Originality vs. Orthodoxy of Ideas: Getting Lost on the Blue Ocean

Would you rather buy a completely new product, or a ‘new’ version of a product you already use?

In the business world, originality is often mentioned as the key differentiator to opening up new product categories. Observing business strategy through Porter’s Five Forces, there are several differentiators along price, relationship, service and a combination of product-channel placement. One of such is the story of how Cadillac reinvented their iconic product to “not your Daddy’s Cadillac,” where a certain degree of originality is introduced to familiar similarity. These cars differ significantly, yet maintain their familiar identity.

If you can come up with new and innovative ideas, you will be more successful than your competitors. Originality sets you apart from the competition, and it attracts new customers. You get to serve a specific need or desire for your customers. A popular business strategy for innovation is The Blue Ocean Strategy suggests doing exactly that: think of finding a new category to position your products in (or sometimes even new industries) and enjoy the lack of competition. They portray this phenomenon with the case study of Yellow Tail wines, who decided to compete against prestigious wines with their quirky and less formal communication about the experience of enjoying wine. Increase market size is a reward for creating a new market, you open up opportunities for growth that simply do not exist in traditional markets. This can lead to higher profits and market share.

So, if you want to be original, you have to be creative, right? Well, what if the ocean is “blue” because there are no plankton/fish to feed such a predator? In other words, what if your ideas are safe because everyone else decided that it’s either not worth the trouble to compete there or impossible to do so?

This article explores these questions, the sensation of “being lost on the Blue Ocean,” or whether ultimate originality is the best possible scenario for successful innovation.

My LinkedIn photo a shark in the blue ocean, envisioned as by AI. A curiously strange combination of original and familiar content.

Beyond predictability and familiarity: Is there anybody out there?

When your customers know that you are constantly coming up with new ideas to better serve them, or support their goals around, say, climate change or social justice, they will stay interested in what you have to offer. Your old customers won’t get bored of the same old thing every day. That way you can keep existing customers, expand your share of their wallets, hearts, and social media megaphones.

But novelty also allows you to attract new customers and open up new market segments. And as competition in the business world gets tougher, it’s harder than ever to stand out from the crowd. If you manage to come up with original solutions to customer problems, you will be noticed and remembered. Original ideas are based on creativity, because creativity allows you to find novel solutions to existing problems, and to do so in a useful way. Creative ideas reveal something new about the world we live in and are communicated through their perceived usefulness.

Being a creative, original thinker means not only developing creative ideas, but also fighting for those ideas once they’re developed. Too often people think that originals are simply people who come up with new ideas. But what sets originals apart is their willingness to fight for those ideas — even if they don’t have all the answers.

Who are ‘originals’?

Grant says originals are people who are creative, innovative and willing to take risks. He argues that society is dominated by a culture of conformity, which means many people are afraid to be different or stand out from the crowd. As a result, original thinkers often struggle to make themselves heard, willing to be misunderstood for long periods of time. Successful originals build a coalition of allies around their idea very early on. Successful originals challenge norms and break conventions.

Originals don’t just accept things because they’ve always been done that way; instead, they ask why things are done a certain way and whether there might be a better way to do them. When it comes to having their ideas heard, successful originals take a different approach than most people. Instead of waiting for someone to give them permission, they take the situation into their own hands and find ways to get their ideas in front of the right people. They also know how to communicate their ideas so that others will accept them.

So being original and creative is important, right?

Many people believe that great innovations are born out of necessity. In other words, people only come up with great ideas when they are faced with a problem or challenge that needs to be solved. But that’s not always the case. Great innovations can also come from curiosity, serendipity, and a desire to learn more about the world around us. Not surprisingly, creativity, curiosity, and innovation-enhancing behaviors as a whole are among the most desirable leadership competencies to develop in most influential managerial publications. Harvard Business Review, Forbes and Korn Ferry to name a few.

Creativity helps leaders adapt to change, and those who are able to adapt quickly and creatively are considered successful. Business as usual can be successful for a while, and companies do not have to innovate all the time. It all depends on the pace and intensity of external change that puts pressure on the organization to change. A good example of original thinking becoming so familiar that it becomes similar is the case of Nokia. Creativity drives innovation because companies need to be aware of their surroundings constantly. This can only be done by creative leaders who are willing to take risks and think outside the box.

