In early December 2004, Chuck Frey posed this question: What is the most important lesson you 
have learned regarding innovation, creativity or brainstorming during 2004? Here are the 
ruminations on the lessons learned and the insights gained about innovation:

Have Fun

Lesson #1: Have fun. A client of mine, Quill (a division of Staples), brought the concept of 
reality television into their organization. The competition, called "The Quillionaire", has 
three teams competing each month on various business problems (a la "The Apprentice"). The 
results have been spectacular. And we have generated (and are now implementing) multi-million 
dollar ideas. The video of the competition is shown throughout the company on plasma screens. 
Employees vote on their favorite solutions ("You're Hired") for selected challenges. The 
competition is then expanded beyond the 3 teams to a larger community of innovation, and the 
company as a whole. Want to see real creativity? Give this a try!
Stephen M. Shapiro, President, The 24/7 Innovation Group

People make the difference in innovation

We could use the best tools and the best partners, but the real focus on innovation is people, 
because they make the difference. On this worlds I think that the best strategy is to clean up 
the past bad experiences, transform the company culture. The first step is to analyze the CEO 
and board minds and with the results design the changes needs here and tools to use (here is the
biggest wall to change the corporation culture in the way to innovative environment).
Eduardo Freitas Lume Tecnologia

Insight into effective innovation management

My most important lesson from both successes and failures during 2004 is, that innovation 
management is people management. The tools can help and support, but, at the end of the day it 
is your skill and focus on the participants and stakeholders that determines the tilt towards 
success - or failure.
Thomas Mathiasen, Founder, TM-Innovation

The One Week Later Syndrome

An interesting lesson I learned is what I like to call the 'one week later syndrome', where 
your best ideas come one week after a brainstorming session. During the creation of my 
creativity card game, MetaMemes, which simulates a brainstorming session, I did a lot of play 
testing with different groups of people, and what started out as an observation I made myself 
turned into a consensus from others. I realized some of my best ideas came one week after 
playing MetaMemes. It wasn't exactly 1 week, but the general principle was that even though 
many good ideas come up during a brainstorming session, some of my best ideas came after the 
session. It's the classic example of incubation, which is obviously the hardest aspect of 
creativity to replicate, especially in a brainstorming session. This insight turned into a best 
practice I have implemented: To get the most out of a brainstorming session, you need to have a 
regular session or at the very least a follow up session after about a week.
Kes Sampanthar, Chief Propeller Head, MetaMemes

Keep learning

I suppose my most important lesson was to take a personal inventory of my skills, likes and 
dislikes, and areas that I should pay more attention to. I am still learning to write. I made a 
lot of headway in 84 when I started my dissertation. At 63, I'm still learning how to communicate
with the written word. A long time ago, someone told me that if I could write instructions that 
are understood by a ten-year-old, and the youngster understood my directions well enough to 
teach someone else how to perform the task, I had mastered technical writing and written 
communication. I've never tested the hypothesis, but it sounds like something we should aim for.
I've also learned to listen more attentively in all kinds of formal and casual conversation. 
It's amazing how many folks nod yes, when they mishear or misunderstand something that's being 
said. I catch people in conversations all the time that nod yes when they didn't hear everything
or misheard something. I also read across an even wider spectrum of magazines, books and 
publications on the Internet. I don't limit myself to my "fields". I don't always seek out 
material that I know I will like because I agree with it. Well past the mid-point of my life, 

I'm beginning to think my years of formal education could have been better spent by hiring 
subject matter experts to coach and tutor me. I've learned far more out of school than in school.
I was equipped at a young age with one of the best tools. It was my ability to read. Later, as 
my confidence grew and my ego came under control, I learned to ask questions. I ask questions 
all the time. If someone looks at me with a frown, I say, "I'm nosey. Can you tell me how you 
did/found/do/understand/see/conclude that?"
Thomas Pitre, Sequim, WA

Co-opetition helps create intersections of ideas

Competition is out. Co-opetition should be on top of the agenda. To solve the complex problems 
we face we need to develop our collaborative skills to find uniqueness and not by creating just 
another border. The new will be in the intersection between people, cultures and ideas. Here we 
find the the path to future success. Let's change the game!" 
Steffen Konrath, IM-BOOT Online Magazine

Capture ideas - any time, anywhere

The new habit that has really paid off this year has been making an effort to capture ideas at 
any time. I find that creativity happens continuously, not just when you need it to. I have a 
spiral-bound pad that goes everywhere. Any random thoughts get written on it (just a keyword is 
often enough), processed later, then torn out. At a higher level, I have a series of mind maps 
that organize and develop ideas, and serve as a review system before going to the next stage of 
deciding whether to integrate or incubate. If you don't capture these things when they occur, 
they are gone forever, and don't happen as often. It you capture them for later processing, they
just keep coming.
Nick Duffill, Gyronix

