From the monthly archives: June 2011

How do I see organizations facing creativity and innovation?

In an organization to keep the system in equilibrium and ensure that the company can repeatedly and predictably deliver customer value propositions and still meet their much desired profit formula it is necessary that there are business rules, standards of behavior and evaluation of success.

However, perhaps paradoxically, innovation is only possible when we defy the rules and when questioning a statement that has been given becomes essential in work to try to find the best possible answer to a problem.

That is, when to find an opportunity becomes more important than the resolution of problems leads to answers that were not apparent or existing before.

Over the past few years, it seems that some organizations have managed to keep the environments favorable to creativity and innovation (creating value), while others languish slowly until they reach their departure time of the business world and with them very creative potential of their employees.


What is the distinction?

Lynda Gratton says there are four main qualities: co-operative mindset; boundary spanning; igniting purpose and productive capacity.

It seems to be clear by firms the existence of a predisposition to embrace open innovation and co-creation thus expanding the limits of its action.

On the other hand businesses looking for an economic life more healthy and sustainable seek to ignite their purposes rather than simply dealing with a metric environment and objectives.

But without a productively work we cannot presume sustainability. Here the motivation and the working environment including its structuring are critical.

The mentality of cooperation of members of a team and the entire organization is a factor that distinguishes the healthy undertakings of dying. This ability to cooperate causes members of an organization identify themselves as a unit and engage beyond the merely productive aspects and reward.

They see work through a social, emotional, and intellectual prism. It’s never just a job that pays the bills.“-Stephen Langton

We can define the cooperative work as something that is done by the division of work between the participants, as an activity where each person is responsible for resolving a part of the problem.

But I think that this notion of cooperation is not perhaps the most advised to maintain unity within a group or organization.

A concept more appropriate to define the efficiency of productive work together is collaboration. That is, a mutual commitment between the members of a team or organization, in a coordinated effort to solve the problems together.

Collaborative processes truly embrace different points of view, even those that are conflicting, allowing their merger and creating something new and never before imagined.


To sustain the mentality of collaboration is need of a common purpose. People should collaborate for a reason and this means having a common vision.

But another issue that arises when discussing the mentality of collaboration is the constitution of the teams at work or at an organization.

The work normally involves the participation of different disciplines and how they interact through their representatives can have an important significance in the results we want with the job.

When referring to the involvement of various disciplines working on a project we can be talking about multidisciplinary teams, interdisciplinary or even transdisciplinary (holistic).

The first, multidisciplinary, characterized by the addition of disciplines and will be closer to cooperation than collaboration. There is in fact a summation of opinions and tasks that tend towards a common goal.

The second interdisciplinary is characterized by the interactivity between the disciplines and that represent an advantage resulting from the formation of generalist skills on the part of the team members, when they have the possibility to discuss third-party interventions in its areas of expertise.


The consequences are predictable because the “threats” are known.

Cooperation and collaboration are the result of the existing culture in companies.

If we look around we identify with ease that many enterprises that adopt cooperative systems, albeit fallacious, because such cooperation is anchored by directives. The elements of the multidisciplinary teams are plots of a summation.

The smallest viewing collaboration in enterprises may have to do with the difficulty of many companies in gaining (or allow) this climate.


Collaborate is a voluntary act that emerges in interdisciplinary teams.


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“All children start their school careers with sparkling imaginations, fertile minds, and a willingness to take risks with what they think,” says Ken Robinson “Most students never get to explore the full range of their abilities and interests … Education is the system that’s supposed to develop our natural abilities and enable us to make our way in the world. Instead, it is stifling the individual talents and abilities of too many students and killing their motivation to learn.”

When we were children and even teenagers, the rules served us to break them and to have wings for creativity. We were looking for different things and experiment with frequency in our games or demonstrations in groups.

But we grow and create habits, we fear to fail and we gain our comfort zone. We no longer relate things like when we were children, because as a child we dreamed about having enough strength to lift a plane and today we dream that we are invisible to escape from the problems or relieving stress.

Our creativity has been shaping according to the use that we do of the knowledge that we have and of new information that’ll getting.

