“Creativity is not sufficient,” said Kevin. Making innovation happen requires “making time to innovate, overcoming fear, communicating ideas and process, building trust, and making believers.”
Innovation requires overcoming fear of “wasted time, high cost, diverted resources, failure, missed opportunities, and the unknown. You need a vision,” Kevin told us.
He suggested “starting small. Doing small things. Saying small things. Staying within your sphere of influence—people who will listen to you and agree with you. Convince someone enough that they’re an advocate for you. If you can’t find a single advocate within your sphere of influence, maybe you need to rethink. You could be wrong. Let others influence for you.”
In summary, Kevin told us, “Overcoming fear” requires that you “recognize the fears, say small things, do small things, let others influence for you, set expectations, and demonstrate success.”
Tom Wailes spoke eloquently about building trust: “People trust you, because you show mutual respect. People don’t see everything behind the design,” as Figure 13 illustrates. “They haven’t seen how you came up with it. They don’t see why it will take so long. Make design deliverables communicate as clearly as possible to stakeholders. Involve the team cross-functionally. Keep stakeholders informed.”“A lot of the deliverables [designers] typically spend time on—wireframes and the rest—now, we don’t do that,” said Tom. We communicate design to the team through storyboarding, prototyping, product simulations. Wireframes are not very good at communicating product ideas or design thinking. We needed a clear goal.
“Sprints are not enough. Scrums aren’t great for ideating. Getting as many people involved, as many ideas as possible. Setting expectations. Not, at the end of the month, solving everybody’s problems. Visualize ideas in a really accessible format. Ideas can shine through. We’ve been playing around with different ways to visualize the experience,” as Figure 14 shows.
“Building trust” requires “mutual respect and honesty, a track record of delivery, transparency of process, and clear communication—‘show me’. In this business, you hear way too much of ‘They’re stupid.’ They’re not. They just think differently,” said Tom.
“Innovation must be novel, useful, and viable. … When we hear from the users, then we know we’re onto something. Once they believe, we can actually start doing stuff.”
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