New York, NY 2/21/2011 – Innovative thinking and effective creative problem solving strategies are the defining qualities of today’s most successful advertising and marketing agencies. So to help its member agencies remain at the top of their industry, Worldwide Partners, Inc., the world’s largest international network of owner-operated advertising and marketing communications companies, will feature SmartStorming Brainstorm Leadership Training at its upcoming Second Annual Creative Summit, to be held in Krakow, Poland, on March 2-4, 2011.

SmartStorming is an advanced group idea-generation system that eliminates the fundamental weaknesses of traditional brainstorming. The only brainstorm leadership training of its kind, SmartStorming transforms workshop participants into brainstorming experts, armed with a range of problem solving techniques, creative thinking exercises, brainstorming activities and leadership skills necessary for planning and leading highly effective brainstorms.

“When you think about it, what is brainstorming? It’s the first, essential step in the innovation process,” said Mitchell Rigie, partner and co-founder of SmartStorming LLC. “Unfortunately many companies don’t have a clue how to brainstorm effectively. It’s estimated that over 90 percent of the people leading brainstorms, in any industry, have had no training whatsoever in how to do it.”

Attendees at the upcoming WPI Creative Summit will soon be among the other 10 percent. Workshop participants will learn SmartStorming’s systematic, step-by-step process for planning and leading highly effective brainstorms. Topics include: how to pre-plan sessions for greater success, how to stock the creative pond, how to manage challenging personalities, a wide range of creative problem solving activities and how to select only the very best ideas.

“This is the first time SmartStorming training will be offered outside the U.S. It’s really an exciting opportunity to share our system, that’s already being used by leading agencies in New York, with this outstanding global network of agencies,” said Keith Harmeyer, Rigie’s partner at SmartStorming.

To learn more about SmartStorming and Worldwide Partners, Inc., visit SmartStorming.com and WorldwidePartners.com.

Allan Snyder and his amazing thinking cap creation

If you are one of the many people who consider themselves “creatively challenged,” take heart! There is hope for you yet!

Reported today in The Sun, scientists have finally created a real live “thinking cap.” That’s right – a device that works by “zapping electricity through the brain” in order to suppress more logical, linear “left brain” thinking and, therefore, enhance “right brain” creative activity.

Huh! Go figure!

According to the article, the device “was inspired by accident victims who experienced a sudden surge in creativity after damaging the left side of their brains.” WHOA! Really??? One of the device’s creators said that the goal of the device is “to suppress habits and opinions gathered through life experiences to help users see problems and situations as they really appear.”

“The dream is that one day we may be able to stimulate the brain in a particular way to give you, just momentarily, an unfiltered view of the world.”

I’m not entirely sure what to say about all of this. On the one hand, in a society where we all seek a “pill” to solve every challenge we encounter, from weight gain to hair loss, this “brain zapper” is a perfectly understandable development. On the other, do we really need such a “brain zapper” to tell us that creativity happens when, for whatever reason, we are able to view the world in an “unfiltered” way?

We all have this ability – really – even without the miraculous, magical and mystical brain zapper. We simply need to “quiet” that part of our minds that tells us what is and is not possible, what is right and wrong, and to look at the world for just a moment, as the scientists said, “with a child’s view.” That is where creativity is born. No external electricity source necessary.

But who am I to judge? For those who feel the brain zapper (can’t help thinking about a bug zapper, mercilessly frying mosquitoes and other flying insects on my mother’s patio) would be helpful, go for it. Maybe under its influence, you’ll be able to invent – the next generation brain zapper!

For me, I’ll just keep on battling that big box my “left brain” constructs around my creative consciousness. I’ll keep asking that miraculous, magical and mystical question, “What if?” and see what answers come to, uh… mind. And maybe, if I’m lucky, I’ll keep on being creative without having to plug in.

Give it a try. “Plug in” to the part of your mind you forgot – the part you used as a kid, when you were a soldier, or Barbie, or a cowboy, princess or astronaut. The part that asked, effortlessly, “What if?” – and then provided an answer, just as effortlessly.

ZAP!!!

It would appear that our government has realized that our ability to recover from economic crisis, to generate new, worthwhile jobs, even to remain competitive in the global marketplace, will be due, in part, to our ongoing ability to innovate.