The ability to combine the knowledge and information in a new way is important because if we only have the knowledge and information does not mean that we are a creative person. However it is also not possible to be a creative person, without the knowledge and information.

Relive the past can be good but not to justify what happens or predict what will happen.

Recognize a problem or opportunity, meditate on it, identify a way forward and accomplish the idea are steps in the creative process.

Creativity does not have time nor place nor is a capability of a particular discipline. Creativity arises both in painting as in technology, both in cuisine as in accounting, but on some points the ethical issues are more pressing.

“So, by definition, creativity is morally neutral. The myth that it’s good is a dangerous misconception. Societies must constantly strive to ensure that novel ideas in government, business, education, and every other realm are wedded to strong ethical values.” Teresa Amabile

When I was a creative … I was a child! And what happens now…?

Every child is an artist. The problem is how to remain an artist once he grows up. Pablo Picasso



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Confrontation with the power

 “It’s not that we don’t teach values well, it’s that people come to us with quite good personal values, and we do a fantastic job of destroying them.”A professor at a symposium of HBS.

Although today values occupy a prominent place in people’s mind, in business ethics and behavior of organizations persists some confusion about what these values represent and what role they play in a business relationship with customers or in a leader with his collaborators.

How can those values be achieved either by individuals or by organizations?

We think that the problem is not the consciousness of the people, which is increasingly in tune with the ethical issues, but that is rather how to ensure ethical behavior.

Most of us grew up surrounded by examples and models of well being and wellness with others and those examples will serve as the foundation to what we will be as adults, but in the last stage of our education we are confronted with difficult tests of aptitude of those values.

The pursuit of innovation as a path to sustainability and growth of enterprises can bring some of these clashes between our values and what we do. The problem begins to emerge when guided by certain principles of leadership and management we sublimate what we build.

What is the importance that these values have on innovation?

If in innovation we start with a foundation focused on the individual, therefore on people, we can try to build a platform for organizational behavior, including its values and culture.

The environments where organizations develop are naturally a key point for the analysis and evaluation of these values and to try to assess what role they play in the “health” of organizations.

For example, the leadership of organizations must be attentive to change and the role those younger generations can play in organizations. Future business leaders should take a break when they experience an ethical challenge in order to make decisions more thoughtful.

Or we can think about the social networking environment, which involves any organization, whether it is suited or not for innovation, and that induces a share not only of knowledge desires and expectations leading to co-creation and acceptance of new perspectives of what is right and what is incorrect.

This environment is favorable to the development of innovation, when it becomes aware that there are external ideas as or more valid than the inner ones but also bring with them new values of organization and behavior.

Social networks allow not only the vision of different points of view, individual and organizational, as have a new value – the interactions, or relationships in a dynamic for which we have not had a valuable learning.

Already it is not just an exchange of information. It is trying to realize values when we are receivers and attempting to explain values when we are suppliers.

These interactions require an attitude of openness, empathy and respect, as should happen when we give attention to the information.

Focusing our attention and intention in people easily perceive that value, ethics and principles turns into business value. And it is a value a little more complex, given the nature also complex of interactions. There is a constant connectivity that did not exist in the traditional bilateral relations and this implies the acceptance of plasticity and dynamic nature of relationships.

Seeking to understand a culture of innovation cannot fail to consider that with the connectivity will be born a new culture, richer and thus more able to respond to the needs of people.

The diversity of cultures, geographical differences and new values must be combined and integrated by the players in the innovation process. Value networks are seeking an alignment that can lead to satisfactory results for all touch points.

This is not an easy task, since organizations, partners and consumers do not initially have the same objectives and depart from different reference values. In a world of interactions and connectivity, where innovation is seen as an instrument for the construction of success, where co-creation is an opportunity and with an orientation centered on the needs of consumers, there is a path which interests continue to go.

The real test of a person character is not what they do when faced with adversity, but what they do with power.”

How can we cultivate humility (moral)?


Following an exchange of information through twitter I decided to make a small collection of extracts from documents on the theme “Innovation Management Certification” in Portugal.

