Authenticity has always been an important criterion for premium products. Naturally you would put a higher value on Parmesan cheese made in Parma than if it was made in Detroit.
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Ten years ago, things did not look good for the Danish toy giant LEGO. The company was losing
money fast, and was feeling the pressure from new, digital competitors.
Instead of focusing on the creation of ideas and trying to force them into being, one is better off focusing on understanding the relevant phenomenon in depth. Then it simply becomes a matter of being open to the ideas when they show up — be it in casual conversation, intense data crunching, or, as sometimes in Mozart’s case, on a sleepless night.
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The idea that for something to be original it has to be radically new still permeates business conversations about innovation.
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Analysis injects dissent and criticism into the ideation process, and contrary to what the rules of brainstorming tell us, this makes people more, not less, creative.
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Instead of focusing on the creation of ideas and trying to force them into being, one is better off focusing on understanding the relevant phenomenon in depth.
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Companies are always on the lookout for new ideas—getting ideas is not the problem. Getting ideas of high caliber, however, is more challenging. Increasingly, companies are developing a more refined sensibility towards ideas and seek so-called “high-quality ideas.” High-quality ideas are bigger ideas that likely will stand both the test of time and have substantial commercial potential. High-quality ideas share five characteristics that at a glance can appear as counterintuitive.
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In our experience, as with art and science, creative business thinking flows best when it pivots on a “big idea”—a “structural design,” or a “paradigm.”
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