Innovation Mental Block #2

Continuing on the subject of mental blocks. Being unable to see a new dimension is another of such blocks.

Market leadership is a great position to have, but also one that can cement you into an ‘incrementalist’ state of mind. An example would be that of a soda company three decades ago.

Innovation was products like other flavors or Lite. In how many dimensions can you innovate in non-alcoholic, out-of-home beverages? So you keep your radar towards competitors and fruit juice people. By the way, that clear focus on competition caused the painful New vs Classic product drama. A must-read on corporate battles.

But back to the extra dimension. If a market researcher would have been really, really good, and would have warned about a new and threatening dimension looming ahead, they probably would have been laughed at, from the company’s head office. “Two teachers and a writer setting up a beverage outlet named after a secondary character out of Moby Dick. In a place 2,000 miles from here! So what!!”

Well, these guys had figured out the new dimension, they saw what the people at company could not see. After their visionary expansion after WW2, they themselves had become incrementalist. And in 2017 their turnover declined to $ 35 billion, and beverage outlet company increased to $ 22 billion. Pretty hefty new dimension!

Next week a third installment on mental blocks in business innovation.

 

And the answer to the tree trunk riddle?

It is easy if you ‘see’ the extra dimension

But you must be willing to accept that it is outside your comfort zone.

Mental blocks when developing innovation
Three articles by Jeroen de Kempenaer:
  1. Innovation is difficult! Often because of ourselves, we all have our mental blocks. Like looking at things from the wrong angle.
  2. Continuing on the subject of mental blocks. Being unable to see a new dimension is another of such blocks.
  3. The third installment on the subject of mental blocks. Being lured into making wrong assumptions.

jeroen de kempenaer philips innovation services

Jeroen de Kempenaer
Value propositions, business modeling, business cases, road mapping, portfolio management

Find more information about developing innovations with winning business models ›

This article was originally published on LinkedIn.

Share on:

Philips respects your privacy. We use cookies for a variety of purposes, such as website functionality, improving your experience of our website, building integration with social media and helping target our advertising. More information

The cookie settings on this website are set to "allow cookies" to give you the best browsing experience possible. If you continue to use this website without changing your cookie settings or you click "Accept" below then you are consenting to this.

Close