Creative leaders often have better problem-solving skills than others. They are able to look at a situation from different angles and come up with innovative solutions that others may not have thought of. And all of this combined means that a creatively inspired team works together more effectively and has more fun doing it! When teams feel valued for their creativity, morale and productivity increase because creativity allows them to express certain emotions and feel a sense of accomplishment. Leaders who demonstrate creativity-related competence should therefore be a strong predictor of successful innovation, right?

Time for the Customer enters the equation

Well, one of the most commonly used and therefore most successful problem-solving processes in innovation management is design thinking. Rather than focusing on creativity per se, its core premise is to empathize with customers and understand their problems, rather than blindly coming up with original ideas. The core principle of design thinking is to put the customer at the center, and everything else flows from that. In this way, the creativity employed aims to solve the customer’s problems based on their desires, essentially reducing the originality of the idea generated to a specific need or desire that has already been addressed to some degree.

Listening is an underrated skill that leads to more accurate problem solving, but limits imagination in the process. This brings us to the core dilemma: Is it better to be original or to know your ideas in order to successfully develop innovative solutions to customer problems?

Does too much orthodoxy lead to a lack of originality?

Many people debate how much orthodoxy one can have with an idea before it becomes an issue of flawed originality. Too much familiarity breeds contempt, as the saying goes, but is there really a threshold for how much exposure you can have to an idea before it loses its appeal? Is there a certain point at which a person’s creativity reaches a plateau and they stop producing new ideas because they are too similar to those that already exist?

One of the main factors that determines how much familiarity with an idea is too much is how similar the ideas are. If two ideas are virtually identical, then most people would say there is too much similarity and not enough originality. Another factor that contributes to this decision is how often the ideas are used. If an idea is used constantly, it can become stale and unoriginal. Also, consider who is using the ideas. If a well-known artist repeats an idea, it may be more tolerated than if a lesser-known artist does so. We observe such behavior on LinkedIn, where individuals superficially interpret the original author’s work to make it more familiar and engage the network, while the original author remains obscure.

When you hear an idea several times, your brain begins to associate it with other things you know. This makes it easier to remember and understand the idea, but it can also limit your ability to come up with new ideas that have nothing to do with the ones you already have. When you are familiar with an idea, you tend to use it as a template for future ideas, which limits your ability to innovate. In addition, excessive preoccupation with certain ideas can lead to boredom and creative burnout.

My LinkedIn photo portrayed as a Captain suffering the curse of the Blue Ocean, envisioned by AI.

Exploring the Blue Ocean and steering clear from its ‘curse’

The Blue Ocean strategy is a business strategy that aims to create new markets and disrupt existing markets. It is based on the idea of “creating an uncontested market space,” which means finding a market where there is no competition. This can be done by developing a new product or service that meets consumer needs better than what is currently available. Basically, you create an original approach within a known category. The case of Yellow Tail winery mentioned by INSEAD professors W. Chan Kim and Renee Mauborgne illustrates the importance of finding the perfect balance.

The blue ocean strategy has proven successful in many different industries, including technology, banking, and retail. Some notable examples include Apple, Google, and Amazon. These companies were able to achieve tremendous success by creating new markets where there was no competition. There are several key factors that contribute to the success of the Blue Ocean Strategy. Some of them are:

1. Focusing on needs rather than wants: most people want things like luxury cars and designer clothes, but they do not really need them. The Blue Ocean Strategy focuses on meeting consumers’ needs rather than their wants. In this way, companies can develop products and services that are truly unique and beneficial to consumers.
2. Eliminate the competition: The key to the success of the blue ocean strategy is to completely eliminate competition in a new category known as the “blue ocean.” This can be done by developing a product or service that is significantly better than anything else currently on the market. When you do this, you are essentially leaving the competition behind because they can not compete with your offering.
3. Break with tradition: Traditionally, companies compete with each other by trying to offer lower prices or better products/services. However, this often leads to a race to the bottom where no one wins in the long run, known as the “red ocean.” The Blue Ocean Strategy encourages companies to break with tradition and think outside the box to find new ways to compete with their rivals by competing in categories without competitors.

In 2019 Capt. Bossman’s Workplace Satire was introduced to the world, set out to teach organizational behavior insights in a different format. Instead of the traditional orthodox approach to teaching, a new original format was designed — the microlearning picture book. A case study of the Blue Ocean Strategy being implemented by-the-book, along with agile principles of testing audience reactions and calibrating product features accordingly.