Innovation is a journey

Probably my most important lesson is that improving innovation and creativity for business 
applications should to be in the context of a sound, fundamental business model. Too often 
innovation and creativity are thought of as brainstorming interventions. To have a meaningful 
impact, you need to think of innovation as a journey and consider issues of vision/mission/
strategy, target customer, creating a holistic experiences that delight these key customers, 
core competencies, organization environment, leadership competency, etc.
Andrew Arken, Director, Andrew Arken Innovation Partnerships, LLC

Aim high

Peter Drucker pointed out in a book published in 1968, that most people, even people of 
considerable ambition, aim too low. Further, it takes just as much energy and resources to 
tackle a $million or $billion project as it does to tackle a $trillion challenge. Make sure 
that you don't aim too low.
Brian H. Barron, Founder & CEO, General Innovation, Inc.

Diversity, Diversity, Diversity!

This is one of those things we all know but this year I had a couple of strong reminders about 
how important it is to have people with different perspectives, thinking styles, experiences, 
skills and mindsets focused on an issue of mutual concern. I've made Deliberate Diversity a 
mantra.
Joyce Wycoff, co-founder, InnovationNetwork

Opportunities offered by innovation

Creativity, and innovation are vital to the success and sustainability of an organisation 
especially one in the IT industry. In a time when IT is becoming a commodity and struggling to 
justify its existence let alone attract large investments to implement new tools and techniques,
Innovation is bringing to the surface ways, of using existing systems and data in new and more 
business effective ways. Creativity will allow us to see what we have in place in new and more 
effective ways, offering the business exciting new ways of delivering products and services to 
their customer base and at the same time attracting new customers.
Greg Steward, Branch Manager, Trilogy CSI

Mind mapping helps engineer the new

Innovation tools has re-awakened my interest in mindmapping. Had researched Tony Buzan’s 
brainstorming techniques for holistic entrainment many years ago. Going to buy mindmap software 
in the new year to help focus and frame a multitude of creative projects. In general just an 
excellent resource site for software, books, etc. on helping the imagination engineer the new.
David Brydges, CEO (chief enthusiasm officer), Blue Apple Press

People are the key to innovation

It would be difficult to say that there was only one important thing that I learnt! But yes, 
there is a common thread - people! I realized how important "people" were to whatever I did! And
so it follows to everything that happens around us. Without people - and various characteristics
related to them - I believe that nothing would be possible! I learnt that "Ask and Thou Shalt 
Get" is true - because people intrinsically are helpful. I learnt that inherently - everyone 
wants to trust and if given an opportunity - everyone does trust! I had a great time in 2004 - 
interacting with people from a huge variety of backgrounds! I have learnt that it is better to 
explore and test the waters than sit back and be cynical - thinking that one will never be able 
to do it! 
Naina Redhu, ASIDE Consulting

Taking innovation worldwide

In 2004, I've been working for a British group to make a world wide innovation session in eight 
different countries including US (Chicago), I have convinced them that it was a good idea to 
make a creative session with their Shanghai team. I was really preoccupied when I have started 
the two days session we called the "Magic Box" with 15 people coming from Bejing and Shanghai. 
It was great Chuck. For some of them, probably it was the very first time they were asked to be 
really creative, to think about their future, to think for non-Chinese market. So my most 
important lesson is : In innovation management, the job is not only to listen to creative people
and manage their ideas, but also - even if it's more difficult - to unleash the creativity of 
so-called non creative people. The result is amazing.
Pierre A. d'Huy, Partner, expertsconsulting Paris

The importance of visual thinking

The important part that visual thinking and use of images has in developing new ideas, 
understanding old ideas and in communicating and being understood by a wider audience.
Dave Farquhar, Training Manager, Discover Financial

Anti-knowledge

In 2004, I learned that the concept of anti-knowledge seems to be a bit too much for people to 
digest. I've had lots of difficulty getting what I believe to be an quantum leap concept to take
hold. Everyone seems quietly interested, but no one seems to know quite what to do with it. 
Anti-knowledge is the realm of perceivable questions around a particular topic that, when 
discovered and structured methodically, create new knowledge, solutions, etc. 
Bruce LaDuke, Managing Director, Anti-Knowledge Enterprises, LLC

