Gregg Fraley

Beg forgiveness for writing again about CPSI (Creative Problem Solving Institute) but feel compelled to share my experience at the conference. I’ve just returned and am still digesting a very rich creative learning experience. I’m thinking differently. Disclosure: KILN was a sponsor this year at CPSI. CPSI 2013 returned to a college campus, and to Buffalo, after many years of bouncing around the country. My first thought is to say I hope it stays there. CPSI is not a “corporate” conference and it does not belong at a hotel. It’s a learning conference (where anybody who can afford it) belongs. Of course, many corporate folks attend, they need creativity in the worst way and some actually know it. AND also attending: educators,

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Benton Harbor, Michigan, have you heard of it? It’s a big enough town that it shows up on the weather maps of Chicago TV stations. It’s directly across Lake Michigan from Chicago. It’s in tourist area, but it’s hardly a garden spot — not nearly as quaint as nearby victorian-gingerbreadish St. Joseph. Locals call the area Michiana, a term to describe the cachement of small and medium sized towns along the Indiana-Michigan border (Gary, Michigan City, Niles, Elkhart, South Bend, Three Oaks, New Buffalo…). Michiana is a lovely area — if you like the beach, vineyards, and the woods. It’s not exactly Silicon Valley. It wasn’t always so. Once upon a time Benton Harbor was home to one of my

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My illustrious partner at KILN, the subtly dynamic Mr. Indy Neogy, MBA, has penned a very insightful piece on how research and analytical intelligence actually hoses innovation. Hoses, a term I’ve borrowed from Bob & Doug McKenzie, means “screws up” or “ruined”. To read the full piece click here. I did an illustration to go along with the words, which I’m posting below because it’s a bit of fun.* By the way, KILN is an innovation services company — I’m proud to be a founding partner. Indy’s article and my illustration are to be found in KILN’s newsletter Kindling — brain food for your innovation efforts (sign up here to get it via email). That’s all for today folks, but read

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I’ve been involved* these past two years with a creativity conference in Oklahoma, now called the State of Creativity Forum. This conference has energy to spare, it feels like an accelerating fire of innovative energy. Last year’s event (for a summary look at this post) exploded with dynamic speakers, cultural, and artist happenings. Even the governor, Mary Fallin, was there to support the notion that creativity and innovation is how Oklahoma moves forward. This year features Sir Ken Robinson and Peter Diamandis of X Prize fame — and that’s just the start. It’s all taking place November 13th in Oklahoma City. By all means, if you want a great taster, or even a major feast of creative stimulation, this is

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I’ve been following some interesting posts lately by Paul Hobcraft regarding management engagement in Innovation. Paul’s posts have a lot to do with the concept of engagement. It inspired the attached cartoon. I think many high level executives simply don’t know what they have. Until it’s too late. There are a lot of smart people out there, with great ideas. Talent is something you need if you really want to innovate. And yet, really, most organizations already have that talent. No, not every employee is Jony Ives and is an impact player at that level, but nearly every company has some people that, under the right circumstances, can hit home runs (score goals, set records, win gold, etc.). Ives himself

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At the heart of it, much of my professional work revolves around facilitation. Mostly I facilitate innovation projects. I do other things of course (speaking, writing, coaching) but I am often to be found, on my feet, creating innovation magic — facilitating idea generation sessions, aka ideation, aka brainstorming. And Yes, It Works. They work! Because it’s so much a part of my daily work life I sometimes forget what a challenge facilitation can be for others. It also occurs to me that if you’ve never had a good facilitator you don’t know what you’re missing. It’s interesting that I often hear, after my sessions, that they’ve never had such an “active” or productive session. Apologies for a bit of

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Can we just Get the Innovation Party Started already? One of the most frustrating things about being an Innovation consultant is watching organizations get stuck in a mud pit of inaction around innovation. Call it procrastination, lack of corporate will, a culture of bureaucracy — they all amount to the same thing: no productive innovation work done. I see it over and over, it’s as common as a head cold and just as unpleasant. I’ve written about this before — today’s post has a bit of a new wrinkle. Here’s the message: Have a party and get started. I mean it literally. Make innovation an ongoing company party. The common suggestions around how to circumvent this…innovation infarction…are many. They include:

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Ask John Sculley, the man who fired Steve Jobs — would he do it again? Probably. As Michael Corleone once said about a fellow mobster taking sides against him just as he took power — “it’s the smart play.” MBA’s are trained to manage, and that usually doesn’t mean disrupt. Let’s be frank, people who think different (high innovators on the KAI scale, a measure of cognitive style) are a pain in the ass. Even those who are very self-aware and have trained themselves in social graces eventually show their true colours in classic corporate settings. They can’t help it. They are less problem solvers than they are problem finders. Many of you know that I recently posted a piece

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It’s easy to understand why many managers are not interested at all in heading up an innovation team. Saying no is the sane choice. The truth is Innovation Team Leadership is usually a thankless job. It’s often a job on top of another job. In other words, a lot of extra work spent on innovation initiatives means it’s a killer to keep up with the business-as-usual-operational job. So, that’s usually enough to kill innovation leadership motivation. But wait, there’s more! Not only is it a ton of work, it’s high risk. Many, even most, innovation efforts fail. Failure doesn’t look good come job and salary review time. People spout a lot of happy talk about learning from failure but the

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Oh my, it’s summer. Officially. Two seasons of 2012 are now history. This is the perfect time to take a half-year checkpoint on your innovation efforts. On July 1, you’ll have six months left to get something done, or, complete something already underway. Here’s the checkpoint survey, suitable to print and take to your next meeting: What have you accomplished so far this year? How many “cycles” have you accomplished? How many ideas generated? How many promoted? How many prototypes done, how many concepts put in front of management?  Don’t know? I’d call that a red flag. Kudo’s to those who have efforts underway and are pushing the envelope. For those who have nothing to show for the first half of

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