Because this Portuguese initiative is pioneer it seems useful to give it a better understanding to whom had no opportunity to attend the Roadshow “Good Innovation Management Practices” organized by COTEC, DSIE and APCER.

The COTEC- Business Association for Innovation sponsored in recent years a number of initiatives among which one designated “Sustained Development of Business Innovation”. This initiative had as objectives to stimulate and support national companies in the development of innovation activities in a systematic and sustained manner.

This initiative began in 2006 with the development of some projects, notably:

Project 1: – Development of a business model and mechanisms of inducing sustainable development innovation, who came to receive the designation of “chain interactions model”.

Project 2: – Definition of a Manual of Classification of the RDI activities (research, development and innovation), aiming to improve significantly the quality of responses to investigations of RDI, nationally and internationally.

Project 3: – Development of the Portuguese family of Norms for certification of RDI management, among which is the Norm 4457: 2007.

Project 4: – Development of an Operating System actually usable as an instrument of  management,Innovation Scoring, aiming at providing organizations a better assessment and, where possible, adequate measurement of their innovation activities.

At the end of 2010 it was concluded the second phase, dedicated mainly to the generalization of the application of the instruments developed. (1)

The implementation and certification of management systems of research, development and innovation (RDI) aims to promote the achievement of systematic, structured and sustained activities of RDI and improve their management becoming endogenous the appropriate methodologies of planning, monitoring and evaluation of development results.

In 2007, were 15 the national pioneers in implementation and certification of management system of Research, Development and Innovation (RDI), according to the normative frame of reference consisting of the Portuguese Standard NP 4457:2007. These were joined by other 11 companies in 2009 and more 23 in 2010.-COTEC

Research, Development and Innovation Management System Certification

The NP 4457:2007 norm is founded on a model of innovation supported by the interface and interaction between scientific/technological knowledge, functional organizational knowledge as well as markets and society in general.

Innovation generates wealth and it is this capacity that turns it into the underlying factor for this norm providing benefits both for organizations and society.
The objective of this norm is to define the requirements of an efficient Research, Development and Innovation Management System (RDI), helping organizations to define an RDI policy and achieve their innovation objectives.

The norm may be implemented by any type of organization for innovation process management. Innovation, in this case, is interpreted in its broadest sense, in accordance with the OECD Oslo Manual (2005), and includes new products (good or services), processes and marketing or organizational methods. Thus, although technology is one of the main results of research and development, the norm is not restricted to implementation in this field but of equal relevance to organizations planning to innovate in areas beyond technology.

The implementation of an RDI Management System enables organizations to:

  • Systematize RDI activities to take advantage of internal know-how;
  • Establish goals and objectives that help control operational resources;
  • Plan, organize and monitor RDI units;
  • Improve their organizational image and competitiveness in relation to other national and international competitors;
  • Closely follow technological developments in order to pre-empt the market and identify opportunities for improvement;
  • Integrate RDI management with other previously implemented management systems;
  • Establish interaction between RDI and other organisational departments and divisions;
  • Develop patented technology which can later be licensed and serve as a source of revenue;
  • Demonstrate RDI activity transparency within the organization to public and other project finance entities;
  • Monitor and identify opportunities for improvement and implement corrective actions based on results emerging from research, development and innovation activities.”


What are the management systems of RDI?

The certification of management systems of innovation (MSRDI), consists of the organization to demonstrate that it has implemented a management system of RDI that satisfies the requirements of the NP 4457, being the management system of the RDI part of the general management system which includes the organisational structure, planning activities, responsibilities, practices, procedures, processes and resources to develop, implement, review and update the Organization’s policy of RDI.

The main objective is to enable an organization to develop and implement a policy of RDI to increase the effectiveness of their performance with regard to innovation.

Portuguese Norms RDI management are aligned with the ISO standards for quality management systems and environment, following an approach PDCA (Plan/Run/verify/Act), as well as with broader concepts of innovation introduced in the latest edition of Oslo Manual, OECD (2005), which in addition to the new products and services, considers the new organizational or marketing methods.