Innovation – it is no longer a quality of only a few, select, forward-thinking corporations. It is the benchmark of success in every industry. The ability to continuously reinvent yourself, to anticipate customer needs and desires, and to provide solutions – even before they know they want them – is the 21st Century “business as usual.” ”Innovate or Perish” is the new Darwinism.

And the birthplace of every innovation is an idea. Certainly it takes much more to fully realize meaningful innovation. But without fresh, new, paradigm-shifting ideas, you have nothing. Learn to generate a continuous supply of fresh, new ideas, and you are on your way to being as innovative in your field as Apple, Facebook and Google are in theirs.

In a recent, much-referenced study conducted by IBM Global Business Services, a group of over 1,500 CEOs in 60 nations and 33 industries agreed that “creativity” is now the most important leadership quality for success in business.

Not “global focus,” not “integrity,” not even much heralded “sustainability.” But “creativity.”

Steven Tomasco, of IBM Global Business Services, found the result surprising, considering that we have just come out of (hopefully) an historic economic downturn the likes of which most of these CEOs have never experienced in their professional lives.

In terms of actual percentages, 60% of those surveyed ranked “creativity” in the #1 spot. Second was “integrity.” (With all due respect to Steven Tomasco,we would suggest this is the more surprising result in this era of “the end justifies the means” corporate management.)

In fact, for those fortunate enough to have had access to the crystal ball of business success over the past several years, in our new “innovation economy,” that “creativity” holds the #1 spot is hardly surprising. In fact, it is expected.

If there is a secret of business success today, it is the willingness and ability to continually reinvent one’s value proposition, deliver ever-increasing value to customers and recognize that the consumer calls the shots—every shot.

Consider that 88% of CEOs surveyed also ranked “getting closer to the customer” as the #1 area of focus, followed closely by “people skills” (81%) and “insights and intelligence” (76%).

Creativity, people skills, insights/intelligence… it all boils down to a consumer-driven success model.

The dominant businesses in today’s marketplace understand this. They work diligently to stay one step ahead of the consumer’s need. It’s no longer about the ability to respond—it’s about the need to anticipate. Give your customers what they want—before they even know they want it—and you will rise to the top of the competitive corporate food chain. Fail to do so, even for a moment, and prepare to fall, rapidly.

So what does creativity have to do with all of this? Why is it necessary to “think outside the box” in order to meet consumer demand?

Because your customers don’t have a clue what they will want tomorrow—even though they want it now. And they are not going to tell you; that’s too much work. They want you to tell them; and when they see it, they’ll know it. Tell them what they want, and if you are correct, you win the brass ring. And if you don’t, someone else most certainly will.

There’s a bit of alchemy involved in this, the ability to ask, “What if?”

“What if my customers had <fill in the blank>? How would it make their lives better, easier, more productive?”

This business model is not for the faint of heart. It is not built upon market data (backwards focused), proven successes (backwards focused) or established business practices (backwards focused). It is built upon vision…and the ability to manifest it.

Apple understands. So does Google. Microsoft did once. So did AOL and iomega and countless others who have tripped, stumbled and gone plummeting off the front pages of the business press. Business success means redefining oneself daily. These surveyed corporate leaders know this, even if they are not presently doing it. Those who will ultimately act upon it will be around to respond to the next IBM survey. Those who don’t???

What if? That is the pressing question. Can you provide the answer?

June 16, 2010

On the evening of April 20, 2010, methane gas shot out of the drill column on one of BP’s offshore oil platforms, Deepwater Horizon. The gas quickly ignited into an explosive fireball. Thirty-six hours later the flaming platform sank a mile deep below the surface of the Gulf.

The fiery demise of Deepwater Horizon was only the opening chapter of an ongoing disaster that continues to release an estimated 20,000–40,000 barrels of crude oil into the Gulf each day, resulting in a deadly oil slick that covers over 2500 miles of surface area… and is still spreading.

To date, every attempt on BP’s part to stop or control the flow of oil has ended in failure. The only glimmer of hope for easing the crisis lies at best weeks, or more likely months away, with the completed drilling of relief wells. The challenge facing BP (and all who assist them in their effort) is just how to plug a leaking pipeline in waters so deep, the pressure could crush a submarine. It has been said that the task is much like attempting to thread a needle while wearing boxing gloves.

If the world ever needed inspired innovative problem solving, it is now!

