Meaningful innovation in a World awash with ideas | Roberto Verganti | TEDxPolitecnicodiMilanoU
-
0:16 - 0:18If we ask people,
-
0:19 - 0:22"What is the most
powerful symbol for innovation?", -
0:23 - 0:25most of them will say, "The light bulb."
-
0:27 - 0:28I mean, that's reasonable
-
0:28 - 0:31because we assume that innovation
is a matter of ideation. -
0:32 - 0:36There's a problem in front of us,
we struggle in the darkness, -
0:36 - 0:38in search for a solution,
-
0:38 - 0:41and finally, someone
comes up with an idea. -
0:42 - 0:46And this way of picturing
innovation is meaningful. -
0:46 - 0:50I mean, it used to be meaningful because
we used to live in a world that was dark. -
0:50 - 0:53Ideas were rare,
there were fewer opportunities. -
0:53 - 0:56But today, the world
is not anymore like this. -
0:57 - 0:59The world is like this.
-
1:02 - 1:06We live in a world
where ideas are not rare. -
1:06 - 1:09We live in a world overcrowded by ideas.
-
1:10 - 1:12We see it every day
when we open our phones. -
1:14 - 1:15There's plenty of opportunity,
-
1:15 - 1:18and maybe someone can tell you,
"You know what? I understand. -
1:18 - 1:22There are many, many ideas around,
but I still miss the big idea, -
1:23 - 1:24that idea that changes the world."
-
1:24 - 1:26And in reality, most of the times,
-
1:26 - 1:29the big idea is in front of them,
but they cannot see it, -
1:29 - 1:32not because it's too dark,
but because there is too much light. -
1:33 - 1:36Why? Why do we live in a world
where there are so many ideas? -
1:36 - 1:38For three reasons.
-
1:38 - 1:40First, people:
there's more creative people. -
1:40 - 1:43Second, tools: we have
better tools to be creative; -
1:43 - 1:46And third, especially:
digital technologies. -
1:47 - 1:49With our digital devices,
-
1:49 - 1:52we can easily access ideas
wherever they are. -
1:53 - 1:55So, in 2011, you probably remember,
-
1:55 - 1:59in the Gulf of Mexico,
there was an explosion in an oil rig, -
1:59 - 2:05and this was the most dramatic accident
in an oil rig, in history. -
2:05 - 2:07And for a few weeks,
you probably remember, -
2:07 - 2:09they couldn't stop the spill.
-
2:09 - 2:14So experts had proposed,
"Why don't we set up a website -
2:14 - 2:18so that people can propose ideas,
How can we stop the spill?" -
2:19 - 2:21They set up the website,
and in a few weeks, -
2:21 - 2:24they'd gotten more than 20,000 ideas,
-
2:24 - 2:26for free.
-
2:27 - 2:28And this approach of sourcing ideas -
-
2:28 - 2:31I mean, there are more
than 1,000 websites nowadays -
2:31 - 2:35where a company can go, post the problem,
and receive ideas from people. -
2:35 - 2:39So, we don't live anymore
in a world where ideas are rare. -
2:39 - 2:41We live in a world awash with ideas.
-
2:41 - 2:42And this is great.
-
2:42 - 2:45I don't mean that we need to reduce
the number of ideas, of course. -
2:45 - 2:48We need a lot of ideas
to solve the problems of the world. -
2:49 - 2:52But what's the consequence of this?
-
2:53 - 2:54The consequence of this
-
2:54 - 2:57is that the nature of innovation
is changing dramatically. -
2:58 - 3:02In a way, we are still blinded,
and you are still blinded. -
3:03 - 3:06But you're not blinded
because it's too dark. -
3:06 - 3:08You're blinded because
there's too much light. -
3:11 - 3:14And unfortunately, the tools
for innovation that we use today, -
3:14 - 3:17they were created
when the world was dark. -
3:18 - 3:22Design thinking, open innovation,
they were created 15 years ago, -
3:22 - 3:24when the world was different.
-
3:26 - 3:30Their purpose was to create more light,
to create more ideas, -
3:30 - 3:31and they succeeded.
-
3:31 - 3:34In reality, there are
much more ideas nowadays. -
3:34 - 3:36So, what's next?
-
3:37 - 3:40How can we profit
from this amount of ideas, -
3:40 - 3:44and create change for real,
now that there is too much light? -
3:44 - 3:47So, in my research
I found three different mindsets -
3:48 - 3:53that can enable us to create innovation
in a world awash with ideas. -
3:53 - 3:55And these three new mindsets
are exactly the opposite -
3:55 - 3:57of the mindset we have been
using until now, -
3:57 - 3:59in a world that was dark.
