining that these field trips do more than just ignite creative thinking. They make connections. They help generate ideas by tying the range of destinations to the participant's business. We ask 'Think About' questions along the way; and the experience culminates in a team brainstorm session. Participants share their favorite, most intriguing destinations and the thoughts it sparked for how they can add innovative, unique qualities to their own value propositions.

"Innovation Field Trips do more than just ignite creative thinking. They make connections between the places we visit - and the participant's own business situation."

What do your field trips typically produce for the participant?
They are perfect for anyone who needs a starting point. And they are good refreshers for innovation champions - who tell us all the time that our field trips help them deposit more ideas in their innovation pipeline than at any other time during the year. 

How else do you help clients get started?
We helped the American Express OPEN team kick off a two-day event to ignite their innovation pipeline. We facilitated a phenomenal team of futurists, thought leaders, and small business owners to fuel new thinking and new ideas.

We also helped Citigroup's Global Custody team create their Idea Funnel Program, a quarterly "idea generation jam" that draws upon the talents of 50 business leaders around the world in a live brainstorm. They also use our innovation field trips in New York, London and Dublin to generate out-of-the box ideas by getting out of the office.

"Sessions like this help business leaders bring innovation to life. Together, we construct practical steps that can be taken right now to bake innovation into the DNA of the organization."

What's been the most important learning for your client teams, such as those from American Express and Citigroup?
That creating an innovation climate isn't a one-off effort. That it must be constantly fed it in a variety of ways to keep people's 'brains' on their toes!

Have you seen an increased urgency around innovation?
Most definitely. Big cost-cutting strategies as a means for driving business advantage have largely run out of steam, which has put more urgency around innovation. But innovation practitioners need proven tools and techniques to get started now.  A year ago, we made the decision to build the largest catalogue of innovation research and tools in the world.  It turned out to be a smart move.

What do your customers value most about your catalogue of research and tools?
Innovation leaders tell us they feel refreshed - even relieved - to get their hands on our innovation framework and our diagnostic tool, which helps them assess their organization's current maturity level in building a climate of innovation. When they see our substantial set of tools and techniques to start putting things in place, cost effectively, and simply - they can hardly believe it.

What's the biggest obstacle companies face when they try to burn innovation into their everyday cultures?
Lack of leadership is without a doubt innovation's biggest challenge. People have the passion to innovate... it's the permission they lack. Spend five minutes with an innovation team and you'll see there's little time set aside for new ideas, no real budget, and few resources to move projects forward. For many business leaders, innovation is no more than a buzzword, simply because they haven't put any teeth into its execution.

"People have the passion to innovate... it's the permission they lack."

Do innovation and risk go hand-in-hand?
Yes, but risk comprises only half of the equation. The other half is about managing organizational change.  Many managers talk a good game around innovation, but kill innovative ideas that present unacceptable levels of risk, including that posed by organizational shifts that will inevitably occur as a result of changes in vision or strategy.

What's your advice to these types of organizations?
If you're going to see benefit from innovation you've got to define your tolerance for risk, then communicate it loud and clear to the organization. If business leaders define the boundaries of 'smart risks' their people will comfortable taking them. For example:

• "We will fund strategically aligned ideas up to $30,000. Teams have 3 months to provide a viable business case - at which point they can receive further funding, or the idea gets killed."

• "We will involve legal in our selection process to help measure the risk of our ideas."

• "We expect that 20% of all ideas will fail" (and that 80% will succeed!)

At futurethink, we help our clients take smart risks vs. stupid ones. Defining risk and setting its boundaries helps people frame their innovation initiatives. It gives them permission and encouragement to be innovative - to take risks, but to also know what type of boundaries have been set and what type of resources have been made available.

"If executives define the boundaries of 'smart risks' their people will become more comfortable taking them."

What's next for you?
For now, I'm going to gaze at the Pacific Ocean at a think tank meeting I'm attending in Hawaii. Life in innovation land is good. 

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More about Lisa Bodell
Bodell began her career at Leo Burnett in Chicago. After moving to New York, she headed account management teams at BBDO - and later started the New York office for Eagle River Interactive. Bodell co-founded Harvest Communications, an award-winning marketing and branding firm, which served industry leaders including Citibank, American Express and Merrill Lynch. A seasoned, sought-out speaker, she's also taught marketing courses at American University and serves as an MBA mentor at the University of Michigan. She founded futurethink in 2004.

Write to Lisa Bodell or visit http://getfuturethink.com