Beyond Brainstorming: A 7-Step Approach to True Innovation

Anyone who has been in any kind of management position for any length of time has been pressed into brainstorming sessions. Brainstorms have long been a pillar of organizational consultant and workshop facilitators, the assumption being that the only way to come up with innovative solutions is to stick a bunch of people in a room and make them think creatively.

To be honest, this idea sounds good — on paper. Getting out of the daily routine, focusing with other stakeholders on a particular issue, having the freedom of offering any solution that comes into one’s head without being laughed out the room — these sounds refreshing, and by gosh surely something of value would come out of the exercise?

Brainstorming — now relabeled “ideation sessions” by some — as a problem-solving tool has been just productive enough to keep it on the agenda for lots of companies. It really can be of value if used correctly, for example as an initial exercise to gather a list of ideas for further consideration and vetting. However, too often these sessions are not used correctly. And believe it or not, in some cases brainstorming isn’t needed at all.

Creative thinking and the genesis of potential innovations have proven to stem from a set of steps:

1. Describe the problem. The problem must come before the solution. This seems obvious, doesn’t it? Too often, the issue, problem or challenge to be considered is not clearly outlined or is too “business as usual” in the way it is stated.
2. Assemble the right domain knowledge. Creativity is good, yes, but it’s important that the focus is correct. Industry knowledge and/or knowledge of the specific part of the industry being considered is a key part to effective innovation.
3. Gather information from outside the domain. This step is as important as the one before. Solutions and practices external to the industry can be invaluable in sparking new ideas.
4. Generate a list of well-informed ideas. This is the step that is usually the be-all and end-all of brainstorming. Notice that here it is in the middle of the list.
5. Use the ideas as building block to create new ones. Combine the results of the previous step in a variety of ways and see what comes out of it. This is convergent thinking at its best, and you will likely create a whole new set of candidates that are even better.
6. Create a short list of the best of the bunch. The key criterion for this step is “useful.” Based on expertise, knowledge and industry insight, identify the ideas that are the most useful. Capture those.
7. Take it to the streets. Well, not literally. But do take your ideas out into the larger world and get feedback. And do it bravely — don’t just go to folks who are likely to give you a thumbs up or a smiley face. Include people who will kick the tires, look under the hood, and think critically. The input you receive from your external “ideas test” will give you good information that you can analyze and apply to your candidate solutions.

Following these seven steps will result in a well-thought-through, creative, and useful set of possible solutions to your defined problem — far beyond what mere brainstorming would provide.

Let me know if we can be of any help in the innovation process.

Jim Lawnin, Managing Partner
jlawnin@bblventures.com