{"id":1420,"date":"2024-05-15T13:52:00","date_gmt":"2024-05-15T13:52:00","guid":{"rendered":"https:\/\/aidanmccullen.com\/?p=1420"},"modified":"2024-05-15T13:52:00","modified_gmt":"2024-05-15T13:52:00","slug":"getting-out-of-the-building-dragonflies-dummies-proctoids","status":"publish","type":"post","link":"https:\/\/aidanmccullen.com\/?p=1420","title":{"rendered":"Getting Out of The Building: Dragonflies, Dummies & Proctoids"},"content":{"rendered":"

\u201cGiven such strong defences against change, fresh ideas come from those who do more than think outside the box. They think outside the building.\u201d\u2015 Rosabeth Moss\u00a0Kanter<\/em><\/p>\n

Rosabeth Moss Kanter challenges organisations to go beyond conventional thinking, suggesting that real innovation comes from those who \u201cthink outside the building.\u201d This metaphorical leap is essential for escaping entrenched ways of thinking that can stifle creativity and innovation. Similarly, Steve Blank\u2019s lean startup methodology promotes the mantra of \u201cgetting out of the building\u201d. Blank advocates for direct customer engagement as a fundamental step in the entrepreneurial process. This approach is about validating business ideas not inside isolated boardrooms but in the real world where customer feedback can be directly assimilated and applied. It\u2019s about learning from the ground up and pivoting according to real needs rather than assumptions.<\/p>\n

Know Thy\u00a0Tiger<\/h3>\n

The unseen challenges and opportunities that await those who venture into new territories.<\/p>\n

\u201cIf you\u2019re not in the jungle, you\u2019re not going to know the tiger.\u201d\u200a\u2014\u200aDavid Kelley,\u00a0IDEO<\/em><\/p>\n

The pitfalls of making decisions or forming strategies based on untested assumptions or narrow viewpoints are legion. Too often, entities like educational institutions and businesses make critical decisions without adequately consulting those directly affected by them. This oversight can lead to outcomes that are not only ineffective but can propagate misconceptions and lead to flawed conclusions.<\/p>\n

Our recent guest on the Innovation Show, author of \u201cThe Mindful Body\u201d, ellen langer<\/a> observes the diversity of human behaviour and motivations. While certain groups might appear similar, they might have fundamentally different reasons for their behaviour.<\/p>\n

This point underscores the importance of a nuanced approach in research and decision-making processes, recognising that appearances can be misleading and that deep, genuine engagement and understanding are crucial for achieving meaningful and effective outcomes.<\/p>\n

Crossing Corporate Cultures: The Innovative Impact of the Google-P&G Employee\u00a0Swap<\/h3>\n

In 2008, an intriguing partnership<\/a> between Google and Procter & Gamble (P&G) demonstrated the immense value of stepping outside conventional corporate environments to spur innovation. This collaboration involved an employee swap between the two companies, which are markedly different in their core operations and cultural atmospheres. P&G, a behemoth in consumer products, traditionally spent a significant portion of its $9 billion advertising budget in non-digital channels, whereas Google, the quintessential online search giant, derived its revenue primarily from online advertising.<\/p>\n

The exchange program involved about two dozen human resource and marketing employees from each company who immersed themselves in the other\u2019s domain, participating in training programs and strategic meetings. This setup provided participants with a first-hand look at differing business practices and philosophies. For instance, during a launch event for P&G\u2019s Pampers line, Google employees were surprised to find that no mommy bloggers had been invited. Recognising a missed opportunity, they prompted P&G to leverage these influential online figures, leading to a subsequent event where bloggers toured P&G\u2019s facilities and gained insights into diaper design, significantly amplifying the campaign\u2019s reach.<\/p>\n

This cross-industry exchange not only highlighted the potential for mutual learning but also underscored the benefits of integrating digital strategies with traditional marketing approaches. P&G\u2019s exposure to Google\u2019s digital-first mindset offered them insights into modern online marketing strategies, whereas Google gained a deeper understanding of traditional advertising and brand management at scale. The collaboration exemplifies how \u201cgetting out of the building\u201d\u200a\u2014\u200aboth literally and figuratively\u200a\u2014\u200acan lead to enhanced innovation and understanding across vastly different business landscapes.<\/p>\n

Anchoring Outside<\/h3>\n

Dragonfly Eye<\/p>\n

\u201cTo acquire knowledge, one must study. But to acquire wisdom, one must observe.\u201d -Marilyn Vos Savant, American playwright<\/em><\/p>\n

