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Stanford’s Jeremy Utley proposes approaching creativity with a “begun” mentality, where innovation is incorporated into daily practice instead of occurring only in sprints.
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In this episode, Jeremy Utley explains why good ideas are often preceded by not-so-good ideas.
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Fairchild Semiconductor put the silicon in Silicon Valley. But by the 21st century, it needed to reimagine itself. “Wonder Wanders” and “Analogous Explorations” made the difference. Read Here
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Jeremy Utley & Perry Klebahn, of Stanford’s renowned Hasso Plattner Institute of Design (aka the “d.school”), discuss their book "Ideaflow: The Only Business Metric That Matters", which offers a proven strategy for routinely generating and commercializing breakthrough ideas. They argue that every problem is an idea problem at its core, and changing the way you think about any problem will unleash success.
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“Is this idea any good?” We get this question hundreds of times a year from students at Stanford. In what has become something of a pilgrimage at the university, aspiring entrepreneurs make their way to LaunchPad Office Hours to see if they have what it takes to build a new company, wondering whether their idea is good enough. But it’s not just start-up founders who wonder about the merits of their ideas. It’s a question that plagues individual contributors, managers, and executives in commercial settings, too.
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Cramming everyone into a conference room to "spitball" is a disaster. But with some structure and a system, literally thousands of ideas are within reach.
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Where do good ideas come from? In their new book, Ideaflow, Jeremy Utley and Perry Klebahn contend that you find good ideas by generating an enormous amount of ideas of unknown quality and then testing them to find the winners. Read here.
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After a dozen years at the helm of Stanford's Design Thinking executive programs, we've learned innovation has more to do with discipline than luck.
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How to spark creativity when you feel like there’s none left – my interview with innovation expert Jeremy Utley