This thought-provoking excerpt written by Umair Haque, Director of the Havas Media Lab, invites us to explore a fresh viewpoint about our relentless pursuit of innovation… and why it’s time to innovate innovation itself.

Innovation: it’s the ultimate source of advantage, the undisputed heavyweight champion of the economic ring. Innovation is what every organization should be ruthlessly pursuing, right? Wrong.

I’d like to advance a hypothesis: awesomeness is the new innovation.

Let’s face it. “Innovation” feels like a relic of the industrial era. And it just might be the case that instead of chasing innovation, we should be innovating innovation. A better concept, one built for a radically interdependent 21st century, is awesomeness. Here are the four pillars of awesomeness:

Ethical production. Innovation turns a blind eye to ethics — or, worse, actively denies ethics. That’s a natural result of putting entrepreneurship above all. Buy low, sell high, create value. That’s so 20th century. Awesome stuff is produced ethically — in fact, without an ethical component, awesomeness isn’t possible. Starbucks is shifting to Fair Trade coffee beans, for example. Why? Starbucks isn’t just trying to innovate yet another flavor of sugar-water: it’s trying to gain awesomeness.

Insanely great stuff. What is innovative often fails to delight, inspire, and enlighten — because, as we’ve discussed, innovation is less concerned with raw creativity. Awesomeness puts creativity front and center. Awesome stuff evokes an emotive reaction because it’s fundamentally new, unexpected, and 1000x better. Just ask Steve Jobs. The iPhone and iPod were pooh-poohed by analysts, who questioned how innovative they really were — but the Steve has turned multiple industries upside down through the power of awesomeness.

Love. You know what’s funny about walking into an Apple Store? The people working there care. They don’t just “work at the Apple store” — they love Apple. Contrast that with the alienating, soul-crushing experience of trying to buy something at Best Buy — where salespeople attack you out of greed. (Or, as editor extraordinaire Sarah Green put it, “where you wander around for a full half-hour unable to find anyone to help you before you finally get the attention of some blue-shirted 12-year old who turns out to know nothing about the products she sells and ultimately end up committing hara-kiri with a Wii controller”). Their goal is to sell; the goal of Apple Store employees is simply to show off their awesomeness, and let you share it. Love for what we do is the basis of all real value creation.

Thick value. It’s the most hackneyed phrase in the corporate lexicon: adding value. Let’s face it: most value is an illusion. Nokia, Motorola, and Sony tried for a decade to “add value” to their phones — yet not a single feature did. Food producers and pharmaceutical companies claim they’re “adding value,” but mostly they’re just mega-marketing.

The vast majority of companies — in my research, greater than 95% — can only create what I have termed thin value. Thick value is real, meaningful, and sustainable. It happens by making people authentically better off — not merely by adding more bells and whistles that your boss might like, but that cause customers to roll their eyes.

Let’s summarize. What is awesomeness? Awesomeness happens when thick — real, meaningful — value is created by people who love what they do, added to insanely great stuff, and multiplied by communities who are delighted and inspired because they are authentically better off. That’s a better kind of innovation, built for 21st century economics.

To read Umair Haque ‘s complete text, please visit the Harvard Business Review at: blogs.harvardbusiness.org/haque/2009/09/is_your_business_innovative_or.html

Umair Haque is Director of the Havas Media Lab, a new kind of strategic advisor that helps investors, entrepreneurs, and firms experiment with, craft, and drive radical management, business model, and strategic innovation.

Follow him on Twitter: twitter.com/umairh

I wanted to share this recent blog posting by John Maeda, President of the Rhode Island School of Design. John is an inspired thought leader on the subjects of innovation, design and technology.

A few months ago, I sat with John Sculley, the former CEO of Apple, who described Steve Jobs’ primary design principle: “Not what you can add, but what you can remove.” It reminded me of the first law I outlined in my book The Laws of Simplicity, that, “The simplest way to achieve simplicity is through thoughtful reduction.” This philosophy runs counter to a typical tech company’s approach, where the goal is always to upgrade and add as opposed to subtract. It’s true, for the consumer to pay more and get less defies conventional wisdom and seems to contradict economic principles. But simplified technology doesn’t necessarily mean less functionality.