The importance of collaboration

The probability for innovation increases significantly within intelligent environments rich in 
information, skills, intellectual and social capital, and cooperation networks. A major component
of these collaborative environments is created by multimedia tools, networking infrastructures 
and interactive technologies, operating in five pathways towards innovation: (1) market and 
technology intelligence, (2) technology transfer and IPR offer and demand, (3) spin-off creation
combining R&D results and venture capital financing, (4) collaborative new product development, 
and (5) process innovation based on cost and transaction saving technologies. A collection of 
tools and multimedia which enable individuals and organizations to share knowledge and c
ollaborate within virtual spaces is presented in http://www.urenio.org/. However, the 
effectiveness of virtual innovation spaces is extremely limited if they are disconnected from 
creative organizations, communities, and clusters.
Nicos Komninos, Professor Dr. Urban Development and Innovation Policy, URENIO Research Unit, 
Aristotle University

Affinity diagram process proves effective

This may be very old fashioned, but I have used the affinity diagram process to excellent 
effect this year with a number of various groups. It goes well because of the concept of SILENT 
idea generation. I use sticky notes and markers - one idea per note. SILENT idea generation and 
SILENT arrangement of the ideas into groups is powerful because of 1) anonymity and 2) extroverts
cannot dominate and 3) guarantee that there is NO negative or positive reaction to the ideas 
generated. It is a great way to brainstorm and help groups come up with creative ideas and plan 
their priorities and work going forward. I used it for a group I belong to at church this year 
and that was a success too. 
Doug Fine, Director of OD and Professional Learning, MCG Health Inc. 

Just do it!

I don't know that it's something I've observed in particular this year, but it goes something 
like this: "There is magic in the attempt." The gist is that things have a way of coming together
in the doing, beyond what one might be able to anticipate in forethought. There is a spiritual 
parallel to this in subjects of meditation/prayer/seeking/longing, that we might be tempted to 
explain away as some kind of reconciliation of facts and possibilities on a non-conscious level.
(It works ... often astounding in how well, and how dependably.)
Wayne W. Becker, Salutary Technology, Inc.

Use the right tools to generate ideas

Here are probably two of the most important lessons learned 2005 for me:

"When working in group the 'creativity tools' and 'whack level' must be adjusted to the level of
the group. A group that consider Post-it notes as the prime tool for creativity might not enjoy 
making snow sculptures representing the corporate mission. And the other way around. Best result
in group is when tools and whack levels are in level with group experience & expectation."

"Not! This is a word that are more useful then we might think. Many time we describe what we are,
what things are, what we are to achieve, what the project is going to deliver. But equally 
interesting - and often very thought provoking - is to reverse and consider what we NOT are, 
what we NOT are trying to achieve - and what the project is NOT going to deliver. The "not" here
is not a restriction - but actually more of an opener and widener (assuming that 'widener' is a 
word...)."
Anders Jangbrand, jangan dabla design thinking

Start with a clearly-defined problem

My most important learning came from participating as a judge in a global innovation challenge 
involving 251 MBA teams from 17 countries (http://www.innovationchallenge.com/) conducted on the
Internet. The first was when I helped the corporate sponsors craft the actual challenge 
statements.

These often are poorly worded, crammed with limiting criteria and sometimes difficult to 
determine what the primary objective is. So, starting with the best statement prior to any 
ideation is critical (I'm working on a book concept involving that, now tentatively titled, 
"Frame Bending"). My second earning came when I served as a in person judge for the ten finalists
held in Phoenix. The winning team gave the best presentation based on their research and the 
fact that it was coherent, in that all the pieces held together and the final product was well-
crafted just as if it were a tangible product. The client agreed and a team from Spain won the 
$20,000 prize! The winning team took their concept from beginning to end and the client's 
approval is the ultimate judge.
Andy VanGundy

The power of subconscious brainstorming
The lesson I learned was how to do subconscious brainstorming. It really works, is simple , 
yet powerful.

1. Consciously think of the situation, problem or opportunity on which you want your subconscious
to work on

2. Consciously tell your subconscious that you want it to (brainstorm) provide ideas for the 
situation defined above.

3. Stop consciously working on the problem, take a break, go to lunch, etc. This allow your 
subconscious brainstorming time to develop ideas. 

4. After returning from your break tell your subconscious that you are ready for its ideas. 

5. Next and the key to this subconscious brainstorm technique is to write ideas as fast as you 
can. No matter how foolish the idea/thought might appear, write whatever comes to mind. By 
writing FAST you are tapping into subconscious thoughts that are normally blocked by conscious 
thinking. DO NOT LIFT THE PEN FROM THE PAPER FOR 2-4 MINUTES. This technique will fail if you 
start consciously thinking about what you are writing.

