ABSTRACT
In this section, we include the questions that we used in our interviews. All respondents answered the first question about innovative ideas and then they were allowed to pick those about which they felt most passionate. Below you’ll find the list of questions as well as the respondents who addressed each question. Note that a few respondents were asked also additional questions to allow them to expand on their thoughts. These are not included in the list below.
Let’s first talk about “innovative ideas”. Can you give us examples, including personal experiences, if you like? They can be new ways about approaching problems, new ways of doing things, new products or services, new experiences and the way the user interacts with products, new business models, establishing entirely new teams and businesses.
Carlo Gasparini, 44; Céline Le Cotonnec, 51; Peter Löfgren, 60; Jeanne Marell, 66; Christine Ng, 74; Mark Nierwetberg, 81; Tim Romero, 89; Stephen Simpson, 95; Paul Slezak, 103; André Teixeira, 110; Cindy Tripp, 121; Victoria Vallström (Bastide), 133; Stefan Vlachos, 142; Melissa Widner, 150.
What is the one thing that you do regularly (e.g., daily, quarterly, annually) which has contributed to your success spotting innovative ideas/solutions?
Céline Le Cotonnec, 54; Christine Ng, 76; Tim Romero, 89; André Teixeira, 111
Where do you find sources of inspiration for new ideas or opportunities?
Carlo Gasparini, 46; Jeanne Marell, 70; Tim Romero, 90; Paul Slezak, 104; André Teixeira, 112; Stefan Vlachos, 144; Melissa Widner, 151.170
What unlikely sources of inspiration have you discovered that surprisingly helped you solve an important problem or be creative?
André Teixeira, 113
Who do you generally approach to get a fresh perspective on an idea or otherwise to validate an idea?
André Teixeira, 114; Cindy Tripp, 124; Victoria Vallström (Bastide), 138
At what point do you consider sharing your idea with others, including those in your organization? What kind of evidence or support do you seek before moving forward?
Céline Le Cotonnec, 55; Christine Ng, 78
When you or your team have identified new ideas, how do you select the ones to pursue and the ones to discard? Is there a set approach or methodology?
Carlo Gasparini, 47; Peter Löfgren, 64; Jeanne Marell, 69; André Teixeira, 114; Melissa Widner, 151.
Do you have any beliefs about innovation that might not necessarily be held by others?
Carlo Gasparini, 49; Peter Löfgren, 61; Stephen Simpson, 99; Paul Slezak, 106; Victoria Vallström (Bastide), 139; Stefan Vlachos, 144
What is the most important thing(s) that organizations need to change in order to be more open to new ideas or approaches?
Peter Löfgren, 63; Mark Nierwetberg, 84; André Teixeira, 115; Cindy Tripp, 126; Victoria Vallström (Bastide), 137; Melissa Widner, 152.
Businesses need to be innovative but at the same time get things done today; that is, they have a portfolio of opportunities to invest in for both the short and the long term. How should a business balance the short-term necessities and the long-term goals? What has been your personal experience in approaching this particular challenge?
Céline Le Cotonnec, 55; Peter Löfgren, 62; Paul Slezak, 106; André Teixeira, 117; Stefan Vlachos, 145
How do you create an environment/culture that enables creativity and innovation?
Céline Le Cotonnec, 57; Christine Ng, 76; Mark Nierwetberg, 85; Tim Romero, 92; Paul Slezak, 106; André Teixeira, 118; Victoria Vallström (Bastide), 135; Melissa Widner, 152.
How do you encourage people around you to challenge themselves?
Peter Löfgren, 65171 172
Think about the last time you pitched (or have been pitched) an innovative idea or solution. What worked well and what didn’t?
Christine Ng, 79; André Teixeira, 118; Melissa Widner, 152.
How do you build a great narrative/story for a novel idea? Is there a formula?
Tim Romero, 90; Stephen Simpson, 99; André Teixeira, 119; Stefan Vlachos, 147
What questions do you like to ask when someone presents you with a new idea?
Céline Le Cotonnec, 57; Mark Nierwetberg, 86; Tim Romero, 91
We know that there are some long-standing managerial principles and some others that might be in fashion for some time only. Are there any principles, techniques, processes, or other things that might be good in theory but haven’t worked in practice in your experience?
Tim Romero, 91; Paul Slezak, 108; Stefan Vlachos, 146