Apple products aren’t simple technologies by any stretch, but there is a beautiful simplicity to them. How does Apple do it? In terms of the design evolution of the controls, the iPod started out simple, with one large button. It got more complex in middle-generation devices, and in the newest versions, it has oscillated back towards extreme simplicity in design , with all of the buttons now integrated into a single seamless control. With the iPhone and iPod Touch, you can’t even see that control anymore.

So what’s next for technology and design? A lot less thinking about technology for technology’s sake, and a lot more thinking about design. Art humanizes technology and makes it understandable. Design is needed to make sense of information overload. It is why art and design will rise in importance during this century as we try to make sense of all the possibilities that digital technology now affords. Apple’s done it. Others want to follow suit.

Right now, our nation sees left-brain thinking, focused on logic and reasoning, as critical to future economic development. You can see it in the emphasis on the STEM (Science, Technology, Engineering, Math) subjects. What’s missing from STEM is right brain thinking — embodied by what I call the key “IDEA” (Intuition, Design, Emotion, Art). We need both both halves of the brain to work together and channel that brilliance through our hands and propagate ideas throughout our world. We all wonder why Apple’s products have that je ne sais quoi that draw us in. I’m beginning to think that it’s not just that they understand the power of simplicity, or the power of software. It’s that you can see they were born from a person, from two dirty hands, from just a little bit of technology, and from a massively powerful IDEA.

Read more at: http://www.huffingtonpost.com/john-maeda/technology-design-apple_b_291748.html

Also visit John Maeda’s website on business, simplicity and design: http://lawsofsimplicity.com/

Is it really possible to turn a really bad idea into a really great one? Absolutely.

The Worst Idea technique is not only one of the most popular with brainstorm groups, it’s extremely effective. As you might suspect from the name, the facilitator asks participants to come up with the worst possible idea they can think of. Nothing is “too bad” – distasteful, rude, crass, embarrassing, off-color. The worse, the better.

How about a car that automatically runs over pedestrians who cross against the signal? A new diet pasta that is mixed with worms and human hair, to get dieters to eat less? A new recycled product that’s good for the environment – like previously used toilet tissue? How much worse could you get? Keep trying.

What’s the point of such an exercise?

First, it “loosens up” the group. We have been taught to reject bad ideas, and therefore won’t allow ourselves to go there. By encouraging people to think outlandish thoughts, the creative process is jump-started.

Second, many bad ideas contain some provocative element, something powerful and compelling. By making a simple change, you can often turn a bad idea into a great one. A car that runs over slow pedestrians might not be practical – but one that senses pedestrians ahead and automatically brakes might be. A diet pasta mixed with worms and hair might not be such a palatable notion – but one fortified with extra protein and fiber might be.

The Worst Idea can be a lot of fun. Give it a try next time your brainstorming. Be gross, outrageous, cynical. You just might come up with your BEST worst idea ever.

Please take our online BRAINSTORM SURVEY here http://bit.ly/5BgiY
We are trying to establish some baseline data on brainstorming. Please take a few moments to complete the survey. Thanks for your help.

Why Engagement Marketing is So Powerful…and Why Almost Nobody’s Doing It

Audience engagement.

Everybody’s talking about it. Everybody knows it’s important. Everybody wants to do it. Almost nobody does, or at least does it right.

Let’s establish right at the start that “engagement” is undeniably one of the buzziest of the current marketing buzz words. It is rapidly transitioning from being novel to annoying to cliché. Unfortunately, it is also a very convenient way to refer to an undeniably important shift in strategic marketing communications, one that we must understand, embrace and implement if we are going to continue to be effective at forging meaningful connections with audiences.

So wherever your opinion of the term happens to fall in the continuum – novel, annoying or cliché – please bear with me.