-
4:00 - 4:01So to start with,
-
4:02 - 4:04let's dim down the light,
-
4:05 - 4:09and maybe we can light up a candle here.
-
4:16 - 4:18Thirty years ago,
-
4:18 - 4:20if I asked my mom,
-
4:21 - 4:24"Mom, do we have a candle at home?" -
-
4:27 - 4:29"Yes, yes, we have one.
-
4:29 - 4:31You know, in case the power goes off."
-
4:31 - 4:32You know,
-
4:33 - 4:35in Italy, at that time,
-
4:35 - 4:36electricity was not so reliable.
-
4:36 - 4:39But nowadays, I mean,
that doesn't happen anymore, -
4:39 - 4:41and if this really happens,
-
4:42 - 4:44we have our phones,
you know, close at hand. -
4:44 - 4:46So, you know, why should we
buy a candle nowadays? -
4:46 - 4:49This industry should have
disappeared by now. -
4:50 - 4:53It just makes no sense
to buy candles nowadays. -
4:54 - 4:57People had never bought candles
as much as they do now. -
4:57 - 4:58They love candles.
-
4:59 - 5:01Families' spending in candles nowadays
-
5:01 - 5:04is much higher than how much
families spent to buy light bulbs. -
5:05 - 5:08And why am I using this example?
-
5:08 - 5:11I'm using this example
because it's a very simple way -
5:11 - 5:15to explain what the promise
of innovation nowadays is. -
5:15 - 5:18There are two different
levels of innovation. -
5:19 - 5:21One level is the level of meaning,
-
5:21 - 5:23and the other level
is the level of solutions. -
5:24 - 5:25So -
-
5:26 - 5:29the meaning is the purpose
that we want to achieve -
5:29 - 5:30when we create innovation.
-
5:31 - 5:33The solution is the product,
the service or the process -
5:34 - 5:36that we create to achieve that meaning.
-
5:37 - 5:41The meaning is a direction,
why we innovate. -
5:41 - 5:44The solution is how we get there.
-
5:46 - 5:49So, in a world that is
overcrowded by ideas, -
5:49 - 5:51creating solutions is quite easy,
-
5:53 - 5:56but creating and finding
a new, meaningful direction -
5:56 - 5:57is much more complicated.
-
5:57 - 6:00And candles succeeded
not because they're a better solution. -
6:00 - 6:03The candles we have nowadays
don't illuminate better -
6:03 - 6:05than they used to do 30 years ago.
-
6:06 - 6:09But they're totally different than
the candles that my mom used to buy. -
6:09 - 6:12These are candles that people buy
for a different reason, -
6:12 - 6:14for a different meaning,
for a different why. -
6:14 - 6:17They buy them to create a cozy room;
-
6:17 - 6:20actually, to make the light dimmer.
-
6:21 - 6:22So,
-
6:23 - 6:26we have a lot of solutions,
but the more solutions we have, -
6:26 - 6:29the more it's difficult to find
what is meaningful. -
6:30 - 6:33And indeed, if we look
at the industry of candles, -
6:33 - 6:37most of the companies that were leading
the industry of candles in the past -
6:37 - 6:39are not succeeding anymore nowadays.
-
6:39 - 6:42Price's Candles, founded in 1830,
-
6:42 - 6:45was the leading manufacturer
in the industry of candles. -
6:45 - 6:50They filed for bankruptcy exactly in 2001,
when the industry was exploding. -
6:52 - 6:56But imagine for a moment that, you know,
you do a brainstorming session -
6:56 - 6:57you create a lot of ideas
-
6:57 - 7:00and you're searching for candles
that can illuminate better. -
7:00 - 7:02And, you know, actually,
there are many, many ideas, -
7:02 - 7:04there's a lot of innovation in candles:
-
7:04 - 7:08different materials, LED candles,
electricity/butane candles, -
7:08 - 7:12everything you can do
to create candles that illuminate better. -
7:12 - 7:14But imagine for a moment
-
7:14 - 7:19that in this wall that is full of Post-its
there is one little Post-it there, -
7:19 - 7:20and there is a drawing:
-
7:20 - 7:25"Why don't we make a candle
where the wax stands inside the jar, -
7:26 - 7:28and we put a big label around the candle,
-
7:28 - 7:31so that you can't see
the flame when it's lit up?" -
7:32 - 7:37People say, "Come one, nice idea,
but it doesn't make any sense." -
7:41 - 7:46This is a candle with the wax inside a jar
and a big label in the front. -
7:46 - 7:48So you can't see the flame
when the candle is on, -
7:48 - 7:50which doesn't make any sense
-
7:50 - 7:52if you're looking for candles
that illuminate, -
7:52 - 7:53but it's totally meaningful
-
7:53 - 7:57if you're looking for a candle
that creates a nice, cozy atmosphere. -
7:57 - 8:00And Yankee Candle, the company
that created this candle, -
8:00 - 8:01is a newcomer in the industry,
-
8:01 - 8:05but they're leading the industry now
not because they have a better solution, -
8:05 - 8:08but because they changed
the meaning of things. -
8:09 - 8:13So, the first mindset is that
when we are in an overcrowded world, -
8:13 - 8:16a world full of opportunities and ideas,
-
8:16 - 8:19innovation is not about
searching for solutions; -
8:19 - 8:22innovation is about searching for meaning.
