Frans Johansson is an innovation expert and author of The Medici Effect. As CEO of The Medici Group, he leads a team which helps clients improve their innovation efforts through an approach they call Intersectional Thinking:
Your best chance to innovate is at The Intersection. Here, concepts from diverse disciplines, fields, and cultures collide to form an explosion of unexpected idea combinations. It is from this large number of possible new combinations that one or two can emerge as high potential innovations.
[These are my notes from the International Legal Technology Association’s 2012 Conference. Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]
NOTES: Act Collaborate to Drive Change
- What Drives Innovation?. We innovate best when we connect with others and share new ideas/perspectives. The key is to connect across our differences.
- Why is it necessary to innovate quickly?. If you want to keep your competitive advantage, you have to keep innovating because there has been a stunning drop in the amount of time it takes for your competitors to catch up with you.
- Why is it so hard to innovate?. (1) As an organization gets larger, it moves more slowly. (How do you create a small firm for yourself? Buy a big company…and wait.) (2) We tend to use logic when planning innovation. However, since our competitors are doing the same thing, we’re likely to converge in the middle with eerily similar offerings, thus eliminating that which makes us distinctive. (3) Because change is hard (and threatening), we tend to settle for tweaking things around the edges rather than making a wholesale change. The impact of this is adding more widgets to a Yahoo portal page until the clutter is overcome by the spare and elegant design of a Google search page.
- His Working Understanding. (1) Most truly stunning innovations result from combination two different ideas. (2) People that change the world try FAR more ideas. The greater the number of ideas that you generate and implement, the greater your chance of a breakthrough. You need to try many things because humans are very bad at predicting what will work. The key is to keep trying until you perfect your execution. When your first idea doesn’t work, you have to try again. (3) Diverse teams can unleash an explosion of new ideas. (He says this is a mathematical argument. He illustrates this by showing the number of combinations possible in rock music and classical music and then what happens when you start combining across these disciplines. You end up with an exponential increase in new ideas that leads to more opportunities for innovation. (e.g., He uses the example of “Tubular Bells,” which was huge crossover between rock and classical music.)
- Create the Environment Necessary to Foster Innovation.. We can help organize our firms to foster innvation. This ranges from seating people within your department in such a way that they can’t help be exposed to new ideas and new ways of working. Individually, you also can ensure that you personally make connections with people within the firm who are in different disciplines or from different backgrounds or have different interests.
- Use Technology to Drive (not just serve) New Business Models. Start by making it easier to collaborate internally and externally. Baker Donelson has a technology toolkit that made it possible for the client to work differently with its external counsel. The client liked it so well that they moved all their business to Baker Donelson. Goodwin Proctor collaborates with PBWorks to build wikis that help collaboration with clients and co-counsel.
- The Pit StopTeam Exercise. Frans Johansson asked the audience members to team up with the person next to them to ask how they could apply example of the pit stop team to law firm life? Here are some suggestions that came from the audience: (1) have the IT team observe lawyers in their natural habitat and then ask what IT could do to help them. Rinse. Repeat. (2) Rather than having IT working in the background, waiting for instructions from the client-facing lawyers, find ways to put allow IT access to the lawyer team AND the clients so that you reduce the translation errors and give IT a better chance to sense the client needs.
- What’s the Most Effecitve Way to Execute?. Start with a good idea. And then act on it. Johansson calls this the smallest executable step. It’s not about going directly to the desired Big Hairy Audacious Goal. Rather, execute the first step; adjust based on results; execute again. The key is to iterate your way to success.