The certification of management systems of RDI according to standard NP 4457: 2007 and RDI projects according to NP 4458: 2007, can be carried out by certification bodies accredited under the Portuguese system of quality (SPQ), by the Portuguese Institute for accreditation (IPAC).

The normative set of management of research development and innovation (RDI) consists of 4 standards published in January 2007 and developed by Portuguese Technical Committee standardization CT 169 (IPQ) “research development and innovation (RDI):

NP 2007-4456: Management of research development and innovation (RDI). Terminology and definitions of the activities of IDI

This Norm establishes the terminology and definitions used in the context of standards developed by CT 169. The reference model presented in this Norm– Chain Interactions Model, a model of innovation to the knowledge economy – was designed to serve as a reference to organizations of any size and business in the transition to the knowledge economy.

NP 2007-4457: Management of research development and innovation (RDI). Management System requirements of RDI.


This standard specifies the requirements for a management system of research, development and innovation, to enable an organization to develop and implement a policy of RDI in order to increase the effectiveness of their innovative performance. All requirements of the standard are applicable to organizations with research, development and innovation, regardless of their size and complexity and nature of their activities. This standard is applicable to any type of innovation: of products (goods and services), organizational, process, marketing or a combination of these.

NP 4458: 2007 – Management of research development and innovation (RDI).Requirements of a project of RDI.

This standard is applicable to the RDI projects, regardless of its complexity, duration or business area. Its applicability to other projects is possible, however, cannot be alleged conformity with this standard when the project does not display the distinctive characteristics of a proposed RDI.

NP 2007-4461: Management of research development and innovation (RDI).Competence and evaluation of the auditors of management systems of RDI and of the auditors of the RDI projects.

This standard defines the requirements for competence of Auditors audits the RDI management systems in accordance with the norm NP 4457: 2007 and RDI projects according to NP 4458: 2007, defines the criteria to maintain and improve that competence and defines the process of evaluation of Auditors.

This is a text that is not what I like a lot, but it has become necessary to accomplish it. A lighter future text and commented is promised! J

Please add something if you consider useful! Thank you!

(1)        extracted from “Guide to Good practices in Innovation Management) – COTEC

This translation is my only responsibility! J

Learning through arts


“Through the arts we become more qualitatively intelligent”-Eisner, Elliot W

Integrate emotions and thought can be our best way of thought and if this integration is effective the predominance of quantitative aspects in our way of action begins to blur.

But is that good?

We often forget that in our life and in business the more important thing is what we absently call the people an. It is important not to walk at least distracted all the time, and we need start to think more on the quality and meaning of things and of our actions.

Is that art can help?

“There is much business can learn through the arts about thinking and even moral reasoning. Teamwork, cooperation and appreciation for the different talents and strengths others bring are inherent in arts education. Creativity and flexibility of thought are de rigueur. These are the so-called “intangibles” businesses find so difficult if not impossible to measure; particularly that qualitative evaluation can be as valid as quantitative evaluation:

-What is the best medium to use?

-When is a project complete?

-Is the work good?

-How do we know if there are no rules for judging it or answer key?

The arts teach us how to judge in the absence of “rules” through the use of emotion and self-reflection.” Ruth Sherman

In business, if we think with the use of emotion and self-reflection, that is with a passion and a part in strategic focus in creating growth, looking at all aspects of the business, we can create more value. This is much more than simply listening to customers through an elaborate set of data collected and relating to the past.

The search is of course important to identify the potential and opportunities, however, at some point we need to leverage an idea:

What do customers want and still not know?

Donald Norman on “Emotional Design” advises us to consider our concept of product or service from three perspectives.

Visceral impact: that is, the first impression that it is expected that the consumer has with our service or product. This reflects their physical appearance or design.

Behavioral impact: this is how someone uses the idea: its feel, form and function. How to evaluate the experience of using the product or service?

Reflective impact: after someone uses or experience our product or service, what we want to stay in memory? What message do we want them to pass on the product or service?

The impact assessment is something almost always forgotten when we assess the value created or co-created in an organization.

So you need to pay attention, to remember, be able, to want and to match the desires and needs with our proposal for innovation.