-
8:23 - 8:25Actually, searching for a new meaning.
-
8:26 - 8:28And how do we find this new meaning?
-
8:29 - 8:34Well, the problem is that
the existing methods for innovation - -
8:34 - 8:37we've said before:
design thinking, opening vision - -
8:37 - 8:40they have been created to address problems
at the level of solution. -
8:40 - 8:43They're capable of creating
a lot of solutions, -
8:43 - 8:45but when they move this method
to the level of meaning, -
8:46 - 8:48they struggle, they fail.
-
8:49 - 8:53For example, most of these methods
suggest that when we do innovation, -
8:53 - 8:55we need to start from the outside.
-
8:56 - 8:57So we go out,
-
8:57 - 8:59meet users,
-
8:59 - 9:01engage outsiders,
-
9:01 - 9:04we need to think outside of the box .
-
9:04 - 9:06So, innovation should come
from the outside in. -
9:07 - 9:10What happens if we apply this principle
to the level of meaning? -
9:11 - 9:14A company in the industry
of thermostats, a few years ago, -
9:14 - 9:15did an innovation program.
-
9:15 - 9:18They wanted to innovate thermostats.
-
9:18 - 9:19So they applied this method.
-
9:19 - 9:24They started from the outsiders,
they met users, they engaged outsiders, -
9:24 - 9:27they did brainstorming sessions
and they had a lot of ideas, -
9:27 - 9:31and most of these ideas were about
what we called programmable thermostats. -
9:31 - 9:32A programmable thermostat
-
9:32 - 9:35is a thermostat in which
you can set up the hours -
9:35 - 9:39and the moments of the day in which you
want the temperature to go up, go down. -
9:39 - 9:41Most of these ideas were to provide
-
9:41 - 9:42more features to people,
-
9:42 - 9:44so they could program
the thermostat better -
9:44 - 9:46and control the temperature better.
-
9:48 - 9:50But among those ideas,
there was a new one, -
9:50 - 9:52which was a learning thermostat.
-
9:52 - 9:56A learning thermostat
is a thermostat that you can't program. -
9:57 - 10:02It's a thermostat that programs itself
by learning the habits of your family: -
10:02 - 10:04when you get back home, when you leave -
-
10:04 - 10:08And slowly and progressively, over days,
it sets up the program itself. -
10:08 - 10:10I mean, it was not a better idea.
-
10:10 - 10:14This thermostat was not
so precise as the other one. -
10:14 - 10:15You can't program it perfectly.
-
10:15 - 10:17But it was a new meaning.
-
10:17 - 10:22It's for people who don't want to spend
their time programming a thermostat. -
10:22 - 10:24They want to forget about this.
-
10:24 - 10:27They want to let
the thermostat do their job. -
10:27 - 10:30So, it was not so precise, but they tried.
-
10:30 - 10:33They built different prototypes -
the other thermostat, these ones - -
10:33 - 10:36and they showed them to users,
and this is what they found. -
10:38 - 10:42This is what they found
about the learning thermostat, -
10:42 - 10:46"We found that consumers
prefer to control the thermostat, -
10:46 - 10:49rather than being controlled
by the thermostat." -
10:51 - 10:54So, they dismissed the idea, they left it.
-
10:55 - 10:57A few years later,
-
10:57 - 11:00two former managers of Apple left Apple
-
11:00 - 11:04and started a company
in the industry of thermostats. -
11:05 - 11:09And they didn't do all this analysis,
they didn't move from the outside, -
11:09 - 11:13they didn't do brainstorming,
invite outsiders, meet users. -
11:13 - 11:15They started from themselves,
-
11:15 - 11:17they started from one vision,
-
11:18 - 11:20their understanding of what
could be meaningful to people. -
11:20 - 11:22And they believed
-
11:22 - 11:25that for people it's much more
meaningful, when they are home, -
11:25 - 11:27to spend time with their family,
-
11:27 - 11:30rather than spending time next
to the thermostat and programming things. -
11:32 - 11:35They did it, they founded
a company called Nest, -
11:35 - 11:37they launched the first
learning thermostat, -
11:38 - 11:40and people loved it.