Why is BP experiencing one failure after another at such a critical time? The obvious answer is that they have not arrived at a workable solution. Assuming the task is not an impossible one, the real fault lies in, or is at least exacerbated by, the company’s approach to problem solving. It appears that BP has approached this unprecedented challenge from a conventional industry problem solving mindset, rather than from highly creative and collaborative approach—a classic example of too much linear thinking, and not enough imagination.

Like a creature of habit, the company has attempted to adapt conventional land-  and shallow water-based approaches to solve an extreme (unconventional) problem taking place 5000 feet below the surface. Meanwhile many thousands of unorthodox suggestions have been offered by inventors and creative problem solvers, only to be ignored by BP and the federal government—while the oil continues to flow.

Innovation, desperately needed in such an unprecedented event, is fueled by new ideas, not by rethinking or refashioning the status quo.

So if you had to choose one organization or government agency to rise up and take on this mission impossible, who would you call?

Our vote would have to go with NASA!

Why NASA? Who else has a proven track record of experience, expertise and ingenuity for solving tough challenges in the most remote and inhospitable environments in the universe?

Consider the Apollo 13 crisis, when an oxygen tank ruptured and severely damaged the command spacecraft on its way to the moon. The agency acted swiftly to transform the Lunar Landing Module into a “lifeboat” for the emergency return trip to Earth. Despite a near complete loss of cabin power and heat, shortage of drinkable water, and improvised fix of the carbon dioxide removal system, NASA used creativity and innovation to beat the odds and bring the astronauts safely home to Earth. Sounds a little like threading a needle while wearing boxing gloves. Clearly NASA has the Right Stuff!

There doesn’t seem to be an extreme challenge the agency can’t solve, whether it’s inventing fixes for bulky solar panels aboard the space station hundreds of miles above the earth, or jump-starting land rovers, 125,000,000 miles away on Mars, in -80 degree F temperatures.

If the Deepwater Horizon spill were approached from a completely new perspective (say by the men and women who designed and built the International space station?), is there really much doubt that a solution could be found? What’s a measly mile below the Gulf surface when you’ve successfully done rover repair 125,000,000 miles away?

The sooner BP begins to question their self-limiting assumptions, open their minds to new and different viewpoints, and starts to creatively collaborate with visionary idea partners, the sooner they will discover the innovative solution they and the world so desperately need.

Originally appeared on South Florida’s SunSentinel.com – June 05, 2010

In many ways I was thrilled and encouraged by Bob LaMendola’s story in the May 28 Sun Sentinel, “Inventors brainstorm ways to plug oil spill.”

As a native New Orleanian, and now a part-time resident of South Florida, it is gratifying to read about so many smart, engaged and concerned South Floridians employing their creativity in an effort to help reduce the impact of this terrible disaster that threatens to alter our lives for decades to come.

That said, it is troubling to learn, not only here, but in virtually every report on BP’s and the government’s response to the spill, how slow, pondering and uncreative their efforts have been, especially in today’s innovation-driven society.

Innovation, which is clearly needed in this unprecedented event, is fueled by ideas, not by rethinking the status quo.

The situation in the Gulf worsens not every day, but every second. A few fewer engineers and a few more creative thinkers at the table may have had this problem solved weeks ago.

It is interesting to note that a recent survey of 1,500 chief executives, conducted by IBM’s Institute for Business Value, shows that CEOs identify “creativity” as the most important leadership competency for the successful enterprise of the future. And yet, corporate behemoths like BP, and even our change-oriented administration, continue to function in the ways of the past.

We can only hope that sooner rather than later, the real innovators in our world will assume greater positions of influence. Perhaps then, disasters such as these will not only be addressed faster, but may not happen at all.

Keith Harmeyer, Hollywood, FL

We plan to write our own post about this topic in the next few days. But in the meantime, for any of our readers who may have missed it, check out this excellent article in Fast Companyabout a provocative study conducted by IBM Global Business Services. The results are exciting and thought provoking.

The Most Important Leadership Quality for CEOs? Creativity

A recent article on CNN.com, “Learn the five secrets of innovation,” by Mark Tutton, focuses on the results of a six-year study conducted by professors from Harvard Business School, Insead and Brigham Young University. 3,000 executives and 500 innovative entrepreneurs were involved in the study, which also included interviews with the likes of Jeff Bezos (Amazon) and Michael Dell (Dell Computers).

The results of the study are hardly earth shattering. But they are important for anyone interested in developing their innovation chops and enjoying the resulting rewards.