Why not learn insights about organizational behavior in bite-sized, entertaining, and easy-to-remember stories? Rather than relying on formal literature, a story specifically activates information processing in both hemispheres of the brain, making the message more memorable. And the overall experience is more enjoyable. Unlike picture books for children, picture books feature complex illustrations that provide additional interpretation and complement the narrative. It hasn’t been done before in the context of the workplace, thus representing a truly original idea with few similarities to other products.

Although the product has been developed by the book and positioned as an original product, team Bossman’s efforts to educate the public about this new category (in which our new product resides) have not yielded results. They simply failed to make the audience understand why they should use the product, rather than reading traditional articles and books that presented these findings in more details and academic jargon. While the experience of aesthetic storytelling could have provided important insights about personal branding, designing an optimal onboarding process, and preventing burnout, the audience simply did not see the value of reading these stories.

As a result, intended originality was not able to make a difference because it lacked idea orthodoxy. Or perhaps the element of idea orthodoxy was too close to children’s picture books, which are not inherently sophisticated enough for adults. This makes the story of Capt. Bossman’s an interesting case study where originality displaced orthodoxy and this difference was not effectively communicated to bring the product closer to the audience. The so-called “curse of the Blue Ocean” implies the follow-up process of educating the audience of product features, where to find the product and why such a product should be considered in the first place.

Idea orthodoxy makes the conversation easier.

If your idea is familiar to team members, the need for communication is greatly reduced. When a team is familiar with an idea, it also means that they need to communicate less to do their jobs effectively. With experience also comes higher accuracy rates and repeatable success because identical conditions are repeatable. This saves time and energy spent on communication between team members, which can then be used to complete actual tasks.

When all team members are familiar with the procedures, tasks tend to get done much faster because there is less confusion about what needs to be done and how it should be done. Following paths that are already well-trodden often — but not always — produces faster results than deviating to explore new options. The same is true for new products in a familiar environment, where there is less need for clarification and intensive communication about product use. It is also costly when people get in the way of effectiveness — innovation is demanding, costly, and requires time and resources.

In a business environment where change is a significant threat, managers may consciously (or unconsciously) avoid innovation in favour of proven rules that have already stood the test of time. This makes thinking more predictable, because familiarity creates security, while change (of any kind) instils fear (even if those changes contain positive elements). When everyone in management adheres to ideas that are already in place, things run more smoothly because everyone is pulling in the same direction. The boat simply travels in the same direction, over charted waters.

Hierarchy also plays a role in how the innovation is perceived. When a leader has an idea, it is usually supported by the team because it reflects a desired behavior that is expected to be mirrored. When you ingratiate yourself with your boss, you become more likable and therefore preferred by the team. On the other hand, if a team member has an idea that the leader does not approve of, challenging the status quo seems like a less desirable behavior. A curious case is the story of peanut butter on all chins, as mirrored behavior cascades through the levels of a hierarchy and something original (in this case, negative) becomes familiar-like and expected.

However, relying on idea orthodoxy leaves out some of the benefits stemming from originality.

If you’re familiar, you’re less flexible in your thinking and are more bound to traditional ways of doing things. This prevents you from coming up with new ideas and solutions to problems, which is a problem in the long run. If all managers were only familiar with existing ideas, the world would be a very rigid place. Similarity prevents you from looking at the world from a different perspective, which can lead to diminished problem-solving skills. You simply won’t be able to come up with unconventional solutions that others wouldn’t think of. If you’re creative, you’ll constantly come up with new ideas and ways to do things. This can help keep your team engaged and motivated because they’ll always be excited to see what you come up with next.

Too much familiarity takes away the room for your own development and causes things to become repetitive. When you’re creative, you can express yourself in unique and interesting ways. You can express your creativity through your art, writing, music, etc. If you think in similar patterns, there is less room for originality, and therefore your self-expression is inherently limited.

On the one hand, some managers believe that it is important to know all facets of their business in order to have good ideas. The good old strategy vs. structure debate and the importance of organizational culture in encouraging innovation or suppressing it. This means being familiar with the business model, the products/services offered and the target market. Only when you have a deep understanding of these things can you hope to develop worthwhile innovations. Fixing your innovation on familiarity inevitably limits the originality of the innovation process. There is less confusion and wasted time trying to figure out what needs to be done.