Today, not only is engaging your audience a good idea, it is crucial. Not because some exceptionally clever brand planner decided it is. Because the audience demands it.

THE SHIFT OF CONTROL

Years ago we marketers held all the cards. Just watch a few episodes of “Mad Men” and you’ll see how easy it was back in the sixties to come up with the “big idea” while downing a couple of scotches and sneaking out of the office for afternoon trysts.

In fact, until fairly recently, there were only a few channels through which to deliver messages to audiences. Print publications (magazines and newspapers primarily, and significantly fewer of those), outdoor (fewer choices there, too), promotional materials, through the mail (snail only), on television and radio, and face-to-face (although transportation limitations made this relatively impractical).

That was pretty much it.

On top of that, you had an audience that craved just about any sort of out-of-the-ordinary experience, as most every aspect of life was fairly ordinary. In most markets there were three or four TV stations (depending on the quality of your rabbit ears), a handful on radio, one local newspaper that might publish two editions. So any reasonably clever instance of communication inspired great interest.

We had them right where we wanted them back then. A hungry audience just waiting to gobble up our next flash of inspiration. A few minutes coming up with the latest Burma Shave slogan and we were off to the bar to refuel.

In short, our intrusion on the lives of our audiences was permitted; in fact, it was welcomed. This intrusion marketing provided much needed and keenly desired information in the midst of a communications landscape that was relatively barren.

Ad guy nirvana.

We were in control of the message and the media, and thus, the audience and its consumption behaviors. And it stayed that way for quite a long time.

While I admit that developing effective, memorable, differentiated, persuasive marketing communications was never actually easy, it was certainly less challenging in years past. Today’s audiences aren’t so obedient anymore. The world is totally transparent to anyone who cares to look inside, and as a result, audiences demand greater accountability from the companies they do business with.

And when it’s time for them to get their information, they have endless options. The aforementioned communication channels are all alive and well. Add to them the Internet and all its various opportunities, other interactive technologies, email, product placement, in-cinema, sponsorships, cell phones and PDAs, experiential, podcasts, guerrilla marketing of all kinds, blogging, vlogging, free postcards, in-restroom, in the names and on the walls of sports arenas and about a thousand other things I’m too weary to mention or that none of us has even heard of yet. People have even sold the rights to use their bodies as living billboards via tattoos and sculpted haircuts.

And pretty much all of these vehicles are available when communicating with any audience, consumers, internal or b2b. The options are staggering – to us, but not to our audiences. They like it. And why not? They can have whatever they want.

The reality is, we can no longer tell an audience how they will get their information. A clever TV spot or direct mail piece is no longer guaranteed to get us the results we desire, because there’s no guarantee our audience is ever going to see it, much less pay attention.

EVERYTHING WORKS, AND NOTHING DOES

Recently, a client asked me the following question: “You’re up on what’s going on in marketing. Tell me, what really works? Is radio still worthwhile? Is the Internet the best way to reach people? Does outdoor do anything anymore?”

My response to her? “It all works. And none of it works. It just… depends.”

It depends — on the specific audience you’re trying to connect with, when and under what circumstances you will encounter them, the brand, the message, the objective. It just depends.

And the tough part is, we don’t get to decide what’s going to work. The audience does. The only “right” way to communicate with any audience is the way that audience prefers to be communicated with. They decide.

And that is the critical, defining principle of engagement marketing.

They decide.

The moment you attempt to tell someone how they will be engaged, they will more than likely go do something else. More than ever before, audiences today are the proverbial “moving target,” and like any good archer, you’d better be quick, accurate and have lots of arrows in your quiver if you’re going to hit them.

In the past, pretty much all we had to worry about was the message. How could we make it compelling, motivating, ownable? And how could we win an award or two in the process? As savvy marketers, we all understood that the most important thing to an audience is WIIFM? (What’s in it for me?). We knew how to craft a targeted message, sell the benefits rather than the features, leverage differentiating qualities, create communications that were consistent with and effectively reinforced the brand personality.