The verdict? “Coming up with brilliant, game-changing ideas is what makes the likes of Apple’s Steve Jobs so successful…”

Stating the obvious? Well maybe not to everyone.

Business leaders around the world are struggling to crack the code of innovation. They focus on re-structuring, re-invention, short-sighted innovation initiatives, revolving door consultants, creativity boot camps, etc.

But apparently what it all comes down to is the ability to generate great ideas. Do that well, and all the other stuff more easily falls into place – if for no other reason than the fact that you are generating great ideas about those things, too.

From "Learn the five secrets of innovation," by Mark Tutton, CNN.com

According to the study, there are 5 key skills necessary to be a prolific innovator (a.k.a. idea-generator) – associating, questioning, observing, experimenting and discovering.

It seems these skills have more to do with how one acts as how one thinks. Prolific innovators are always proactively searching for new ideas, new connections, new perspectives. Theirs is not a passive activity; they don’t sit around waiting for the Muse to visit or the lightning bolt to strike. They pursue ideas daily and relentlessly.

It is this skill set, this business activity, that will forever more be the definer of success.

So how can you ensure you have a whole army of Steve Jobses generating innovative thinking in your organization?

Remove the impediments and allow it to happen. Create an environment that facilitates idea-generation. Nourish it with acknowledgment, training, tools – and rewards for achievement. In a recent post here, “Google’s 80/20 Formula – It can work for you!” we briefly described Google’s take on the issue… encourage employees to spend 80% of their time on core projects, and 20% of their time on “innovation” activities that peak their own personal interests.

How much does your organization to do foster innovative thinking? Do you invest 20% in it, like Google does? If you did, what returns might you realize?

The ability to generate innovative thinking is not an inherent trait; it is based on a set of skills that anyone can learn and develop. Exposing yourself to new ideas and observing the world around you can drive innovation.

All it takes is doing it. As one of the men behind the study, Insead’s Hal Gregersen, put it, “Studies have shown that creativity is close to 80 percent learned and acquired,” he told CNN. “We found that it’s like exercising your muscles — if you engage in the actions you build the skills.”

Start building your innovation muscles now. And watch the ideas start to flow.

After all, when you cut through all the hype and Ivy-tower debate, innovation at its core is really just a child’s game of connecting the dots in new and imaginative ways.

It’s a well-known fact that Google employees are encouraged to spend 80% of their time on core projects, and 20% of their time on “innovation” activities that peak their own personal interests. This 80/20 formula can also work for any organization that desires to ramp up its innovation spirits. Here are some helpful tips we found on the Mama Bee blog. Mama Bee is an information site for working mothers in the corporate world.

Google’s 80/20 Innovation Model

The ITO (Innovation Time out) policy encourages Google employees to spend 80% of their time on core projects, and roughly 20% (or one day per week) on “innovation” activities that speak to their personal interests and passions. These activities may benefit the company’s bottom line – as in the case of Gmail, Google News, AdSense and Orkut. But more importantly they keep employees challenged and engaged in ways that aid retention and keep staff learning and growing.

Imagine a scenario where you could spend 20% of your time on projects that you think could benefit your company or world, and that you “own.” That could stimulate you to think differently and passionately about the other 80% of your work, leading to a more fulfilling professional experience

Of course, this model works well for developers, engineers and other creative types. What about for the rest of us? Is there an 80/20 innovation model that could help your administrative assistant do his or her job better? Help middle managers make the leap more effectively to senior staff? Energize senior staff by offering mentoring and stewardship opportunities around such projects?

Innovation is the key for companies surviving this economic downturn. Here are some thoughts on implementing an innovation policy in your workplace:

1. Create a formal process for project selection, monitoring, and evaluation. At Google they track innovation time and know exactly which projects are being pursued. Employees who want to take advantage of innovation time off should submit a brief proposal and timeline, and be able to articulate how they will measure success.

2. Don’t worry about failure. In some ways innovation, like so many other things, is a numbers game. You throw up 50 projects, and maybe one or two stick. Most will fail, but you can’t know which will work unless you try. Failure is a critical p[art of true innovation.

3. Start small. Successful pilot projects help to leverage support and build awareness. Encourage your employees to create scalable projects that can be launched with relatively little investment.

4. Let your staff shine. Champion good ideas by facilitating and advocating, but let your employee present directly to senior management. Managers benefit when CEOs see that they have recruited intelligent and insightful staff.

