The Seven Stages of Innovation

In the past I have spoken about the process of innovation (see Hot or Not and Hype Cycles). These posts utilized the Gartner model to show how a product or idea progresses through several stages before it moves from an idea into a useful product (see chart below). This model provides a means to understand the technical stages innovation undertakes. However, what about the human side of innovation? How do we as people impact the innovation process? How do we respond to it?

Figure 1: The Gartner Hype Cycle

Figure 1: The Gartner Hype Cycle

Morgan Housel recently outlined the different stages people go through when we adopt a new innovation. He outlines seven steps which big breakthroughs typically follow:

  1. First, no one’s heard of you.
  2. Then they’ve heard of you but think you’re nuts.
  3. Then they understand your product, but think it has no opportunity.
  4. Then they view your product as a toy.
  5. Then they see it as an amazing toy.
  6. Then they start using it.
  7. Then they couldn’t imagine life without it.

To illustrate this Housel showed that some of the greatest innovations of the last century – the telephone, the automobile and flight – were all unheralded and criticized widely at the genesis of their innovation cycle. However, over time these steps have come to fruition and we now view all of this list as things we cannot do without.

While these seven steps focus on products, I believe they also apply to ideas. As leaders, we need to anticipate that new ideas will result in skepticism and opposition. After all, “we’ve never done it that way before”. However, this model shows that successful ideas will require determination, perseverance and communication.

Jeff Bezos, the CEO of Amazon, provides a perfect summary:

“Invention requires a long-term willingness to be misunderstood. You do something that you genuinely believe in, that you have conviction about, but for a long period of time, well-meaning people may criticize that effort … if you really have conviction that they’re not right, you need to have that long-term willingness to be misunderstood. It’s a key part of invention”.


Head Shot

Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email: jeff@jeffsuderman.com

Source: Morgan Housel

Image Source: Library of Congress

Which Energy Company is Masquerading as a Automobile?

“Tesla isn’t a car company; it’s a battery company” (Montenegro).

Last summer I blogged about Tesla’s ground-breaking decision to make all their Tesla automobile patents public domain (see Open Source Life). Tesla stated that open source patents were means to accelerate the electric car movement and limit harmful emissions. While this may be true, many believed this was part of a bigger plan to accelerate the public need for portable/modular batteries.

At that time Tesla was shopping for a State in which to build their battery factory. That deal is now sealed and Tesla has begun construction of a $5 billion facility in Nevada. This factory will be used to develop modular batteries which can store large amounts of energy for personal or business use. Last week Tesla announced the launch of their Powerwall scalable battery. With this announcement, Tesla is showing us that their core business is portable energy, not automobiles.

As we review this fascinating case study, here are three lessons we can learn from.

  1. Form vs. function. An organizational adage reminds us to not confuse form with function. Form, how a company runs and operates, should always serve its function, why the company exists. At their heart, Tesla wants to enhance environmental sustainability. It began with electric automobiles and has now extended to our homes and businesses. Tesla’s move from automobiles to batteries is a great example of how function should drive form.
  2. Claiming our preferred future. A foundational premise of my work in strategic foresight is that we each have the ability to shape our future. However, this is not a passive process. We must both identify the future change we desire and then take the risk to change.  Musk teaches us a lot about what the vision of innovators and disruptors can do when we are willing to change our model (in this case, a reliance on fossil-fuels). He and his leadership cadre may become the ‘Renaissance Men/Women’ of our time due to their vision and risk-taking abilities.
  3. Disruptive technology. This term is bandied about regularly. But in the next decade you will watch a textbook example of how modularized power is going to disrupt the power industry. I believe that many electricity monopolies are taking their last breaths. As Powerwall gains acceptance, neighborhoods will begin assembling microgrids of shared power (think of Uber or AirBnB concepts used for sharing excess power). Citizens will break the monopolistic power of electricity companies when they begin to purchase cheaper power during non-peak hours, store it, and resell it at a higher cost (think of it as the new form of ‘currency’ trading). In time, modular power will highlight the sweeping effects of disruptive technology.

It’s time to start saving for a $3,500 Powerwall! I don’t know how to do it, but it is definitely my preferred future!


 

Head ShotJeff Suderman is a futurist, professor and consultant who works in the field of organizational development. He works with clients to improve leadership, teamwork, organizational alignment, strategy and organizational Future-Readiness. He resides in Palm Desert, California. Twitter: @jlsuderman

References

Robert Monenegro. Tesla’s worst kept secret has become Power Companie’s Nightmare.