Driving Eureka!. Doug Hall
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Название: Driving Eureka!
Автор: Doug Hall
Издательство: Ingram
Жанр: Управление, подбор персонала
isbn: 9781578605828
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The technology enables such richness of flavor with easy drinking smoothness that our products win 2 to 1 and 3 to 1 in head-to-head taste tests versus luxury scotches and bourbons. Two of our bourbons won top honors—double gold medals—at the North American Bourbon and Whiskey Competition, and one was a unanimous choice Double Gold at the San Francisco World Spirits Competition.
Even more exciting, the new technology enables the creation of custom whiskey. As we say, “The world doesn’t need another whiskey, but everyone needs their own whiskey.” Time Compression technology makes it possible for everyone to create their own unique mash bill and then apply a blend of Old World, New World, and craft aging styles for a one-of-a-kind original taste. To learn more, visit brainbrewwhiskey.com.
We understand that traditionalists may see Brain Brew Custom Whisk(e)y as being disrespectful to “the way it’s always been done.” However, the target audience for our innovations consists of forward-thinking craft spirits enthusiasts who are more interested in taste than tradition. Brain Brew is the ultimate demonstration of the Innovation Engineering mindset—traveling from invention and through development to test market in 10 months and winning top honors in international whiskey competitions in 18 months. Our marketing slogan is a variation of the famous Apple commercial: “Some call us the crazy ones . . .” It articulates our courage and commitment to our mission.
Some call us the crazy ones . . . and we’re OK with that.
Pedigree
Innovation Engineering was developed through experiences, ideas, and advice from innovation leaders at corporations such as Toyota Manufacturing, Trek, Procter & Gamble, The Macallan, The Walt Disney Company, American Express, Schlumberger, AT&T, Nike, Nestle, Humana, Kimberly-Clark, GOJO Industries, Cintas, Daimler, HoneyBaked Ham, Dunnhumby, and thousands of other companies that are less well known.
The development of Innovation Engineering also includes experiences, ideas, and advice from leaders of nonprofits such as March of Dimes; National Wildlife Federation; Alliance for Strong Families and Communities; College Board; Student Conservation Association; Earth Share; CoreChange; and INPEACE; the governments of the USA, Canada, Ireland, Scotland, and South Korea; and dozens of colleges and universities.
The impact on nonprofit organizations was confirmed by research by a team from Stanford University. They studied various innovation methods across a range of nonprofits. They found that most “innovation methods” don’t actually result in innovative solutions. Most simply result in “innovation as usual.” However, Innovation Engineering was found to be unique. The researchers concluded that it resulted in true breakout innovations. This validates that system-driven innovation is not just for commercial companies. Nonprofits that measure results based on delivery of their mission can also realize dramatic gains from it.
The Importance of Engaging Everyone in Innovation
When employees are enabled to innovate, they are more engaged. Gallup reported that only 31% of employees feel engaged; 69% feel nonengaged. This breaks down to 38% of management and 29% of Millennials. Both of these numbers are horribly low. Millennial disengagement is particularly concerning when you look at demographic trends.
Innovation Engineering provides a system that enables all employees (Baby Boomers, Gen Xers, and Millennials) to think, create, AND take action on their ideas. When you enable employees to use their brains and imaginations, a cultural transformation occurs. In just six months, our tracking studies find measurable improvements on factors such as “the courage to take action,” “optimism,” “quality of work,” and the organization being “a great place to work.” Basically, work is fun again!
Note: Dashed lines represent projected years.
Source: U.S. Census Bureau, Population Division.
How Innovation Engineering Engages Everyone
Virtually every existing innovation/creativity program preaches the importance of embracing a childlike, extroverted, creative spirit. This works for the 15% of the population who have a right-brain creative thinking style. However, it doesn’t work for the 85% of the work population with a logical left-brain thinking style.
Asking left-brain logical thinkers to let loose makes them uncomfortable. It often causes them to disengage or, even worse, become active resisters. And, without the 85% who are logical, there is virtually no chance that a Meaningfully Unique innovation will become reality. That’s because left-brainers are critical to accomplish the engineering, finance, production, and operational work that is required to make meaningful change happen.
Innovation Engineering methods and tools are designed to engage both left- and right-brain thinkers. Projects are focused with clear and motivating strategic missions that speak to both project vision and boundaries. Idea-sparking stimuli feature both right-brain trends/insights and left-brain technologies/patents. Decisions are grounded in data as opposed to corporate politics. Math and writing are both used to enable deeper thinking about ideas. Feasibility challenges are openly confronted not ignored. Key issues are tagged as “Death Threats” and resolved through disciplined and documented Fail FAST, Fail CHEAP cycles of learning.
The result is an unleashing of a culture of whole-brain thinking. The 15% who have a right-brain thinking style have new hope with Innovation Engineering, as there is a system for turning their ideas into reality. The 85% who are left brain are more engaged because for the first time, for many, they see an innovation system with structure, clarity, and discipline.
Quick Backstory on System Thinking
Innovation Engineering applies the system thinking of Dr. W. Edwards Deming to innovation, strategy, and the way we work together. For those who don’t know of Dr. Deming, here’s a quick overview.
After World War II, the Japanese economy and manufacturing base were in shambles. The country had a negative net worth. To rebuild it, American General Douglas MacArthur supported a program to educate business leaders in smarter ways of working. In 1950, Dr. W. Edwards Deming, a statistician from Powell, Wyoming, conducted a series of seminars in Japan. His mission was to teach system thinking to Japanese business leaders. He showed them how to approach manufacturing as a system of interconnected parts—instead of as a series of silos—to increase quality while also reducing costs.
The leaders of Japanese companies embraced the message. Japanese industry was so thankful for Dr. Deming’s contribution to the rebirth of their economy that they named their national quality award the Deming Prize. The Japanese emperor awarded him the Second Order of the Sacred Treasure in recognition of his contributions to Japan. Shoichiro Toyoda, the first president of the Toyota Motor Corporation, described Dr. Deming’s impact on Toyota this way:
Every day I think of what he meant to us. Deming is the core of our management.
—Shoichiro Toyoda, first president,
Toyota Motor Corporation
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