Art teaches us it all! Be a good judge!


What do you think of this?


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The relief

According to Roger Martin, “the skills of design and business skills tend to converge.” To be successful in the future, business people must be more like designers, must improve its ability of vision of the whole.”

As people of decisions, managers and business leaders should leave its focus on efficiency and focus on the consumer that is the people.

Design thinking is a way to think about doing something in a dimension that represents a new learning experience for everyone, not only to schools but especially for business people.

Many of these business people fear failure, have aversion to unpredictability and have a great concern for the status.

The difference between these two ways of doing things is significant.

The way to decide assumes that alternatives already exist (case study), but decide it will be difficult. Design view assumes that new options have to be devised (using the process design), but once imagined, decide it will be easy. The truth is success in the 21st century. XXI will depend on finding the right mix of these two modes.

Design thinking will then look for its integration into business and these in design thinking modes.

The new products, services, processes, technologies, business models, etc., do not happen by chance, they must be thought and designed!

The business failure to obtain returns on innovation efforts and their investments remains a concern. In its origin may be a bad idea, a few good ideas, support the misconceptions, incorrect marketing model, lack of capacity for the implementation or preparation for the market.

Often, indeed almost always, this failure is linked to missing white spaces view, where the insertion of each stroke or logo provides a relief in the battle against adversity.

A white space is a place where we or a company may have room for maneuver.

Using effectively the white space we can create an invisible order that will improve the readability of any intention or action proposed.

To use the white space means that we are not dependent on a multitude of data for analysis that always leads us to what should be done and not to what can be done.

When we respond to a white space seizes us a drama, which takes away from the routine and prejudice, but that turns into passion as we envision the path of success.

This space challenges us to become aware of our environments, our spaces, both internal and external and challenges us to relax the control and to assume an attitude of openness and collaboration.

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Desirable, technically possible and economically viable

I frequently find myself in a state of simultaneous dismay and delightful admiration about the end product of designers.”

I joined this assertion of Don Norman to one of the major problems related to the ideas, innovation and entrepreneurs, and that is – To be able to create a balance between the desirable, feasible and economically viable. And this is often a mix of emotions that accompany people on the path that an idea has to go through until it is actually a case of work done.

What causes this mix of dismay and delight?

Designers are trained as craftspeople, without any substantive knowledge of the content areas in which they do their work. My dismay comes from their lack of understanding and by the confidence with which they proclaim masterful solutions to the world’s problems. They often produce innovative, clever solutions, but with no evidence that they have actually addressed the most critical parts of the problem or that their solutions actually work. They are often unaware that others have toiled with those issues for decades, that the problems are deep and profound, and that no single approach, no matter how brilliant, will suddenly solve all the issues.

On the other hand, this very lack of knowledge can produce profound insights that lead to advances in understanding, hence my delight. Having too much knowledge can lead to following the failed footsteps of those who preceded you.”

On the other hand, this lack of knowledge can produce profound reflections that lead to advances in understanding, hence my joy. Have a lot of knowledge can lead to failed follow in the footsteps of those who have preceded you.”

“Why not start off with a wide range of unconstrained ideas, then together with the sound specialists, refine the result to be both graceful and effective?”

Many of the people who want to transform their idea into a business on its own initiative seek to do soon the assumption that they dominate all the aspects of the process beyond and are convinced they have the skills needed for it.

The truth however is tougher than the dream and requires a lot of work and a lot of collaboration in an environment of diversity and adversity.

The approach of the most critical parts of a problem and verification of functionality of things are two important aspects referred by Don Norman as lacking in the innovative production of designers.

However when we talk about business it fundamental that we are were that “Innovation needs to happen at the intersection of desirability, viability, and feasibility.  These three elements make up the legs of a proverbial stool called “it’ll work in the world.”  Too many innovation initiatives focus on only one or two, much to their detriment.  For example, creating something without regard for its feasibility out in the world is not unlike designing a bridge without regard to the existence of gravity: it might work, but the likelihood of it being a reliable, safe, means of transport will be greatly diminished.  And while it might be tempting to “really be creative” by ignoring constraints, a wiser approach is to view constraints as liberating.”- Diego Rodriguez

This concern of crossing the desirable with what is technically feasible and economically viable reminds me of an initiative that I have taken a few years ago, with a family legacy in the cosmetics industry.

