Process

Because innovative ideas are a f**king dime a dozen. But execution gets you on the field. And brilliant execution can win the game.

So which PEOPLE are innovators? And what drives them?

The folks I’ve been impressed with have some key attributes:

  • They are better observers than most
  • They ask good questions
  • They listen deeply
  • They are OK working alone or in small groups, but ideally, connect well
  • They are fierce about their passions, and believe deeply in their convictions
  • They are courageous and hungry
  • They aren’t so wedded to your organization that perpetuating the organization (and their place within it and its pecking order) takes priority

and so…

  • They often need care and protection most from the same institution that needs them.

Principles to live by and characteristics to nurture when building a team – whether that team is part of a company or the company itself.

This list captures the relationship between ideation and execution, the nuances of individual personality traits as well as how people relate to the larger whole they’re a part of, exceptionally well.

Read more: What makes companies innovative?

{ 6 comments }

Facebook is the new Google – as in, they are building up an army of the best damn software developers on the planet. But having great engineers is not enough. Microsoft, Google, and Facebook have each had a monopoly on great engineers for a period of time. But engineers want to solve hard problems – to build abstractions – to unify 3 different things that seem kinda similar. But this has nothing to do with solving real user problems, which is what Apple excels at. So these amazing engineers need a Product Person to direct them. Someone who doesn’t just unify stuff because it’s neat & challenging. Someone who thinks, “what problems do people have?” and then solves those problems .

Some good stuff in this post around the danger of not maintaining a balance of engineering and product design.

{ 1 comment }

Building a product is easy. But building the company that builds the product is hard.

Love this quote from an interview with Dennis on what lies beyond the check-in.

{ 0 comments }

Usage is like oxygen for ideas. You can never fully anticipate how an audience is going to react to something you’ve created until it’s out there. That means every moment you’re working on something without it being in the public it’s actually dying, deprived of the oxygen of the real world. It’s even worse because development doesn’t happen in a vacuum — if you have a halfway decent idea, you can be sure that there are two or three teams somewhere in the world that independently came up with it and are working on the same thing, or something you haven’t even imagined that disrupts the market you’re working in.

Really excellent interview with Matt Mullenweg on the importance of shipping a 1.0 version of your product. I LOVE the idea of “usage is like oxygen for ideas.” So much good stuff in here for anyone who builds products for people.

{ 2 comments }

There is an approach called “working backwards” that is widely used at Amazon. We try to work backwards from the customer, rather than starting with an idea for a product and trying to bolt customers onto it. While working backwards can be applied to any specific product decision, using this approach is especially important when developing new products or features

Love this Quora entry on Amazon’s Product Development process. Relatively simple tool that can go a long way toward saving you from yourself.

{ 2 comments }

There’s a great interview in ReadWriteWeb with the founder of Flipboard on the months leading up to the product launch and what informed what the product eventually became.

It’s a great read all the way through but two things in particular stood out for me:

For a product that has been universally lauded (even on this blog) for its novel approach to interaction, it’s interesting to hear what their starting point was for their design process:

When we got together, we decided to do a thought experiment: imagine if the Web was washed away in a hurricane and we needed to build a new one from scratch. What would it look like? How would it be different? What would the user interface be? Would there still be the notion of a browser? If you build a totally new Web, knowing everything we know today and where the technology is and where it’s likely to be heading, what would you do differently?

It’s incredibly difficult to successfully execute on this “blank slate” approach to design but it really feels like this team has pulled it off.

Something that clearly helped them be able to take that approach is that they were designing Flipboard before there was an actual piece of hardware to design it for (they were months into their process before Steve Jobs unveiled the iPad).

Product designers often struggle to balance technology constraints with solving a genuine human need. Unfortunately the former often ends up shaping the the product more than they would want. This is a fascinating case study of seeing what can happen (and what you can accomplish) when you’re forced to come at a problem purely from the users’ point of view:

When I traveled, I would buy magazines before I got on an airplane. I love magazines, I read them all the time. As I was reading them, I’d ask myself: “Why is it that the Web isn’t as beautiful as these magazines? What could we do to make the web a more beautiful place?” And of course, along with that line of thinking, I was saying to myself: “If this [Apple] tablet that is rumored ever happens, it would be the perfect form factor for doing exactly that – for making websites as beautiful as magazines.”

The date that I started realizing we needed to go more towards the magazine approach, in terms of the aesthetics and design, was in the September-October time frame.

As we talked more about it, we decided that the best way to start would be on this theoretical product that Apple was rumored to be doing. And then when Apple actually announced it [in January 2010], it was obviously very exciting for us. We realized that it was as we had hoped – that it would be the platform that could allow us to re-visualize the web in a way that maps more to print. So it would be the perfect place for us to start. And then, as we came to that realization, we married that up with social media. And we realized what we’re really doing here is creating a social magazine. We first started calling it a social magazine in January.

I recommend checking out the whole piece and if you don’t have it, go grab the app (iTunes link)

{ 3 comments }

I have a firm belief that the way you do things, in life in general but specifically on the social web, is through the practice of actually doing it. Inside of Betaworks we don’t accept any powerpoints and we don’t take business plans. I want to see betas, I want to see products.

Amen.

Read more in this great profile on ReadWriteWeb.

{ 0 comments }

In 2007, Spanish bank BBVA engaged IDEO to rethink the way their ATMs worked. In 2009 the fruits of that labor began to see the light of day and the companies have done a really great job highlighting their insights and subsequent designs.

The average ATM experience is nothing special so the opportunity to innovate is there for the taking but few companies seem willing to put in the effort to really do so (BofA’s smart Enter button was one for me).

The IDEO/BBVA video’s got a few “how did it possibly take so long for someone to do it this way!?” ideas (the 90 degree shift in positioning of the ATMs and the “one slot to rule them all” stand out for me ). They also take a page out of Apple’s recent playbook of success in two ways: integrating the hardware + software from the get go and choosing to go full touchscreen to give them the flexibility to always provide the best interface to the user, no matter what they’re doing.

As devices like the iPad go more mainstream and touchscreen prices go down, I look forward to seeing more industries be forced to reconsider the interfaces that stand between them and their customers.

Be sure to check out the IDEO/BBVA case study.

{ 10 comments }

“A self-disciplined employee will have the patience to conduct routine business routinely, the talent to respond exceptionally to exceptional circumstances, and the wisdom to know the difference.”

– Richard Branson, founder of The Virgin group of companies

Amen.

Sounds simple but it’s very hard to find. If you’re lucky enough to find yourself working with or managing people that fit the bill, you better not take it for granted.

(via gigaom)

{ 0 comments }

Some really great bits in here:

“We nail facts into students’ heads and there’s nothing wrong with it if the goal is to employ someone for 40 years in a Ford Motor Company Model A factory.”

“The A students work for the B students, the C students run the businesses, and the D students have the buildings named after them.”

“Never ever hire someone who had a grade point average of 4.0.”

I highly recommend you take 4 minutes and 12 seconds to watch/listen to the whole thing.

{ 0 comments }