-
11:41 - 11:43What does it mean?
-
11:43 - 11:46It means when we start from solution,
when we search for solution, -
11:46 - 11:50it is fine to go outside
and search for input from outsiders. -
11:50 - 11:54And when we search for a new meaning,
the new meaning should come from ourself. -
11:54 - 11:56Innovation should move
the other way around; -
11:56 - 11:59not from the outside in,
but from the inside out. -
12:01 - 12:05And this is quite reasonable because,
I mean, the solution can come from others, -
12:05 - 12:07but the meaning, the direction -
-
12:07 - 12:09I mean, we cannot
ask someone the direction, -
12:09 - 12:11the direction should come from us,
-
12:11 - 12:13also because, I mean,
at the first mistake, -
12:13 - 12:15at the first problem -
-
12:15 - 12:17and when you do innovation,
there are several problems - -
12:17 - 12:19if you don't really
believe in it, you stop. -
12:20 - 12:23If you don't really believe in it,
people will never love it. -
12:24 - 12:27In a way, I mean, doing innovation
in a world awash with ideas -
12:27 - 12:28is like making gifts.
-
12:29 - 12:32What is the mindset you have
when you make a gift? -
12:33 - 12:36The problem is not the solution,
you can buy whatever you want. -
12:37 - 12:39I mean, you can buy everything -
-
12:40 - 12:43a Christmas gift to your
girlfriend or boyfriend. -
12:43 - 12:44The solution is not a problem.
-
12:44 - 12:47The problem is: is it meaningful?
-
12:48 - 12:49And you cannot ask her.
-
12:49 - 12:53I mean, you can call her, "Hello, darling.
What do you want for Christmas?" -
12:53 - 12:56I mean, she will take it,
but she will never love it. -
12:57 - 12:59And you cannot ask outsiders,
-
12:59 - 13:03"You know, can give me an idea
for a gift to my girlfriend?" -
13:04 - 13:05Come on!
-
13:05 - 13:08She would feel it, she would smell it,
that it doesn't come from you. -
13:08 - 13:12A gift that a person loves
is something that comes from you, -
13:12 - 13:16comes from your own interpretation
of what is more meaningful to her. -
13:17 - 13:20It's your capability
to expand her possibilities. -
13:21 - 13:24So, when you move innovation
one level higher, -
13:24 - 13:26in a world awash with ideas,
-
13:26 - 13:28innovation moves the other way around,
-
13:28 - 13:29inside out.
-
13:29 - 13:30It comes from your understanding
-
13:30 - 13:33of what could be
more meaningful to people, -
13:34 - 13:36what people could love.
-
13:36 - 13:38Well, this is just the start.
-
13:39 - 13:45But then, we need a second
mechanism to balance this. -
13:45 - 13:49Because it doesn't mean
that people will love everything we love. -
13:49 - 13:51I mean, if we don't love it,
people will never love it, -
13:52 - 13:55but it doesn't mean
that if we love it, people will love it. -
13:55 - 13:56So we need something else there.
-
13:56 - 14:00We need a third mindset here
to counterbalance this. -
14:00 - 14:02And to understand this mindset,
-
14:02 - 14:05let's go back to the example
of the company. -
14:05 - 14:08They tried the learning thermostat,
but they dismissed it. -
14:08 - 14:10I mean, the idea was in front of them.
-
14:10 - 14:12But they said no. Why?
-
14:12 - 14:15Let's look carefully
at the title of this person. -
14:15 - 14:16What is his role?
-
14:16 - 14:20This is the President of the Division
of Environmental and Combustion Controls. -
14:21 - 14:23I mean, "controls."
-
14:24 - 14:25If your role is the president
-
14:25 - 14:28of the Division of Environmental
and Combustion Controls, -
14:28 - 14:31guess which word you're more sensitive to.
-
14:33 - 14:34"Control."
-
14:35 - 14:36And this is the point,
-
14:36 - 14:40that in a world awash with ideas,
we use filters to filter information, -
14:40 - 14:42and we tend to see what we want to see.
-
14:42 - 14:45So, of course, we need to start from us,
there's no other way, -
14:45 - 14:47but if we start from us,
-
14:47 - 14:50then we need to be sure that
we don't see only what we want to see, -
14:50 - 14:53that we don't keep going
in the same direction. -
14:53 - 14:56In other words, we need criticism.