I had desired products and the technical capacity to produce and new ideas as well as some capital and enthusiasm. Everything ran serenely (perhaps too much) until arise constraints and adversities arise my domain.

Then I checked how much interdisciplinarity and collaboration are so important when we talk about in the implementation of our projects.

Now looking back I think it is easy to identify what was missing and that Graham Hill in a very clear and surgical way calls to attention in a comment on “Starting up a Start-up. How to start a service design business? “:

“Starting a business brings with it many challenges. Jess lays out some of the many human challenges involved in his excellent response. He also mentioned – but didn’t elaborate on – perhaps the most important thing of all, namely, do you have a viable BUSINESS MODEL. Unless you have a viable business model, no amount of marketing, salesmanship or consulting skills will get your business off the ground.”

The lack of knowledge can produce profound reflections, as Don Norman said, but can also bring failure, I say.

It is true that no single approach can suddenly solve all the problems and that’s why it is good to remember:

Creativity and design thinking is nothing without a business model to take the ideas generated to market. And a willingness to get out of the building as soon as possible to test the ideas.Graham Hill

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Innovation it’s risky but it’s not random. Innovators have a disciplined invention process. They may not be able to articulate it, and sometimes the Eureka! moment happens in the shower, but it stems from a disciplined process.” A.G. Lafley

Imagine you establish a commitment to continuous learning and that implies to be persistent with experimentation.

Imagine you are an optimist in equilibrium with the objectivity when confronted with adversity.

Imagine you practice the generation of ideas and that in these times you demand patterns and connections between them.

Imagine that you cultivate visualization as a form of thought.

Imagine your energy results from the equilibrium:

-Between the game and seriousness.

-Between intense moments and the relaxation.

-Between being alone and with others.

Imagine that you search results instead of collecting suggestions.

Imagine that you embrace openness, interdisciplinary teams and collaboration.

Now imagine that all this is real!


How does that feel?


About the  society!

Peter Drucker, “Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, the society rearranges itself; his worldview (paradigm), its basic values, its social and political structures, its art, its key institutions. Fifty years later there is a new world“.

This changing dynamic, a function of age, is not a result of incremental innovation but a more profound structural change and radical innovation. This is not a process or movement of adaptability, but something that resembles a new world through exhaustion of the previous.

We have to rethink and innovate some of our basic social activities such as health, education, transportation and even our lifestyle, that is, we need a targeted approach in people and for people and society.

In excellent article for Josephine Green “Democratizing the future-Towards a new era of creativity and growth” I went to find food for my thoughts, yet as a consequence  of the reflection about simplicity and complexity, and so I also think we need to think beyond consumption and focus on some key aspects like diversity, the fruit of a globalization, creativity and the welfare of people as individuals and as a community.

Consumption  still is an important aspect but is no longer the most important aspect.


“The post-industrial society finds itself more and more at a meeting point of cultures, beliefs and behaviors. Individual and more insular views are now confronted with many different opinions, and the world has never been so diverse, or seen to be so diverse. A single undeniable truth, from a higher authority, gives way to multiple truths in which people, both as individuals and as groups walk the path to their own truth. This has increased the number of clashes and conflicts, but at a deeper level, the top-down pyramidal, top-down “command and control” structure of the past is making the way for greater personalization of the future and a rich and varied kaleidoscope of personal and collective lives. Our “way” becomes relative and new “ways” become feasible and – through exposure and contact – even inspiring. We are left knowing that there are all sorts of people, leading all sorts of lives in all sorts of ways. “

The organizations themselves, or who direct them, now have more field to reflect the competitiveness and sustainability. Knowledge of the diversity and the framework on concerns of its activities leverage new possibilities and opportunities. There is field for differentiation and to walk the path of “delivery” of well-being.

Diversity promotes creativity!