Marilyn Vos Savant once noted, \u201cTo acquire knowledge, one must study. But to acquire wisdom, one must observe.\u201d This sentiment is echoed by authors Charles Conn<\/a> and Robert McLean<\/a> in their book, The Imperfectionists: Strategic Mindsets for Uncertain Times<\/a>. They introduce the concept of \u201canchoring outside,\u201d which involves taking a 360-degree view of a problem, as opposed to \u201canchoring inside,\u201d which is limited to an internal company perspective. While the inside view might suffice under tight deadlines or limited choices, complex and uncertain scenarios demand a broader perspective.<\/p>\n

Conn and McLean advocate for what they term the \u201cDragonfly Eye\u201d approach, urging decision makers to consider multiple perspectives, including potentially disruptive external ones. This method is not just theoretical but is applied in real-world scenarios, such as the development of the Thermomix by the German conglomerate Vorwerk Group<\/a> in the 1960s. Prior to designing this revolutionary kitchen appliance, Vorwerk\u2019s managers \u201cgot out of the building to engage with French culinary artists to understand their cooking processes, particularly how they prepared thick soups. This interaction allowed the team to pinpoint the chefs\u2019 major challenges, such as hand chopping, mincing, frequent stirring to prevent crusting, and pureeing.<\/p>\n

These insights, viewed through the lens of the end users\u2019 daily experiences, were instrumental in shaping the design of the Thermomix. As a result, Vorwerk created a multifunctional appliance that significantly reduces the time spent on various cooking tasks by up to 50%. The Thermomix exemplifies the successful application of an externally anchored approach to innovation. Today, it remains a staple in the kitchens of millions around the globe, demonstrating the profound impact of observing and engaging directly with\u00a0users.<\/p>\n

The Physical Dangers of an Inside (Only)\u00a0View<\/h3>\n

The historical biases in safety and health within the automotive industry<\/p>\n

In the realm of safety and health, historical practices reveal significant biases that have shaped design and testing processes, often to the detriment of diverse groups. A poignant example is found in the automotive industry\u2019s early use of crash test dummies. Initially, these dummies were modeled after the average male body, which guided the design and safety features of vehicles for years. This male-centric model provided data that was less applicable to women, particularly in terms of seatbelt safety, leading to higher injury rates in accidents for women compared to\u00a0men.<\/p>\n

This issue is not isolated to automotive safety. In the pharmaceutical industry, a similar pattern emerged where clinical trials predominantly involved young male volunteers. This approach generated robust data on drug efficacy and safety for this demographic but often did not account for physiological differences in others, especially older women. It became evident that women metabolized some medications differently, leading to longer retention times in the body and, consequently, a higher propensity for side effects and adverse reactions.<\/p>\n

Recognising such disparities has led to significant changes in both fields. These examples underscore the importance of considering the full spectrum of human diversity in design and testing. They remind us that many health and safety standards were set during times with less understanding of our differences and before many medical and technological advancements. As our society becomes more aware of these differences, it\u2019s crucial to continually adapt and refine our approaches to ensure they meet the needs of all individuals, not just a subset. (The recognition of these disparities becomes even more important in a world of algorithmic decision making and drug production).<\/p>\n

Thinking Outside The (Proctoid) Box: Work It, Live It, Connect It, Develop\u00a0It.<\/h3>\n

An \u201cinside-only\u201d culture<\/p>\n

One of the many benefits of cultivating in-house talent is the greater sense of familiarity and trust that develops, fostering close collaboration. However, a strong \u201cinside-only\u201d culture can blind an organisation to changes in the business environment. To counteract this insularity, high-performing companies expose employees to the wider world, as Procter & Gamble (P&G) did with\u00a0Google.<\/p>\n

In Jumping the S-Curve, Paul Nunes discusses how P&G addressed the dangers of excessive insularity. When Durk Jager became CEO in late 1998, he aimed to transform the company\u2019s inward-looking culture. \u201cAt P&G, we tend to put people into a P&G box, a \u2018Proctoid\u2019 box, where certain behaviours and institutionalised ways of acting are accepted,\u201d Jager explained. \u201cWe need diversity in style and content and must move away from institutionalising certain dogmas.\u201d Despite his efforts, Jager\u2019s aggressive initiatives met with overwhelming resistance, leading to his departure in June 2000 after only seventeen months. His successor, A. G. Lafley, was equally committed to broadening P&G\u2019s perspective but adopted a more nuanced approach.<\/p>\n

Under Lafley\u2019s leadership, P&G implemented several programmes to integrate external insights into the company\u2019s innovation processes. The \u201cLiving It\u201d programme placed employees in consumers\u2019 homes for several days to observe their daily lives and challenges. The \u201cWorking It\u201d programme assigned employees to work behind retail counters to directly observe customer buying behaviours. Additionally, the \u201cConnect and Develop\u201d initiative actively sought new ideas from outside sources, aiming to ensure that half of P&G\u2019s future innovations involved external partners. This initiative successfully combated the company\u2019s \u201cnot invented here\u201d syndrome, leading P&G to even partner with competitors like The Clorox Company<\/a> to bring new technologies to\u00a0market.<\/p>\n