The media were generally fairly clear. Details had to be determined and plans formulated, of course. But as long as the message was strong, and the number of impressions was adequate and directed at the right demographic, we’d strike pay dirt.

Today, the media we choose has to be just as carefully scrutinized and tailored as the message. It must meet the enthusiastic approval of the audience we’re trying to not just reach, but engage.

REACHING MEANS NOTHING ANY MORE. ENGAGING MEANS EVERYTHING.

When we engage an audience, we open a dialog, a conversation in which we receive at least as much information as we deliver. Not just beforehand, when studying the demographics and psychographics and behaviors and whatever else we analyze before crafting a message… but throughout the process, at every step of the interaction.

Effective strategic marketing communications today is a dance, and the audience always leads. We must be in concert with our partner, sensitive to their subtlest move and ready to turn and spin and dip whenever they’re ready.

Too bad so many marketers are such lousy dancers.

The problem is, we marketers still want to lead. I said earlier that back in the day, we were the ones in control. That kind of power isn’t easy to give up. We get used to it. We enjoy it. It makes us comfortable. It’s addictive. We all know about this engagement thing, but at the end of the day, we still think we know better than our audience what they really want.

The question we most often ask is, “How can we make our TV spots (or experiential marketing, website, insert your media of choice here) more engaging?”

Well, you can’t, not if the audience isn’t interested.

Sit around the brainstorm table at an ad agency and one thing is pretty certain; at the end of the session, you’ll have advertising. Same is true at a direct response agency, PR firm or event production company.

Audiences don’t think that way. To some extent they used to; they expected to receive information in very specific, defined ways, our ways – on television, radio, newspaper. But today, effective marketing communication is executed in an open architecture environment. It is fluid, immediate, fickle and 100% dictated by the audience. And they know it.

The seemingly endless (and endlessly growing) information and entertainment options available today give all the control to the audience. They simply don’t have to accept anything they don’t

want, need or enjoy. Because there is always something else, and if they like it better, that’s where they’ll go.

Today’s audiences demand that they be entertained, involved, challenged and provoked. They want to be active participants in a brand and a message, to be spoken with rather than talked to. They want a moving experience. They want to be fully and completely engaged.

WHAT’S A POOR MARKETER TO DO?

The good news is, strategic marketing works; it always has and probably always will. Just what effective marketing looks like will continue to evolve with its intended audiences. But remarkably, the very same overarching principles we all know and understand still apply today. It’s just that their specific application has expanded quite a bit.

For example, it has always been important to think like our audiences, understand where they’re coming from, and deliver the message they need to hear. And the same is true today.

If our audiences are in fact “media agnostic,” if they have no predetermined bias as to how they will receive communication, then we have to be equally versatile in our ability to deliver it. In other words, when we sit down at that brainstorm table, there are no more givens, except that whatever we develop will be the most effective means of engaging this audience with this brand and this message in this circumstance.

On the client side, this approach is somewhat easier to embrace. The marketing department has at their disposal any and all marcom capabilities represented by their agencies and any other prospective vendors. Any eclectic mix of media devised by a client can be parceled out to the most appropriate agencies, limited only by budget restraints. Of course, getting all those different entities talking and working together can be a challenge, but it is crucial if any initiative is going to be fully integrated, cohesive and effective.

On the agency side, it’s a bit more complicated. Most agencies are, by their nature, not media agnostic. They do have a preference, dictated by history, expertise and revenue forecasts. The only way an agency can effectively deliver the most engaging programs to its clients is by broadening its offering a much as possible — expanding on its own capabilities; forging real, valuable strategic alliances with other agencies with complementary capabilities; being forever attuned to the latest developments in technology, information delivery and entertainment. And then, begin thinking bigger, longer-term, seeking to always deliver the most effective solution for the

client and their audience – and in the process, hopefully, forge longer, value-added relationships.

