chapter  1
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In this session we will look at how you can turn creative ideas into innovative processes, products and services. Before we do so, here are some examples of the kind of thinking that stifles innovation and creativity:

■ ‘This “telephone” has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.’ Western Union internal memo, 1876

■ ‘Who … wants to hear actors talk?’ H. M. Warner, Warner Brothers, 1927 ■ ‘We don’t like their sound, and guitar music is on the way out.’ Decca

Recording Company executive rejecting the Beatles, 1962 ■ ‘There is no reason anyone would want a computer in their home.’ Ken

Olson, president, chairman and founder of Digital Equipment Corporation, 1977

No matter how effective you and the people you lead are at developing creative ideas, the chance of you being able to implement them depends on your organization being receptive to them. In this final session we will look at the last two stages of the innovation cycle, Convergence and Action. It is at these two stages that you have to identify what will work in your organization, and how you can make it work. We will look at some of the techniques you can use for judging what is likely to work and how; we will also look at how you can judge whether or not your organization is capable of accepting innovative ideas.