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Zusammenfassung von Innovation for the Fatigued

Name: Innovation for the Fatigued
Rating: 4.3 (102 reviews)
Author: Alf Rehn

Alf Rehn

How to Build a Culture of Deep Creativity

4.3 (102 Bewertungen)

21 Min.

Kurz zusammengefasst

Innovation for the Fatigued by Alf Rehn is a guidebook on cultivating creativity and innovation in our fast-paced, often overwhelming world. The author encourages readers to embrace experimentation and failure as pathways to successful innovation.

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What’s in it for me? Dig beneath the surface and learn about deep innovation.

If you’ve been to a bookstore recently, you might have seen shelves lined with titles like “Disruptive Thinking” and “Maverick Innovators.” If all these buzzwordy titles failed to excite you, there’s a good reason.

But to many, all these titles all just sound the same. All of that hyperbole. All of those “revolutionary” innovations. And the result of it all is what? Another dating app like that other dating app?

This is shallow innovation. And the world is full of with it. In these blinks we look at its opposite: deep innovation. This kind of innovation requires a radical approach that shouldn’t be considered radical at all. It means trying to make sense in a world of jargon and innovating for reasons beyond purely short-term commercial objectives.

In these blinks, you’ll learn

what happened when Alf Rehn gave a nonsensical presentation to a leading tech company;
that many organizations squander the talent that’s right under their noses; and
how one German company broke the mold.

Innovation has become a tired buzzword.

When author Alf Rehn gave talks to corporate leaders a decade ago, the room would listen attentively and with genuine enthusiasm. Today, as soon as he utters the word “innovation,” people become fidgety, sag in their seats, or sigh in exasperation. They’re tired of even hearing the word.

If you listen to entrepreneurial jargon, you’ll hear words like “revolutionary” and “ground-breaking” about products like Kellogg’s Pop Tarts or minor adaptations to certain models of car. The vocabulary of radical change has been co-opted for often uninspiring purposes.

Just as there is an abundance of “innovation” jargon, there are oceans of books about the trend. In fact, there are around 100 such books published each month. 100! But while there is a lot of talk about innovation – which you might expect to be full of new, exciting ideas – these books can be boring and repetitive.

This is because the advice has become so standardized that AI could feasibly write a passable innovation book. If it did, it would include the endlessly repeated advice on how to “experiment and test with customers,” “take chances,” and “learn to embrace failure.”

Rehn demonstrated just how far this innovation talk had gone via an experiment with a leading tech company. Having been invited to give a 20-minute talk on innovation at the company (which Rehn prefers to keep anonymous, for fear of embarrassing them), he got to work right away.

Wanting to make a good impression on such a massive organization, he decided to plan for many more hours worth of material than he actually had to present. When he arrived at the organization, he met their leadership team for some preliminary discussions. At such a prestigious company, he expected a robust, invigorating back-and-forth of ideas. Instead, he was disappointed to find they had little appetite for a real exchange of ideas.

Emboldened, Rehn decided that he would compose a nonsensical speech made up entirely of buzzwords for his big presentation. He delivered the speech sincerely, with all the necessary emphasis and gestures. He declared things like: “So, you need to be the box you think outside of!” The audience of tech leaders and innovators listened eagerly. Some even took notes.

In the corporate world, there is too much “shallow innovation” and not enough “deep innovation.”

Rehn was once asked to assist a struggling med-tech company in the US with its innovation plan. Once he’d settled in and given his first presentation to the leadership, he asked the company what they wanted to achieve. He found their answers troubling, to say the least.

The heads of this med-tech company spouted all of the fashionable innovation jargon of the moment. They spoke of “disruption” and “mavericks.” They spoke of creating med-tech products with “in-app purchases,” which made Rehn imagine the absurdity of having to swipe a credit card to upgrade a pacemaker to a functioning level.

Corporations often miss the innovative potential that is right under their noses.

The title of a book by Fredrik Erixson and Bjorn Weigel – The Innovation Illusion: How is so little created by so many working so hard? – perfectly summarizes what’s happening at many corporations today.