5. Manage expectations. Not every project can be seen to fruition – in fact 95% of projects generated by your innovation policy won’t go anywhere. You don’t want disappointed, disillusioned employees, so manage their expectations.

About The Mama Bee:

The Mama Bee offers tips, news and commentary for mothers working in the corporate world. For more information visit:

http://themamabee.wordpress.com/2009/03/27/management-friday-googles-8020-innovation-model/

Here’s an excellent article by Jim Carroll concerning the opportunity for disruptive innovation provided by the current economy. This is related to our concept of The Innovation Imperative — the realization that those companies which will thrive in the future will be those who are the most innovative today. You can find the original post of Jim Carroll’s  article here: http://www.cognos.com/newsletter/decisions/st_090130_01.html .

Rethinking Innovation: Is now the time to forge ahead?

By Jim Carroll

Given the economic challenges that swirl around us and the rapidity with which the events of the fall of 2008 unfolded, a unique and challenging mindset seemed to quickly envelope many organizations: corporate idea factories were turned off, and innovation paralysis settled in.

The result is that we’re not just in an economic recession – we’re entering another idea recession, similar to what occurred with the last downturn starting in 2001.

Yet in allowing this to happen, many organizations are missing the fact that an economic downturn provides a great opportunity for innovation. After all, companies like Burger King, Microsoft, CNN and FedEx all started up during a recession.

Recession a perfect opportunity for “disruptive innovation”

In November 2008, right as events were at a fever pitch, Wharton Universities Innovation and Entrepreneurship group released a provocative article strongly suggesting that a recession provided the perfect timing for “disruptive innovation” – that is, stepping into an industry and rewriting the business model so as to achieve significant growth. Think of Steve Jobs and the iPod – which he first released during the recession of 2002.

So what do organizations need to do?

Move past the “shock” and “denial” phases

First, move to the “acceptance” stage earlier. I began to relate the fast-paced events of the last few months in the context of the “stages of economic grief,” an emotional reaction that seems closely related to the “stages of bereavement.

Events happened so fast that many organizations still find themselves in the “shock” and “denial” phase. They will be the innovation laggards, and will only be ready to innovate once the market and industry recovery is underway. However, that may be too late.

Then there are the innovation leaders who are prepared to innovate despite the uncertainty. They are prepared to keep their idea factory running – maybe not at full tilt – but running nevertheless.

These leaders know that despite the vast sections of the economy in stress, there are still plenty of opportunities for innovative thinking. They know there are still growth markets; and opportunities for marketplace, distribution channel, and operational innovation.

Innovation leaders are aware that ongoing change in consumer behavior also means that there continue to be new ways to brand, grab customer mindshare and forge unique and distinct relationships.

There are plenty of opportunities to turn ideas into innovation. It all depends on where you want to place yourself on the scale of the seven stages of economic grief.

Bold moves and integrated elements

The key decision is whether now is the time for innovation, and if so, how to move. It is critical that organizations begin to undertake a series of bold actions that re-orients them to face these future challenges. This series of actions should include several integrated elements:

• Undertake a regular number of experience-focused projects aimed at boosting the “experiential capital” of the organization.
• Identify specific areas of capability weakness, product line, skills or structure that should be addressed through specific.
• Articulate key opportunistic strategies through a variety of risk-oriented initiatives and align the organization to explore those strategies.

These actions should aim to develop needed capabilities and realign the corporate mindset away from the current risk-adverse culture towards re-orienting the organization for the future.

The greatest mistake that any organization can make right now is to avoid action. Inertia – real or implied – establishes a culture of inaction, and that can lead insurance organizations down another slippery slope.

Clearly, that’s why today, innovation isn’t an option, it’s critical – because it is the key method by which we can gain traction.

About the Author

Jim Carroll has proven himself as one of the world’s leading futurists, trends and innovation experts, with a client list that includes the Walt Disney Organization, Motorola, Nestle, the BBC and Caterpillar.

Jim is internationally recognized for his cutting-edge insight, having been named by BusinessWeek as one of four leading sources for insight into creativity and innovation. As an author, columnist, media commentator, and consultant, Jim is completely focused on creativity and innovation. His insights appear in his books Ready, Set, Done! How to Innovate When Faster is the New Fast and What I Learned From Frogs in Texas: Saving Your Skin with Forward Thinking Innovation.