“It was December 9, 1968, and as Kay watched from audience, Douglas Engelbart and his fellow computer scientists from Silicon Valley’s Stanford Research Institute unveiled NLS, an online system that included the world’s first computer mouse and presaged so much of today’s online software, including everything from window-like interfaces to what we now call hyperlinks […] Many didn’t understand it […] Short for oNLine System, NLS let you work and communicate with others in countless ways. You could edit text, draw images, manipulate and organize files, send messages, and even video conference. The idea was to supercharge human intelligence through collaboration.” – “Tech Time Warp of the Week: The Mother of All Demos, 1968“ by Daniela Hernandez, Wired.
Emerging technologies are easily subject to self-defeating hype and unfulfilled promises, making it hard to tell apart what’s real from vaporware. At that point, slideware and writings alone do not suffice, demonstrations and trustworthy testimonials become of the essence.
Please note that I’m not comparing what follows with the original “Mother of All Demos.” The above quote is rather a sign of respect and a reference model, something to look up to and strive for.
Our team at the Cloud Innovation Center has been extremely busy working on an NFV portfolio demonstration and, therefore, looking into a challenging questions on what it takes to deliver the mother of all of our NFV demos, and the purpose that it would actually serve… if any.
We thought that this means shifting from a piece meal approach based on showcasing product specific demos to helping everyone experience what happens when things work together across the board. A silo busting exercise.
The industry’s initial focus on “best of breed” needs to be coupled with a modular end-to-end systems engineering where the resulting value and efficiencies clearly exceed the mere addition of any of these elements. Going back to the “Mother of All Demos” reference, isn’t “supercharging” what synergies should be all about?
Following that train of thought, complexity becomes one other issue of concern, which can undermine any good intentions from the onset. For that reason, we made picture  be our other guiding principle, striving to deliver elegant sophistication in simple terms by engaging the customer in a first hand interactive experience, and making it be a memorable one for that matter.
One more thought… we also discussed what the right ratio should be between presenting “state of the art” and “art of the possible.” Going back and forth many times on this through the process, the team consistently stuck to an 80/20 ratio where 80% of the demonstration is anchored on what becomes available this year and the remaining 20% addresses the path forward and underlying design of future things. When dealing with hot technologies, the industry can get easily saturated with Proof of Concept (PoC) and me-too projects. The more reason to clearly spell out what the real deal is.
Any conversation dealing with emerging technologies should handle two other questions regarding incremental vs. disruptive innovation. We are defining “incremental innovation” as getting better with something that we happen to do today already: showing the delta in performance whether operational or financial. We are defining “disruptive innovation” as doing something that we couldn’t possibly do before when working with legacy and conventional technologies, something of “unique value” that is.
While this might or might not be how others might define incremental and disruptive innovation, we can go beyond semantics to agree on the need for addressing the underlying framework. By the same token, note that a “breakthrough” is not a differentiation in this context, as both kinds of innovations rely on this type of high impact discovery one way or another.
In addition to the above concepts, these few pictures outline some of the tools we used in the design and development of “NFV: Service Innovation & Lean Ops,” which we will be demonstrating in Barcelona’s Mobile World Congress in just a couple of weeks. Hope to see you there : )
 Refers to a set of guiding principles: the kind of stuff you go back to conduct a sanity check and when in doubt, which I discussed above. As an example: “if you cannot explain it simply, you don’t understand it well enough.”
 This is the kick off creative brief: just a one pager outlining the mission by answering “why/what/when/who/where” to being with… while understanding that the project is an iterative journey where we will make discoveries that can make us switch our course and speed as we make progress. Project management wise, it pays to keep an eye on status, flags, % completion and remaining resources, including time left.
 Ideation techniques using both regular post-it and easel size ones for different groups, prioritization exercises leverage location and color coding. Nothing goes to waste: 3M’s Post-it Plus App for Apple’s iPhone comes in handy to capture these “boards,” which helps with post-meeting processing, collecting snapshots of any brainstorming session and keeping up with Kanban scrum boards in software development.
 Conventional whiteboarding also taking advantage of capturing what’s happening with the same app, making an entire whiteboard become a post-it note joining other pictures taken at other sessions, zooming in and out as needed.
 A variety of frameworks have helped organize and communicate information with other teams, as well as a checking for consistency and alignment.
 Low fidelity sketches were used to start visualizing key concepts early on: an agile alternative to cumbersome requirement documents at each iteration.
 High fidelity renderings of photo-realistic mock-ups aiding rapid prototyping.
 Wallpapering in a meeting room where all team members can review designs, post new items and further brainstorm throughout the project.
 Dogfooding (eating your own dog food) means that everyone in the team gets a first hand experience and understanding of what’s being developed, joining testing and contributing to next steps.
 Field trips, going out there to look for best practices and sources for new ideas outside of our own work environment and industry clichés. As an example, these pictures were taken at demonstrations taking place at Chicago’s Museum of Science and Industry and one of Fermilab’s control rooms for the particle accelerator complex.