6. Lastly, consciously review your subconscious brainstorm list and to see if there are ideas 
of value.
Dennis Heindl, Nth Degree Software, Inc.

Insights into the process of innovation
I think the lesson(s) I've learnt has come from three factors that seem to inter-link around 
the process of innovation: 

1) Nearly all the parties I come in contact with have a definition of innovation then promptly 
forget the key aspect of it, that it should have an end result of”'commercialization” or 
“realization”

2) A sum of many different parts is not thought through enough and then the parties are surprised
it still does not make the 'whole' in finding a successful innovation process and finally 

3) So much emphasis is placed on the front end and not enough on successful implementation 
through project management skills to constantly repeat and embed the process, that this then 
leads to disappointment and disillusionment. It seems so many stumble along not treating the 
process seriously and this erodes confidence in innovation.
Paul Hobcraft, Founder, HOCA International, Singapore

Experimentation

What I learned regarding innovation this year is that experimentation never fails (Max DePree).
Tracy Buzzell, Program Manager, YouthFutures, Inc.

Focus on your strengths

Through the course of the year 2004, we learned a very important lesson at SmartDraw.com: We 
will be most successful if we focus on what we do best. Many people are tempted to invest in 
areas in which they are not strong, in order to improve that weakness. But the key to success 
is to do just the opposite--continue to invest in areas that you are already strong, and make 
them even stronger. An appropriate analogy is, should Tiger Woods spend a little less time 
playing golf and take up tennis instead? Of course not. He's already a world class golfer, so 
why should he invest time in tennis? In recent years, we've been distracted with new opportunities
that have looked very attractive; but they were not areas in which we were strong. This year, 
we've invested in our strengths: our SmartDraw product line and Internet Marketing. This has 
resulted in strong growth.
 Paul Stannard, CEO, SmartDraw

Democracy at odds with new ideas?
That as hard as we've tried all these years to make the world more conducive to new ideas, the 
irrepressible stupidity of the American electorate has voted us back into the Stone Age.
 Peter Lloyd, GoCreate

How can you make technology work for you?
As I have tried to pitch ActiveWords (his product) to anyone and everyone, I keep learning that 
it is not whether there are innovative technologies out there, there are all kinds of them! The 
real test is whether you can aggregate one or more of the innovative technologies that you 
encounter to work for you? If you can then the result becomes an explosive result rather than 
simply doing something a little faster and a little better. But this type of thinking requires 
work, something that many people don't seem to be willing to do. Also, it requires a little 
vision and imagination, but when you connect these dots, and watch out!
 Burton L. Bruggeman, ActiveWords, Inc.

Let go of fear
The most insightful lesson I learned this year about creativity and innovation came from my 5 
year old son who is completely unselfconscious about calling string cheese, "scream cheese" and 
daily demonstrates the freedom of creativity by doodling on any piece of paper in sight with 
any type of writing utensil and fashioning elaborate stories from his story books. The lesson I 
learned is absence of fear and adult ego releases us to freely create our greatest masterpieces 
whether inspiring our children's creativity, initiating a new idea at work, or turning a hobby 
into a profitable business. Like Susan Jeffers says, "Feel the Fear and Do it Anyway!" 
 Celia Szelwach, CEO Creative Collaborations Consulting

Willpower
The main learning I had in 2004: Willpower like confidence and courage is an inside-out process.
You need will power to get willpower.
 Dr.B. Bowonder, Tata Management Training Centre 

Springboard stories
The effectiveness of springboard stories as per Denning.
 Ben Royal, Maytag Mexico 

Ask other people for ideas
It doesn't matter how great you think your idea or solution to an issue is - just ask three 
people from different backgrounds what they'd do to improve it in some way. I'm always blown 
away at how they add a new angle that I'd missed completely! 
 Chris Thomason, IdeaGen 

Training people in entrepreneurship
This has been a challenging year but all in all i have been able to train and motivate business 
people in Kenya. The main thing in my training have been brainstorming then on how to use 
innovation in their business this have come up due to the concept of value adding in their 
products. In Kenya the business people do not know of entrepreneurship and thus still are far 
behind in creating new market ,adding value to their farm produce for the farmers etc. So we 
have ended up in duplication of the same business. So I have now majored in empowering the 
community in business on innovation as a key tool into their business.
 Waruguru Nduhui
Article sourced from http://www.innovationtools.com/Articles/ArticleDetails.asp?ContentID=167   
12/20/20041