There was an interesting question on Quora: “How do companies remain innovative?” Maybe my answer sparks some more ideas and some more answers or even different questions.
Here is my response – rather than a real answer:
So far, there is no company known for being repeatedly innovative. Even the most innovative startups become a victim of what made them successful in the first place – a disruptive innovator. I’m not talking about all the old companies like ATT, Intel, Cisco, Ford, Boing. I’m talking about even today’s disrupter like Facebook, Google, Uber, AirBnB… and so forth. Since the beginning of the industrial revolution, companies have been innovative at birth and that’s it. There are probably less than 10 companies ever built that may be an exception. The question should be: What can be done that companies create an innovation continuum? That is actually the work we do. Four years ago we went on a quest to find out how innovative ideas are created in the first place. Looking at the four innovative businesses we founded did not help. Looking talking to peers did not help. Wondering how we could help even our own businesses to become innovative “again” did not help. The defining answer came from neuroscience. From people who research the defects of our brain, how we actually think, and the discovery that thoughts and ideas are no different in structure. The outcome: innovation is a whole series of counterintuitive processes. Once we understand how our brain composes thoughts or ideas, it changes the whole and very wrong perception of how to innovate. Ideation is no serendipity any longer, brainstorming is a superficial feel well meeting, post-its and whiteboards are nice but don’t do it, random experimentation is a huge waste of time and money, pivoting is a big mistake, having a team of the best experts will never lead to innovation…..
Why is this even important? Isn’t disruption and being disrupted just a live cycle in the life of a business? Shouldn’t it be a natural cycle that we don’t interrupt?
I don’t think so
Since the beginning of the industrial revolution, we have rapidly evolved as humans; as a society, we made huge mistakes, we worked hard to fix them, and still do. I think it is about time to not only improve and fix products by amazing innovation, but we also need to make “structural innovation” in our respective organizations. For instance: the discussion about silos is more than 50 years old. Silos came to existence when we were all asked to increase our focus, which increases our productivity and makes us more experiences, and gives us deeper insights. Yes, the price we pay is a more natural flow of information, knowledge, and collaboration. The silo exhausts all that into the ether. But breaking down the silos would potentially lose those advantages, and we don’t know of any alternative.
Analogous thinking: If we keep the analogy to a silo, how about turning it by 90°. The silo becomes a pipe. A pip still gives us a great focus – AND – it gives us flow. Connecting all the pipes on one end, information and experience can flow without distracting and defocusing the stream itself. To do that, it takes organizational ingenuity. And that we never unleashed. Change is bad because there is no winning. If you introduce a successful change, you would be considered lucky – if not, you get fired. Our resistance to change can be found in the culture of where we work, where we have been educated, and where we have been raised. So it’s our parents, teachers, and bosses’ fault – right? YES, RIGHT. If you teach your children the same values, ask your teammates for the same behavior and instruct others the same model to follow, which one of them is probably what you do, it becomes the fault of all of us.
Instead of pointing fingers, let’s agree that we simply learned from our past experiences. Innovation is no serendipity but a composition of past experiences. Now we can all work on a structural redesign of the businesses we work in. When PanAm, Compaq, Nixdorf, and so forth were shut down or acquired, thousands have been left unemployed. And instead of trying to stop innovation, we may be better off becoming innovators far beyond the product we design, produce, market, sell, or service. We may want to use our natural, born creativity, even though it may have been crippled over the years, to get crazy about meaningful ways to innovate our organizational structures.
QUESTION TO YOU
What would you change in your organization to get a better flow and less friction, more fun, and less pain?
The World Innovations Forum is not the only organization with big ambitions. Another organization in our ecosystem are helping entrepreneurs to thrive, create large number of jobs and get their country to prosperity is the Jacobs Foundation. Their contribution to 2030 is to help with education and embracing learning variability. From a one fits all education system to learner adjusted education.
In the following entrepreneurs round table, representatives from Tech in Africa, Axel Peyrier, the Happel foundation, Alexander Lanz and SwissContact, Teresa Widmer spoke about what it takes to actually inspire entrepreneurs, not telling them what to do. Great discussions and a variety of perspectives.
The most challenging finance question for startups is to create a meaningful and defensible company valuation. This challenge is the same, all over the planet. Karim Raffa, a finance expert, former entrepreneur and investor himself is educating startups to create valuations that attract investors but not ruining their capital. Karim is also helping investors to make meaningful offers, because asking for too much equity in the beginning may change the discussion quickly against both, investor and entrepreneur.