“This greater freedom to pick and choose, when matched with new technologies, signals the final demise of the 20th century and of mass consumption and marks a shift towards mass creativity. Through the web 2.0, social networking and community enhancing websites, the consumer is becoming the supplier of content, taste, emotions and goods. “Users move to the back end to the front end of innovation and through enabling platforms and tools, singularly or together (peer2peer) create their own values and solutions”.

It is the possibility to interact via the Web 2.0 that creates, in the words of Steven Johnson, the unfathomable space to produce bright “sparks” and “happy accidents” that will create new connections, strategies and thoughts and that is the possibility that we face as a path beyond the consumption.

Diversity promotes creativity for the creation of well-being!

“We are increasingly aware that ever more technology, productivity and efficiency has helped drive the industrial-consumer economy, but to the detriment of the environment, the poor and personal happiness. The costs begin to outweigh the benefits. So what exactly is the quality of life? Is it more money, more goods or something less tangible? As the numerous happiness studies testify, it seems that what makes people happy, over and above a basic standard of living, is more intangible than tangible, and that the belief that more makes you happier is a myth, and not a reality.”

Hidden needs of people are becoming more visible and not articulated needs begin to define shapes. This means that people create space to reflect and resize their world and not deal only with the immediate satisfaction that consumption promise.

It means that the greater freedom to choose is not just the great offer of products and services and goes also in the way of a greater consciousness as a fruit of a higher complexity and greater responsibility.

Until we find the path of simplicity, life today can be freer, but there seems not to be easier and we can innovate and innovate with passion to answer to some questions:

How we live today?

How we want to live in the future?

I’ll follow the advice of Matt Goldman of Blue Man Group – Clear Intent and Passion

“But innovation, like passion, can be found in everyone: a teacher who motivates you in a new way, a mentor who changes how you view the world, an acquaintance who opens a door of opportunity for you. Each one can help you tap into your inner innovator, entrepreneur or artist.

Take the time to create your own ideas, iterate them and then iterate them again… and then again. Align yourself with the most incredible people you can find: people who will inspire, challenge and support you. No matter what medium you choose, generate your clear intent and passion because you might just discover that you’re a kick ass artist!”

What do you think of this?

The things to do

The feeling of excess information is usually associated with loss of control of the situation and sometimes as a feeling of being overwhelmed.

There seems no doubt that life and business became more complex, even when certain tasks and activities become easier due to technology of information.

The global economy is increasingly connected, with a population much larger and more diverse customers and suppliers and the pace of change is accelerating. By our experience and knowledge we know that the systems tend to become more complex as they evolve, and then become necessary to simplify them again.

How can develop something that minimizes complexity?

Is it with new systems of thought? Is it with an increase of capacity of understanding? Is it with more information?

Today on #innochat normally Thursdays the theme was “The Impact of Information Overload on Innovation and the issue of complexity and simplicity was not clearly discussed. However, I think the underlying these notions were present and that information overload is a good example of complexity.

Too much information can mean too many things to do!

Knowledge is a process of piling up facts; wisdom lies in their simplification” – Martin H. Fisher

I stress this quote from m. Fisher as a possible answer to the questions above, but…

It must also be acknowledged that there is a danger of some issues being, at least in part, the creation of over-zealous information specialists, seeking problems to which they can provide the solutions. An example of this may be often-touted problem of the digital divide, by which it is asserted that a proportion of people are deprived of adequate access to digital information resources, by reason of age, income, location, education, etc. While this may indeed be so in some cases, it has been shown that this is, at least to an extent, the latest incarnation of the concept of the ‘information poor’. This group has been identified in the library/information literature over many years, more often simply by assertion than from any evidence, and always in the context of their needing the services of library/information professions [1]. Much as the pharmaceutical industry is sometimes accused of inventing health problems for which their products can be used, or exaggerating the significance of ‘real’ problems, so it may be that the information professions may exaggerate the pathologies of information.”

Is it the information overload a consequence of a chronic disease called “vitamin K deficiency (knowledge)?

Or, is it an abusive diagnosis and we eat vitamin complexes of information?

Do you want to share your thoughts?