In other words, don’t try to get all the nickels for yourself every time you have the chance, and you just may have the chance a lot more often.

SURVIVING IN THE FACE OF CHANGE

Easier said than done, of course. But those who figure out how will survive. And those who don’t?

They’ll go the way of the type shop. Many reading this article may not be old enough to remember type shops, those businesses that just a couple of decades ago produced beautiful, typeset sheets of copy before desktop computers were capable of performing that job. A great typesetter was an artist. And type shops were essential to the marketing communications industry. Many of them were very successful, lucrative businesses.

Today there are none, thanks to the birth of something amazing called desktop publishing. The businesses that survived the cataclysm reinvented themselves as service bureaus, or small creative services agencies. Those that were determined to remain type shops disappeared faster than you can say dodo bird, dinosaur or Mayan.

The marketing communications industry is in this same type of accelerated evolution, from what was, to what will be. There is no more “what is.” “What is” is already yesterday’s news, and again, we don’t get to choose what the new new thing will be, our audience does.

If we can travel right alongside them in this rapidly shifting communication landscape, zigging and zagging where they lead us, only then will we be able to meet their expectations, and in doing so, continue to influence their choices.

Only then are they engaged. Only then do we succeed.

Virtually every business depends on the ability to generate ideas—ideas for new products, ideas about how to communicate more effectively with customers, ideas about how to operate more efficiently, ideas about how to engage employees and strengthen internal communications. Without ideas organizations stagnate, and eventually, wither and die.

The most widely used tool for generating and developing new ideas in organizations is group brainstorming. Literally hundreds of thousands of brainstorm sessions take place in offices and conference rooms across the globe, every single day.

The problem is, most people need help in how to brainstorm better.

In our work, we have the opportunity to question business people about the effectiveness of their brainstorming efforts. And it is rare that we don’t hear a negative response. “Boring.” “Intimidating.” “A big waste of time.” “The same old ideas over and over again.” “Nothing ever happens with the concepts we do come up with.” These are all comments we hear repeatedly, from individuals at every level of an organization, and from every business category.

In fact, brainstorming as traditionally practiced is a sloppy, haphazard process. Remarkably, this single activity, which is so vitally important to business success, is allowed to take place in a manner that is completely lacking in structure, facilitated by individuals with little or no training and who have no idea what tools or techniques might make their efforts more productive. One can only imagine the cost of ineffective brainstorming to business, in wasted manpower, lost opportunity and damaged employee morale.

The topic of how to brainstorm better is a big and important one. But here are seven things you can start doing today to make your sessions dramatically more effective.

1. Make a Plan, Stan

It is sometimes said that professionals plan, amateurs wing it. Before your brainstorm ever begins, take the time to plan your session. What is the challenge you will present to the group? What is your objective for the session? Ten new ideas? One hundred? What idea generation techniques will you use to inspire your group’s imagination and make new connections? When you create a vision and a plan for the session, you increase the odds you will actually realize it.

2. Invite Diversity

Tired of getting the same old ideas in every brainstorm session? Maybe you should consider not inviting the same usual suspects. By including individuals with refreshingly different backgrounds, perspectives, ages, genders, ethnicities, etc., you will be creating a group mind with a wealth of divers experience to draw on. Consider who in your organization might make an unexpected contribution to your idea pool, and make sure they’re there.

3. Kick Out The Boss

I once knew the president of a company who would insist on attending every brainstorm session, and then start it off by saying, “You know how they say there are no bad ideas? That’s wrong. There are very bad ideas that should never be expressed. So, anybody got anything?” Nothing will more effectively shut down a brainstorm session than the fear of saying something stupid in front of the boss. It’s sometimes easier said than done, but unless your company leadership is extremely supportive and accepting, they shouldn’t be in a brainstorming session. Idea generation requires a safe environment, where people aren’t afraid to share their thoughts. Ensure the boss you’ll review everything with her after the session is over.