 Last but not least, the workload involves observational (e.g. ethnography) and usability research coupled with sessions with customers, subject matter experts and in-house stakeholders.
This is an iterative process and the above 10 items might not all take place at each iteration and/or in the same sequence at each cycle.
“You’re juggling dozens of priorities and under the gun to get a new marketing initiative under way. Do you really have time to write a creative brief? Avoid the temptation to skip it! Creative briefs help keep projects running smoothly and prevent misunderstandings and delays […] don’t use a one-size-fits-all approach.” – “Mastering The Creative Brief,” Aquent’s article on AIGA’s site.
“The brief is a starting point, not the answer […] so, it’s important that we do not ask the brief to be more than what it is”. – “The Creative Brief And The Client’s Role In It” by Will Burns.
I’ve worked with a number of creative briefs over the years, some long and detailed, some short and actually brief. What I am sharing here is the one that works best for my projects. This specific sample comes down to just one page, a landscape slide with a set of resizable widgets, these are simple movable frames with customizable headers.
There are many Word and PowerPoint templates out there which are designed as well intended forms. But when working on different types of marketing projects “one-size-does-not-definitely-fit-anything” that I need. There always seems to be a need for right sizing creative briefs to best communicate. The above example works as a artist’s canvas instead.
This model can also be enlarged and printed out as a whiteboard size tool coupled with Post-it notes and markers for workshops.
Moreover, an online version allowing for zooming in and out as needed keeps ideation efforts going even after the workshop. Pinning annotations, sketches, pictures, files and bookmarks as well as being able to freeze snapshots in time, helps with bringing back and reviewing previous iterations anytime.
My next article will provide insights on information architecture and narrative for the above. In the meantime, Plan A refers to what’s recommended as a plan of record while NBA stands for Next-Best-Alternative. That is Plan B in other words, should unknowns and conditions evolve. I am also showing a placeholder to outline “Exit” strategies easing decisions on when to discontinue a project. It takes more discipline to be agile and change course and speed than just merely sticking to a plan.
“Launching a new enterprise (…) has always been a hit or miss proposition (…) 75% of all start-ups fail. But recently an important countervailing force has emerged, one that can make the process of starting a company less risky. It’s a methodology called the “lean start-up,” an it favors experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional “big design up front” development. Although the methodology is just a few years old, its concepts – such as “minimum viable product” and “pivoting” – have quickly taken root in the start-up world.” – “Why the Lean Start-up Changes Everything” by Steve Blank.
“Although the experience of insight is sudden and can seem disconnected from the immediately preceding thought, these studies show that insight is the culmination of a series of brain states and processes operating at different time scales (…) if we want to be creative, we have to be dedicated.” – Adapted from “Creativity Is Really Just Persistence, And Science Can Prove It” by Drake Baer.
In my previous article I outlined 40+ items. All of them have to do with “exploring and experimenting,” which I believe to be corner stones of research and, hence, innovation engines. There is no denying that intuitive, casual and even accidental discoveries happen. Though, business wise, we need to figure out what it takes to engage in serial innovativeness. This is required to “cross the chasm” and to further an enterprise’s relevance and value.
As shared in an earlier article, we need to think and to connect the dots across (a) opportunities to support today’s business and to keep working on (c) creating the future. This makes sense whether we are involved in agile projects prompting short cycles or in long term research and development impacted by moving targets.
In my view, both assignments are clearly interrelated and share the need for analytical skills, devoting research efforts and, therefore, “exploration and experimentation” coupled with unconventional problem solving. This is what develops and nurtures creative thinking to a point at which it becomes an individual talent and an organizational asset.
I would also like to add that it pays to step back every once in a while to intellectualize our thought processes and frameworks we work with. This actually requires a curious and contemplative mind, one that reflects on what happens in context. It helps putting oneself in situations where we need to debrief on lessons learned and workflows. The basic objectives being:
- promoting – raising awareness, gathering feedback and allowing cross-pollination in the process
- propping – leveraging and refining what works well, understanding trade-offs between potential an limitations
- recycling – continuing to improve upon experiences and salvaging good ideas from failures and oblivion
- navigating – assessing contexts, options, directions, and adjusting course and speed to address whether upstream or shifting environments
Moreover, for good ideas to take off persuasive communication skills and marketing tools happen to be of the essence. From an operations management standpoint, innovativeness also has to do with creating an organizational culture, a distinctive work style where guiding principles happen to be more effective than sticking to strict processes alone. The fact is that creativeness and freedom go hand by hand. By the same token, execution and discipline are inseparable.
“A self-respecting artist must not fold his hands on the pretext that he is not in the mood.” – Peter Tchaikovsky.
“Inspiration exists, but it has to find you working.” – Pablo Picasso.
“If we knew what we were doing, we wouldn’t call it research.” – Albert Einstein.