-
14:58 - 15:01In a world awash with ideas,
we don't need more ideas. -
15:02 - 15:06We need to cure the ideas
that we use to interpret life. -
15:07 - 15:09And criticism doesn't mean to be negative.
-
15:09 - 15:10It means going deeper,
-
15:11 - 15:13starting to see things in a different way
-
15:13 - 15:16and slowly, slowly, slowly,
turning in a new direction. -
15:17 - 15:18How?
-
15:18 - 15:22Let's go back to the story
of the two founders of Nest. -
15:23 - 15:26I told you, they didn't do
any brainstorming or user analysis. -
15:26 - 15:29They started from a vision they had,
something they believed in. -
15:29 - 15:30And how did it start?
-
15:30 - 15:34They left Apple and they met
at a restaurant, and this is the story. -
15:34 - 15:38"Tony, I want to start a company.
And I want to start a company with you." -
15:38 - 15:40"Huh. What do you want to do?"
-
15:41 - 15:43"I want to build a smart home company."
-
15:44 - 15:45"You're an idiot."
-
15:45 - 15:48It doesn't sound
like a brainstorming session. -
15:49 - 15:53"No one wants to buy a smart home,
smart homes are for geeks." -
15:53 - 15:57I mean, maybe you can be a little milder
when you express criticism to people, -
15:57 - 15:58but in any case,
-
15:58 - 16:01the point is that Tony Fadell was not
dismissing Matt Rogers' ideas. -
16:02 - 16:03He believed in them.
-
16:03 - 16:05Actually, they moved farther,
-
16:05 - 16:08and they moved farther in a new direction.
-
16:08 - 16:11Otherwise, they would have created
another programmable thermostat. -
16:12 - 16:15So, this is the core
of what it means to do innovation. -
16:15 - 16:17in an overcrowded world.
-
16:18 - 16:20It means that we need to start from us,
-
16:20 - 16:22there's no other way;
-
16:22 - 16:25From our understanding
of how the world is changing. -
16:25 - 16:28From our understanding of what can be
more meaningful to people. -
16:28 - 16:29It's our gift.
-
16:30 - 16:32But that's just a start.
-
16:32 - 16:34This is an unwrapped gift
-
16:34 - 16:37that we need to mix
with the gift of someone else. -
16:37 - 16:39And who is this someone else?
-
16:39 - 16:42Someone who has two characteristics.
-
16:42 - 16:45a person who has another gift,
different than the gift we have, -
16:45 - 16:46who believes in something different,
-
16:46 - 16:49but who believes in us as a person.
-
16:49 - 16:52And this clash between
different gifts and mutual support -
16:52 - 16:56makes us slowly, slowly, slowly
turn in a new direction. -
16:57 - 17:02So, innovation in a world awash with ideas
is not a matter of tools or processes. -
17:02 - 17:04It's a matter of people.
-
17:04 - 17:07It's a matter of mating the right
sparring partners. -
17:07 - 17:08It's like in boxing.
-
17:08 - 17:10What is a sparring partner?
-
17:10 - 17:14A sparring partner is someone
who joins you in you journey, -
17:15 - 17:17who believes in you,
-
17:17 - 17:21but then, he also fights with you,
he challenges you, -
17:21 - 17:23not because he wants to kill you,
-
17:23 - 17:25but because he wants
to make you gift stronger. -
17:26 - 17:28So, this is the point.
-
17:28 - 17:31In a world awash with ideas,
don't search for ideas; -
17:31 - 17:32search for people.
-
17:32 - 17:34Thank you.
-
17:34 - 17:35(Applause)
- Title:
- Meaningful innovation in a World awash with ideas | Roberto Verganti | TEDxPolitecnicodiMilanoU
- Description:
-
In world overcrowded by opportunities, value comes by the capability to craft a meaningful vision. The art of criticism, which has been labeled as detrimental in the last few years, is instead the way to create value in our new current world, where ideas are abundant, but novel visions are rare.
Roberto Verganti is a professor of Leadership and Innovation at Politecnico di Milano, where he directs Leadin’Lab, the laboratory on the LEAdership, Design and INnovation. He's also author of Harvard Business Press and MIT Press.
Roberto’s research is inspired by one question: how to create innovation that is meaningful, and how to make it come true? He has been a visiting scholar at the Harvard Business School twice, at the Copenhagen Business School and at the California Polytechnic University. He is also an advisor of Carlos Moedas, the European Commissioner for Research, Science and Innovation. Roberto is the author of “OVERCROWDED – Designing Meaningful Products in a World Awash with Ideas”, published in 2017 by MIT Press.
This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 17:42