4. Play By The Rules

Of course it’s not just the boss who can derail and brainstorm. Anyone with a big ego, loud voice or attention-seeking personality can do the same. Negativity and judgment bring instant death to spontaneous idea sharing faster than negativity and judgment. Establish a list of “rules” for your session right at the start. Ask for everyone’s agreement. No negative comments. One person talks at a time. Crazy, even audacious ideas are encouraged. If anyone breaks the rules, ask others in the group to good-naturedly remind him—perhaps by pelting him with crumpled paper balls!

5. Hold The Phone

“Phone” here, of course, means any device that will distract one’s attention from the task at hand. The remarkable convenience and productivity provided by PDAs is nothing short of miraculous. They also suck the life out of a brainstorming session. One of your most important rules is, “All phones, smartphones, iPhones, Blackberries, Blueberries, Raspberries, whatever OFF during the session—and put out of sight, out of temptation’s reach!” Reassure attendees that you will provide breaks during which they can check messages or email.

6. Ask Lots of Questions

Not getting what you want from your brainstorming group? Maybe you’re not asking the right questions. You can immediately change the consciousness and output of any group by simply posing a provocative question? “What if we combined the last two ideas?” “That was a wild idea. How can we rein it in to make it more on strategy?” “What are three more ideas like that one?” Learn and apply the art of powerful questioning and you will get an exponentially greater return on your ideation investment.

7. Maintain Momentum

Most brainstorming sessions tend to start out slow and low energy. People are feeling their way into the process. After awhile, the energy sometimes picks up for a few minutes. Ideas come from everywhere. Then it stops. They’ve run out of steam. They start talking about last night’s episode of Mad Men. You’re lost. A great facilitator is like an accomplished surfer—they can “sense” the crest of the wave, where it is now and where it’s going, and ride it all the way to the end. Be tuned into the energy of the room, when it’s high, let it rip. As soon as you feel it start to wane, ask a powerful question to make the leap to a new direction and get it going again. Brainstorming facilitation is work—fun work, but work nonetheless. Stay focused, ride the wave and you’ll walk out with a stack full of great ideas.

Great brainstorming and creative idea-generation is multi-faceted process that requires structure, trained facilitation and a full toolkit of proven techniques. There’s a lot to learn. But you can start your ongoing education with these seven key improvements, and start seeing better results right away.

How’s that for a great idea?

In business and the media, the words creativity and innovation are used almost interchangeably. Some people believe you have to be creative in order to create innovative things. Others would say, without innovative thinking there is no creativity. Both points of view are perfectly logical, but neither explains the relationship (or interrelationship) between the concepts we call creativity and innovation.

To begin with, creativity and innovation are not synonymous; there is a clear and important distinction between them. It is especially critical for businesses to understand this distinction before instituting a new organization-wide innovation imitative.

Before discussing this distinction, however, it is important to note that creativity is a mental ability anyone is capable of, not just the artists among us. When most of us think of creative individuals, we often point out a special talent such as the ability to draw, paint, sculpt, write, play music, sing, dance, etc. Creativity is much more than winning Mother Nature’s genetic lottery for artistic ability. Creative potential exists in all of us.

Creativity is most often defined as the mental ability to conceptualize (imagine) new, unusual or unique ideas, to see the new connection between seemingly random or unrelated things.

Innovation on the other hand, is defined as the process that transforms those forward-looking new ideas into real world (commercial) products, services, or processes of enhanced value. The result of such a transformation can be incremental, evolutionary or radical in its impact on the status quo. In other words, it can represent a natural step forward in a concept’s development, a leap to the next generation of that concept, or a completely new and different way of doing something altogether.

If we use Steve Jobs, the CEO of Apple and his company as an example, we could say that Steve Jobs is creative because he has the forward-thinking ability to imagine new ideas for products, and also to see new connections between different things (such as combining an iPod, the iTunes store, an Internet browser, a camera, a GPS, and a cell phone to create the iPhone).

