FastCompany Magazine calls the 7 Laws of Innovation - "..a guide to the ins-and-outs of innovation—how innovation works and how it thrives."
Over the years of being in the innovation space, I've discovered a set of laws by trial and error. Needless to say, I have the scars from the school of hard knocks to validate that these are the set of laws that are critical for innovation success. If you violate any one of them, the consequences can be disastrous. These laws apply to all sizes of organizations ranging from well-established multi-nationals, to early stage start-ups to governments.
This poster can become an innovation tool to help your team understand and grasp what it really takes to embrace a culture of innovation and transform the organization.
The original blog post was picked up by FastCompany, BusinessWeek and other leading publications. The result was the translation of the original manifesto into the poster.
Poster Size: 18" by 24"
Shipped in a tube and ready for framing.
Note: All profits for this product are donated to Hacking Autism (HackingAutism.org).
In his award winning book, Beyond the Obvious, McKinney dispels the myth that you have to be born with the gift of creativity and innovation. Everyone is creative and this book shows you how. Full of real-world examples, the book presents his rule-breaking approach to harness the power of innovation. In this book, you will ..
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"Phil McKinney is an innovation expert, and his killer questions and hit-the-spot anecdotes provide a great way to get a out in front of opportunities " Geoffrey Moore, Author of Crossing The Chasm
"An empowering new voice for business readers, Phil McKinney will change your Monday with his rule-breaking approach to harnessing the power of innovation" Peter Guber, author of the #1 New York Time bestseller Tell to Win
"Phil’s questions are a prerequisite to building innovative products." Satjiv Chahil, Former Global Marketing Chief, Apple
"Phil McKinney arms readers with the skills to ask razor-sharp questions that lead to better ideas and more effective innovations.", Wendell Weeks, Chairman and CEO, Corning
A two-hour audio course that teaches you how to use your creativity to create better ideas that lead to game-changing breakthrough innovations.
In this course, you'll learn:
This course has been used by organizations ranging from Fortune 25 global enterprises to start-up's and including government agencies.
For the first time, we have created a collection of cards that contain the questions from Phil's book, Beyond The Obvious.
The card deck contains the 48 questions along with the 'sparking points' for each question noted on the back. These question will unlock more and better ideas that will lead to game-changing innovations.
This card deck is a great tool for both individuals and teams when ...
The cards are printed on laminated card stock used for professional playing cards -- to stand-up to regular use.
Size/weight: 4"x3" and weighs 4.5 oz
I started writing the Killer Questions when I was in my short-lived “retirement” early in 2001. As I relaxed in the Virginian countryside, my mind started to flash back to various experiences I’d had during my working life. Over the course of the preceding twenty years I’d been a part of dozens of highly innovative products and ideas that came to market. I started to ask myself a broad range of investigative questions about how and why successful products work. The most important issue seemed to be that of understanding the thought process that led to these discoveries.
If I could reverse the thought process that led to innovative products and find the questions that might have generated these ideas, would those same questions lead to new discoveries and new products in the future? With these questions in mind, I wrote down this first question—
As the months passed, these cards started to multiply, so I decided to put together a card deck that I kept in a big binder clip. Before each innovation workshop I’d flip quickly through the set and pull out a few questions to ask the participants. I constantly tested the questions in workshops to see which questions would generate the best ideas. I kept the ones that worked and tossed the ones that didn’t. Sometimes I realized that a question had the potential to spark a good idea, but I had worded it poorly, so I experimented with the question by adjusting the language.
After a year or so the walls in my home office were filled with Killer Questions. They were scrawled on index cards and stuffed in shoeboxes or pinned up on the wall. The sheer volume was driving my wife crazy. That’s when I realized I needed to formalize the system, strip it down to the most effective questions, and develop a way to organize and use them. You’ll learn more as we go through the book, but for now know that the Questions are divided into three categories:
Each category has roughly twenty questions to date, and more are constantly being tested and added to the.
The card deck being offered here is Volme 1 of the Killer Questions. More volumes will be released in the future.
So, is the list static? No. The key to the value of the Killer Questions is that new ones are continuously being discovered. Sometimes I get questions sent to me by the listeners to my podcast. Other times I come up with new ones in support of an upcoming workshop, or they come to me when I’m reading a story in the Sunday paper.
The questions that I keep are ones that trigger something for someone. Did a new question cause a listener or reader to see something differently about their product, customer, or organization? Did it spark a broader examination of how they were doing something, and why?
One of my favorite killer questions is one of the simplest:
What do my potential customers not like about the buying experience?
This is a classic Killer Question; on first glance it seems obvious, but once people start to think about it they realize they’ve never actually asked that of themselves or their business. In fact, the overwhelming majority of organizations do not measure or track what their potential customers dislike about their buying experience, instead choosing to focus on issues with the product or support. In reality this question is almost impossible to measure. Think about it. How would you find a potential customer who had such a bad buying experience that they didn’t buy your product? Digging into what the potential customer actively dislikes about buying a product can be a gold mine, especially when your competitors aren’t making that investigation.
The point of a Killer Question is to challenge you to look at things in a new and different way.
A really good Killer Question will leave you surprised by the answer.
Since you've read this far in to the site, we will let you in on a little easter egg related to the cards ... on the front and back of each card in the deck are a unique layout of icons designed for each card to help spark more ideas.