Continuing along traditional paths lends stability — and security — in leadership circles. In part because of this relative uniformity in the upper echelons, investors gain confidence that existing ideologies will continue unchanged. So sometimes familiarity is a positive thing.

Other managers, however, believe that it is more important to be creative and courageous than conservative. They believe that it is more important to challenge orthodox thinking and propose original solutions, than to duplicate existing ones. This type of thinking can lead to breakthroughs and paradigm shifts in organisations. As with other dichotomies in life, finding balance allows for the best of both worlds, even if the desired choice is an extreme one. For example, developing a completely new product must involve a great deal of effort to familiarize the audience with that originality. But presenting something familiar as something original is a difficult process that requires a different use of creative capabilities.

The rough seas of the Blue Ocean often feel incomplete, as innovative categories and product features discourage competition activity until the category gets established (Source: Capt. Bossman’s Workplace Satire)

Navigating the rough waves of being misunderstood

Balance is crucial. Too much originality can lead to chaos and confusion, both internally and in the marketplace or with investors (the NOKIA case mentioned earlier). There seems to be a fine line between originality and going too far, and managers and companies need to find the right balance to be successful. Being original means coming up with new ideas and taking risks, which can be difficult for managers, who often have to consider the feasibility of their ideas, the impact on the company, and, often more importantly, their professional standing and bonuses. In addition, it can be difficult to be creative if you are constantly rejected or misunderstood for your originality. Here are some ideas how to navigate these rough seas from Adam Grant’s Originals:

1. Start with the right people: To get your idea heard, you must first pitch it to the right person. This means you need to find someone who is influential and has the power to make decisions. Do not offer your idea to someone who will not take it seriously or is not interested in what you have to say.
2. Make your idea easy to understand: one of the biggest challenges for original thinkers is getting others to understand their ideas. This often requires explaining complex concepts in a way that everyone can understand. When communicating your idea, be sure to use clear and concise language without using too much jargon.
3. Convince the audience of the benefits: Even if a person understands your idea, they may still be hesitant to support it. At this point, you need to sell them on the benefits of your concept. Make them understand why this idea will help solve a problem or improve a situation. Paint them a picture of how things could get better if they supported your plan. People are inherently resistant to change, and leaders who emphasize the benefits in their change narratives are more successful in pushing through change adoption.

Key takeaways from original castaways

The challenge of being creative is to maintain your passion in the face of negativity and discouragement.It’s important to constantly self-reflect and not blame colleagues or the marketplace for misunderstanding you. Discourse is a two-way street. It is more difficult to consider the human and market forces and try to understand them without bias than to dismiss outright those who “just do not get it.” It is even more difficult to find a perfect middle ground with these many dimensions, but here are some best practices that can help us in the process:

1. Don’t be afraid of change: One of the biggest enemies of innovation is fear of change. As a leader, it’s important that you embrace change rather than resist it. Trying new things can sometimes lead to failure, but it’s also how progress is made. Coalitions of like-minded people implement the strangest ideas.
2. Be aware of your audience: when deciding what is new and what is old, always keep in mind who your audience is. What may seem like an original idea to you may not be as interesting or exciting to others. The more we are exposed to something, the more we like it!
3. Listen to others for input and feedback: Ask your team members and other stakeholders — even your kids and parents and that one friend who knows nothing about technology or marketing — for feedback so you can get a better sense of what’s working and what’s not. They may have great ideas that you never would have thought of on your own!
4. Take risks: although you don’t want to take unnecessary risks, it’s important to try new ideas occasionally to see if they have potential. By doing so, you may stumble upon golden opportunities that would have otherwise eluded you. Move forward with a calculated perception of risk.

Finally, be unique: there is only one of you, so embrace your uniqueness and don’t try to copy others. Mimic their successes, but make sure your own style stays true to you. That is your greatest asset.

Authors

Antonio Sadaric, aesthetic storytelling aficionado and artist at heart who advocates for the humanization of organizational development. He also authored the Capt. Bossman’s Workplace Stories.

Carin-Isabel Knoop has written over 150 cases and overseen the production of over 2000 Harvard Business School case studies about general management, marketing behavior, and organizational transformation, among many other topics. Her personal research and writing revolves around mental health at work (lead to the publication of Compassionate Management of Mental Health at Work with Professor John A Quelch (Springer, 2018) and the founding of Human Sustainability Inside Out.