Apple the company is innovative in the manner in which they interpret and execute those forward-thinking ideas to create inspired, highly desirable products of value. The company’s innovation-driven culture continuously strives to elevate the aesthetics, functionality and simplicity of their product design to museum quality levels.

Why is this distinction between creativity and innovation important?

Because it is impossible to develop a truly innovative organization if creativity is ignored or stifled. And likewise, without effective processes in place to transform creative ideas into practical, real world, value added application, creativity is of no commercial value whatsoever.

Once you understand the distinction between creativity and innovation, the road to success begins by liberating, nurturing and inspiring all the creative capital in your organization.

Liberate creativity, and watch innovation flow.

[polldaddy poll=1671296]

Imagine receiving immediate, context sensitive, USEFUL information, delivered to you anytime, anywhere. At the grocery or department store, when meeting someone new, when traveling. Not information you have to search for, through a browser; but information that is relevant to your situation, and simply “appears” when you need it.

Meet “Sixth Sense.”

According to the TED.org website, “This demo — from Pattie Maes’ lab at MIT, spearheaded by Pranav Mistry — was the buzz of TED. It’s a wearable device with a projector that paves the way for profound interaction with our environment. Imagine “Minority Report” and then some.”

You owe it to yourself to check this out. Because this will be your life in the not-too-distant future. Thanks to Mark Jacobson for clueing us into this.

Patti Maes Demos the Sixth Sense

Innovation has become the benchmark of success, particularly in the current business environment. Companies in every industry are stepping up their efforts to become more innovative in the way they work, communicate and produce the goods and services they sell. But with such an objective, the obvious challenge becomes, how to identify the individuals within an organization who possess the greatest potential to innovate.

While everyone has the innate ability to engage in creative thinking, there are seven common traits that innovative leaders like da Vinci, Edison, Henry Ford and Steve Jobs share; seven traits that propel them to think outside the confines of conventional wisdom and imagine breakthrough concepts that change the way you and I live and experience the world.

The seven traits of highly innovate thinkers are:

1. Curiosity
Curiosity is the first step toward discovery. It is the “beginner’s mind,” a deep, child-like sense of wonder about the world, the relationship between different things and how things work.

2. Imagination
Before you can develop a new idea, you must first be able to conceive it, to envision the very possibility that it could exist. Innovation is fueled by leaps of the imagination, making novel new connections between seemingly disparate ideas, concepts or objects.

3. Intuition
Making decisions based on facts and figures is fine in many instances. But true innovation is more often born from that internal “knowing,” the guiding force, sixth sense or gut feeling to follow one’s instincts, no matter how unconventional or illogical the direction.

4. Inventiveness
The ability to change the status quo requires an inquisitive passion for “tinkering.” Innovators possess the desire to arrange and re-arrange ideas or things in new and different combinations.

5. Playfulness
It is when you get “lost in your work” that amazing things begin to happen. Time, self-consciousness, seriousness and any sense of limitation falls away, and challenges are handled with ease. The attitude of playfulness is, “Everything is possible.”

6. Flexibility
The capacity to suspend judgment and embrace two (or more) seemingly contradictory or unrelated viewpoints at the same time helps create a dynamic tension that ultimately stimulates creative resolutions (solutions).

7. Persistence
All the creative talent in the world is of no value if you give up before the work is done. Persistence, the passion, willpower and enthusiasm to overcome setbacks and discouragement, allows innovative thinkers to keep trying new possibilities until success is achieved.

Of course, there is no secret recipe for innovation. It requires an ongoing commitment on the part of an organization and the individuals within to relentlessly pursue new, better ways of doing business, and to never accept anything less than the best possible outcome. But these seven key traits are an excellent starting point for building your innovation foundation.

Start to recognize the individuals around you who naturally possess these traits, and encourage them to make frequent use of them. And nurture these traits in others who aren’t as naturally inclined. Acknowledge and reward creative thinking, responsible risk-taking and questioning the status quo. And in no time you will have fostered a thriving culture of innovation which can lead to only one thing: greater success.