With investors from Cambodia [Christophe Forsinetti], Switzerland [Thomas Kern], and Vietnam [Duc Viet Nguyen], we had a great mix of representation from developing, fast emerging and developed nations. Investors from around the world look for gold nuggets. Average quality startups are nearing a million and have the highest risk. Lack of well structured FDI policies for equity foreign direct investments however still prohibit deep pocket investors to invest in these new countries. In Asia most startups move their HQs to Singapore and African companies to the UK, Singapore or Switzerland.
Education, in particular education for innovative thinking, like it is practices in Switzerland, was addressed by Dr. Ram Shrestha Ph.D., Vice Chancellor of the Kathmandu University. He gave insights into how and why Nepal should accelerate their motivation to more entrepreneurship in Nepal. Later on Dr. Matthes Fleck, Ph.D. from the University for Science and Arts in Lucerne spoke about the talent development of entrepreneurs from western universities and the importance for startups to get access to those talents early on.
WIForum Chair and co-founder Marita Schultze organized a round table where female entrepreneurs including Clarisse Iribagiza from Rwanda, Sophie Meas from Cambodia and Prativa Pandey, Ph.D. from Nepal had a partly controversial discussion about the role women in entrepreneurship. In some countries it is not even a discussion about the gender sensitivity, yet in others societies, women are still discriminated in so many ways, like in Nepal, so that the entrepreneurship aspect is just a side effect.
The most advanced technique to create innovative and disruptive ideas and turn them into reality is Neuro Ideation. Attendees learned how the brain actually composes ideas and how they are processed so that innovation can happen. The concept of Neuro Ideation is brand new and puts emerging countries and developed countries on a even playing level. Rapid idea development, accompanied by a disruptive business model can happen as quickly as 3 weeks but no longer than 6 months. The Deep Innovation Design method, with neuro ideation at its core fundamentally changes the act of innovation and disrupts innovation itself. The world Innovations Forum, together with the Society3 Group will be empowering entrepreneurs independent of which country they are from.
Another highly innovation related topic, that is very timely as well, was presented by Cafer Tosun, an SAP executive and Advisory Board Member to the WIForum. Innovation Fighting Pandemic, is an initiative, led by Cafer Tosun, leveraging the innovative spirit to fight covid-19. After a short but intense campaign to wear a mask, the campaign was reduced in intensity after 62 countries announced masks are mandatory or at least highly recommended. He shared some details about a new project where innovative thinking was applied in its truest sense. A concept to eradicate covid-19 neither by vaccines or treatment but by mass testing and stopping the transfer of the virus. The method and concept to do so came neither from the technology sector nor from the medical sector, but from the genetics space. There is a good chance to test millions of people per day and up to 5 billion in a week. We will be providing updates after the next tests in a few days.
Happy Birthday Alfred Escher
What a fast emerging nation. After the typical get to know each other and what our plans are, we have been very welcomed. At our entrepreneurs night at THE DESK in Phnom Penh, we met three amazing teams with very creative ideas. One is building a business that focuses entirely on e-commerce returns and its entire logistical challenges for any e-commerce operation that is not as powerful as Amazon. Another team, also in the e-commerce business, found a way to build a hybrid for small shops with no digital affinity to slowly emerge into the digital world by offering a scalable model from no digital to fully digital. And a third company is bold enough to actually stand up to Amazon and Alibaba by building an e-commerce platform with already over 100,000 products, mainly from China, at a purchase price level of the likes of Amazon. Bun, the founder, had already built a successful startup in Phnom Penh and had an exit with which he started his new company. All three joined the Accelerator program in Vietnam 3 weeks later. The event at THE DESK, who thankfully hosted the World Innovations Forum, had a significant impact on us and the ecosystem in Cambodia.
Our first visit to Vietnam was at a charity event from an already old friend from previous visits. His family is helping disadvantaged people, mostly women who are helping others. A very inspiring event with very moving examples of their work. It also shows that Vietnam is on its fast rise upwards where people make a lot of money but probably sooner than in other societies give back to those in need. In general, it was a great start meeting with all the people we met before. Since we are not a stiff and programmatic organization but people that love to work with people, friendships come more naturally. We believe it is what is needed to create impact rather than the impact on a report for donors.
Our first seven accelerator flights have been before our work in emerging countries and were attended mostly by entrepreneurs from developed countries. The only exception was Flight 4, which was a spontaneous “Refugee Accelerator.” There we tried to help entrepreneurial refugees from Syria and Afghanistan to start their own business in Berlin, Germany, and instead of seeking jobs creating jobs. The result was four companies created, and two years later, 36 jobs created plus one going back and now helping entrepreneurs in Afghanistan to start their own business.