In many businesses, there are plenty of well-educated, talented people who spend a good deal of their time on pointless tasks and in pointless roles. Whether it’s on checkbox bureaucracy or on superficial corporate “targets,” their creative potential isn’t properly utilized.

AI isn’t the answer to the innovation deficit.

Many people in the corporate world who look forward to a future where artificial intelligence is able to do all the real work. As long as profitability in ensured, what does it matter who does the work?

However, the certainty of a technological future where humans are redundant, is misplaced. This belief is not new; in the 19th century it was a common fear that industrial machines would make the broader population jobless. And the idea that human employees will be replaced by advanced robots has been around for a while. But in relation to real innovation, it doesn’t look like robots will be surpassing human beings anytime soon.

Nurturing environments are vital for innovation.

You know the competitive rough-and-tumble of office politics, the endless gibing, the one-upmanship? Or, on a grander scale, the departmental rivalries that dominate organizations? Unsurprisingly, none of that is very useful when we want to innovate.

Innovation is often associated with terms like “maverick” and “dynamism,” but it neglects nurture. There is a kind of machismo about certain aspects of corporate culture that isn’t conducive to the kind of open, reflective environment where innovation can flourish.

Diversity is an ally of innovation.

Brotopia: Breaking Up the Boy’s Club Of Silicon Valley – The title of tech journalist and author Emily Chang’s book alone offers a revealing insight into the world of tech-innovation. It’s a man’s world. Or more accurately, a white man’s world.

Steve Jobs is the archetypal image of the great innovator. If it’s not him, it’s Elon Musk or Bill Gates. So many innovators that dominate our collective consciousness are white men. Although we can all easily picture Steve Jobs in his black turtleneck as the icon of tech-innovation, we should just as easily be able to think of Hedy Lamarr – the Austrian-American actress and inventor, who designed technologies that made things like Bluetooth and WiFi possible. Or Gertrude Belle Elion, who created the first treatment for leukemia, the first successful drug for treating herpes, and the first medication to treat and prevent HIV. But we don’t.

The increasing loss of meaning in the corporate world is fundamentally harmful for organizations.

In 1986, the philosopher Harry Frankfurt wrote an essay entitled On Bullshit. He argued that it wasn’t simply an inappropriate word, but an accurate description of something that isn’t exactly intentional lying but that is “unconnected to a concern with the truth.”

There is an increasing amount of what can very bluntly be termed “bullshit” in the corporate world. One example the author describes involves a British consultant, who was hired by a major retailer to help develop their innovation strategy.

Organizations should focus on meaningful innovations that serve concrete purposes.

If “bullshit jobs” and corporate jargon lead to apathy and a decline in real innovation, then purposefulness is surely the antidote.

Take the example of one German company called Anti-Germ. Founded in Memmingen in 1938, it is now a leading international company in the business of culinary safety. It provides detergents, disinfectants, and other services for dairies, farms, and the food and beverage industry. But rather than remain in the “safe zone” of the domestic food industry, CEO Matthias Kötter likes to emphasize that the company, through its subsidiary Medintech, created a truly revolutionary product called Aquatabs.

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Worum geht es in Innovation for the Fatigued?

Innovation for the Fatigued (2019) grapples with a curse of the corporate world: innovation fatigue. Rather than inventing anything useful or new, many organizations are mired in fashionable soundbites about “disruption” and “blue sky thinking.” It peels back the layers of nonsense to look at how companies can establish a deep and purposeful innovation culture.

Wer Innovation for the Fatigued lesen sollte

Tech company leaders who’d like to try something different
Anyone interested in the business world
Changemakers looking to innovate in other fields

Über den Autor

Alf Rehn is a Finnish lecturer and author who holds the Chair of Management and Organization at Åbo Akademi University. Rehn works as a columnist and sits on the board of directors for several companies, including the government-run Finnish betting agency, Veikkaus. Other notable works by him include Dangerous Ideas and Trendspotting, which he co-authored with Magnus Lindkvist.

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