To date, we have explored how an organisation collaborates and engages with the outside world. It is a real shame that sometimes (even often), colleagues prefer to work with outsiders rather than their own colleagues. This is often driven by a scarcity mentality. Unfortunately, many colleagues who \u201cshould be\u201d on the same team spend more time and effort plotting battles within the company and miss real outside threats. A stellar example of the success of such cross-company collaboration and \u201canchoring outside\u201d comes from P&G\u2019s development of the\u00a0Swiffer.<\/p>\n

In 1994, Procter & Gamble<\/a> was looking to grow through innovation. Craig Wynett, Director of Corporate New Ventures, observed his wife cleaning their kitchen and thought, \u201cThere has got to be a better way to clean a floor.\u201d He assembled a team from P&G\u2019s Corporate New Ventures group, the design firm Continuum<\/a>, the advertising agency Nothlich Stolley, and experts from P&G\u2019s hard-surface cleaning and paper divisions to find a solution.<\/p>\n

P&G already had significant knowledge in floor cleaning with the Mr. Clean line, but the team decided to re-evaluate floor cleaning through the eyes of consumers. They conducted ethnographic research by visiting 18 homes in Cincinnati and Boston, watching how people cleaned their kitchen floors. This research revealed several insights: the cleaning process was laborious, combining sweeping and mopping, and required frequent cleaning of the mop\u00a0itself.<\/p>\n

Back in the studio, the team reviewed the videos and realised half the steps involved cleaning the mop rather than the floor. They concluded that a new design was needed: a disposable sheet that could be attached to a handle, which would attract dirt and be thrown away after use. This concept, initially dubbed \u201ca diaper wipe on a stick,\u201d evolved into the Swiffer. It addressed all identified needs: it worked for both sweeping and mopping, did not require cleaning the mop, was clean to use, and encouraged more frequent cleaning. The Swiffer exemplifies how external collaboration and customer-centric design can lead to groundbreaking products that resonate with consumers and drive market\u00a0success.<\/p>\n

Thanks for\u00a0Reading<\/h4>\n

To find out from one of the Proctor Team on the Swiffer, join us on the latest episode of \u201cThe Corporate Explorer\u201d series with George\u00a0Glackin<\/a><\/p>\n

https:\/\/youtu.be\/hHUJhP9ZLWU<\/a><\/p>\n

The Other episodes mentioned in this\u00a0post:<\/p>\n

Charles Conn<\/a><\/p>\n

https:\/\/youtu.be\/2ZE-X5kmqIY?si=MLpFftzXHOJg_OIP<\/a><\/p>\n

Paul Nunes<\/a><\/p>\n

https:\/\/youtu.be\/8Usjc0VmhJ4?si=foa34KWeXbbCn0vH<\/a><\/p>\n

Ellen Langer<\/p>\n

https:\/\/youtu.be\/FyWr5VjgjV8?si=2wwyv_QFrpf9otP2<\/a><\/p>\n\n

Getting Out of The Building: Dragonflies, Dummies & Proctoids<\/a> was originally published in The Thursday Thought<\/a> on Medium, where people are continuing the conversation by highlighting and responding to this story.<\/p>\n

The post Getting Out of The Building: Dragonflies, Dummies & Proctoids<\/a> appeared first on The Innovation Show<\/a>.<\/p>","protected":false},"excerpt":{"rendered":"

\u201cGiven such strong defences against change, fresh ideas come from those who do more than think outside the box. They think outside the building.\u201d\u2015 Rosabeth Moss\u00a0Kanter Rosabeth Moss Kanter challenges organisations to go beyond conventional thinking, suggesting that real innovation comes from those who \u201cthink outside the building.\u201d This metaphorical leap is essential for escaping […]<\/p>\n","protected":false},"author":0,"featured_media":1421,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1420","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nGetting Out of The Building: Dragonflies, Dummies & Proctoids - Aidan McCullen \u2013 Keynote Speaker Ireland | Innovation & Leadership Expert<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/aidanmccullen.com\/?p=1420\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Getting Out of The Building: Dragonflies, Dummies & Proctoids - Aidan McCullen \u2013 Keynote Speaker Ireland | Innovation & Leadership Expert\" \/>\n<meta property=\"og:description\" content=\"\u201cGiven such strong defences against change, fresh ideas come from those who do more than think outside the box. 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