Ideaflow

Informationen zum Autor Jeremy Utley and Perry Klebahn; foreword by David Kelley Klappentext "Stanford d.school directors Jeremy Utley and Perry Klebahn show leaders how to dramatically boost business results by amplifying the creative output of their organizations, drawing from their popular Stanford courses. The number of new ideas a team can generate in a given amount of time correlates directly to its capacity to solve problems and devise breakthrough solutions. This is ideaflow, and companies like Apple, Amazon, and Toyota dominate because they have far more of it. Ideaflow is the most crucial business metric because every business problem is fundamentally an idea problem. When ideas are scarce, so are profits. Your team's capacity to quickly and efficiently generate enough potential solutions, as well as design, test, and launch winning products and services, is decisive. Drawing from decades spent helping Silicon Valley entrepreneurs and Fortune 500 executives, as well as leadership roles at innovative companies, Klebahn and Utley offer a battle-tested framework to exponentially boost ideaflow in yourself and your team. You'll learn how to: Strengthen creative output with a brief daily practice Rapidly generate a flood of new ideas under enormous pressure Run cheap, fast, and efficient real-world tests of your ideas to choose the 10x winners Encourage and incentivize ideaflow across teams and organizations Are you ready to supercharge your organization's results?"-- Leseprobe Chapter 1: Measure Tomorrow's Success in Today's Ideas One resists the invasion of armies; one does not resist the invasion of ideas. -Victor Hugo It was a chilly April morning in Ventura, California, when Perry realized he'd run out of ideas. Getting out of his car at Patagonia headquarters, fleece pullover zipped to the chin and piping hot coffee in hand, Perry felt large and in charge. The year was 2002, and he was responsible for a good chunk of sales and operations at the beloved outdoor clothing company founded by iconoclast climber and blacksmith Yvon Chouinard. It had been an incredibly stressful few months for the entire world since the tragic events of September 11, but at least here and now, things were starting to feel normal again. Perry was lucky enough to work at a great company with outstanding values, and his colleagues were terrific. That morning, it felt OK to breathe deeply of the salty ocean air and welcome spring. Perry's feeling of optimism cooled faster than his coffee, however, as he thumbed his way through the newly arrived racks of clothing for the following year's spring season. This funereal assortment would be sent to Patagonia's stores and countless other retailers around the country? These drab, colorless garments were Patagonia's idea of vernal exploration and renewal? Perry forced down a sip of now-lukewarm java. Trying (and failing) to seem casual, Perry turned to the senior merchandiser busily organizing everything for the product team's review. "Good morning, Adrienne," he said, forcing himself to breathe. "The product line looks a little . . . dark for a spring line, don't you think? Where are the new colorways?" There was an uncomfortable silence before she responded. "New colorways?" Perry smiled harder and inclined his head at the dispiriting racks of black and gray clothing as if to say, The colorways that aren't here yet, but must certainly be on the way. At that moment, Adrienne's face showed some of that missing color. "Perry," she said, "you told us we have to focus on the winners." Perry bit off a retort. It was true. He had said that. Somehow, playing it safe had made a lot of sense at the time. Now that Patagonia's spring lineup resembled a mortician's closet, however, not so much. Looking at rack after rack of black and gray clothing, he could just imagine the jarring...

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Jeremy Utley and Perry Klebahn; foreword by David Kelley

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"Teams succeed to the degree that there is a free flow of ideas. Read this book to learn how to bring out the best in others-and in yourself." - Scott Galloway, bestselling author of The Four and Post Corona

Ideaflow: the number of ideas you or your team can generate in a set amount of time

We all want great ideas, but few actually understand how they're born. Innovation doesn't come from a sprint or a hackathon--it's a result of maximizing ideaflow.

Jeremy Utley and Perry Klebahn of Stanford's renowned Hasso Plattner Institute of Design (aka the "d.school") offer a proven strategy for coming up with great ideas by yourself or with your team, and quickly determining which are worthy. Drawing upon their combined decades of experience leading Stanford's premier Launchpad accelerator and advising some of the world's most innovative organizations, like Microsoft, Michelin, Keller Williams Realty, and Hyatt, they'll teach you how to:

• Overcome dangerous thinking traps
• Find inspiration in unexpected places
• Trick your own brain to be more creative
• Design and deploy affordable experiments
• Fill your innovation pipeline
• Unleash your own creative potential, as well as the potential of others

Perhaps you have experienced low ideaflow. Have you been in that quiet conference room, with a half-filled whiteboard, and an unmet business target?. With the proven system in this book, entrepreneurs, managers, and leaders will learn how to tap into surprising and valuable ideas on demand and fill the creative pipeline with breakthrough ideas.

Échantillon de lecture
Chapter 1: Measure Tomorrow's Success in Today's Ideas

One resists the invasion of armies; one does not resist the invasion of ideas.
-Victor Hugo

It was a chilly April morning in Ventura, California, when Perry realized he'd run out of ideas.

Getting out of his car at Patagonia headquarters, fleece pullover zipped to the chin and piping hot coffee in hand, Perry felt large and in charge. The year was 2002, and he was responsible for a good chunk of sales and operations at the beloved outdoor clothing company founded by iconoclast climber and blacksmith Yvon Chouinard. It had been an incredibly stressful few months for the entire world since the tragic events of September 11, but at least here and now, things were starting to feel normal again. Perry was lucky enough to work at a great company with outstanding values, and his colleagues were terrific. That morning, it felt OK to breathe deeply of the salty ocean air and welcome spring.

Perry's feeling of optimism cooled faster than his coffee, however, as he thumbed his way through the newly arrived racks of clothing for the following year's spring season. This funereal assortment would be sent to Patagonia's stores and countless other retailers around the country? These drab, colorless garments were Patagonia's idea of vernal exploration and renewal? Perry forced down a sip of now-lukewarm java.

Trying (and failing) to seem casual, Perry turned to the senior merchandiser busily organizing everything for the product team's review.

"Good morning, Adrienne," he said, forcing himself to breathe. "The product line looks a little . . . dark for a spring line, don't you think? Where are the new colorways?" There was an uncomfortable silence before she responded.

"New colorways?"

Perry smiled harder and inclined his head at the dispiriting racks of black and gray clothing as if to say, The colorways that aren't here yet, but must certainly be on the way. At that moment, Adrienne's face showed some of that missing color.

"Perry," she said, "you told us we have to focus on the winners."

Perry bit off a retort. It was true. He had said that. Somehow, playing it safe had made a lot of sense at the time. Now that Patagonia's spring lineup resembled a mortician's closet, however, not so much. Looking …