A new and very strategic partnership was formed with the Innovation Capital Management group that joined our global WIForum Innovation Capital Network. It’s the first investors’ group we have on board. The common ground is to make investments into startups in emerging countries much more accessible and to attract foreign investors by offering standardized stock purchase agreements in the English language with a notarized translation into the local language. The ICN project is still in the making but will be rolled out globally in 2020. Local investor groups from the countries we work in, such as Angel groups or venture capital firms, can join and collaborate on a framework that allows cross country investments, as long as the respective Foreign Direct Investment (FDI) policy for private equity exits ts in the respective country.
Another important partnership signed Marita with the SunChan Incubator with multiple locations in Vietnam. The idea is to help the organization adapt our new Innopreneurs Academy Program, an accelerator framework that allows the partners to work with a full-blown business model through a much-extended program, including corporate innovators and mid-market businesses. The signing happened during the TechFest in Halong Bay.
At the end of our stay, we visited a fantastic TechFest 2019 in the beautiful Halong Bay in northern Vietnam. We performed several workshops, gave keynotes, and conducted lots of meetings.
It was a pleasure and honor to meet the Minister for Science and Technology, Tran Van Tung, during the event and together on one of the podium discussions. You feel the ambition and energy of the country all the way to the top political ranks, very different than most other Southeast Asian countries. You literally feel the energy in Vietnam.
Africa, most of South East Asia and Latin America has showed phenomenal progress in education already; having 1,000 times more academic graduates than 50 years ago. There are now thousands of Universities across those continents, which created millions of well trained people – but with no equivalent job. What would a math degree do if you can’t work with it? Today there are more than a million graduates in in each of the three continents. The best they can do would be try to get to Europe or the US. Yet – that would be a devastating brain drain and remove all hopes, those nations have today. Before the inception of development aid, education was a function of having better employees to handle the jobs – but here we have better education but no jobs. We realized we needed to find out how exactly did developed countries develop.
In the early and mid 1800’s, Switzerland was the poorest country in Europe. Germany was a poor country, South Korea was one of the poorest countries in Asia, California was a desert and the most western farmland in the US. If not for the Gold, California would hardly be on the map. Yet the natural resources died out quickly. A similar risk the Arabian peninsula is facing. However something changed above and beyond natural resources and tourism: Innovation and entrepreneurship. When Carl Benz, Robert Bosch, Werner v. Siemens and Friedrich Krupp, crazy entrepreneurs with useless ideas, started to engineer, develop, produce, market, sell and scale their businesses, Germany became a wealthy nation. There is nothing else that propelled the German economy as much as these crazy entrepreneurs. At the same time period, Alfred Escher wanted to build a railroad in Switzerland. But since this was a low priority for the very poor Swiss population, he could not raise any capital. So he asked for foreign investment, the sheer amount he raised, required him to create a more international bank, Credit Suisse. Since he needed more talent, he created the Zürich based University, ETH, today one of the most renowned Tech Universities in the world. Did you know the jet engine was invented in France? Now you know why France is still one of the world’s leading aerospace nations. Did you know that Silicon Valley was essentially based on five entrepreneurs? Almost all developed countries started poor, had an environment where crazy entrepreneurs just could do their thing, no matter how useless and money could flow in from foreign investors. The US, Germany, Switzerland, South Korea, Japan, and all others have been based on that very principle. Thousands of years before that it was war, theft and the financing of their armies to do the very same: invent, grow, sell and come to prosperity. Since thousands of years, the nations that carried their goods in foreign countries and received investment from foreign countries rose. And there is no reason to continue that path with an ever larger number of nations. We never tried to answer the question, how can we get 3.5 Billion people out of poverty with the help from the West? We wanted to know what made the developed countries so prosperous and if we could apply that learning to eradicate poverty.
We realized that nearly all developed countries, on three different continents rose to prosperity through innovation and entrepreneurship. Moreover, in understanding that entrepreneurship is not a western ‘invention’ but a universally applicable concept, for thousands of years across all cultures. We began to look for such entrepreneurs in developing and emerging countries. And we found jar dropping entrepreneurs and their startups in Argentina, Ghana, Nigeria, Peru, Vietnam and many other countries. With those results, we decided to turn economic development towards a direction that was probably not very well understood before: innovation and entrepreneurship.
