I asked yesterday for a more graphical and intuitive way to plan out costs for products and projects. The reason lies in an essay I co-authored several years ago with Jeremy Fein, co-founder of this blog. I forget the exact title of the thing, but its premise was that good entrepreneurial teams are composed of both brains & brawn (Asterix and Obelix, in other words). It has since become my philosophy towards entrepreneurship and building teams.

Good ideas also reside in intersections between different modes of thinking. I don’t know who made up the idea of the ‘execution multiplier for ideas‘ (Derek Sivers posted it on his blog once), but an idea is worth little without someone carrying it out. Similarly, in Neil Fiore’s book “The Now Habit” (the ONLY self-help book I would ever recommend to people) he writes about the source of good ideas, which often come when you least expect it: on your breaks, your holidays, anywhere which is not work-related.

While productivity is a great thing and crucial to executing ideas, idea-generation itself is actually not very compatible with the productive mind. But it’s not impossible to combine the two either.

Let’s look at a sample workflow from problem to idea generation to product (product meaning the outcome of idea generation, which has to lead somewhere):

1. You have a problem (duh… no really, don’t come up with an idea if it doesn’t solve a problem!)
2. You discuss it with people to try to figure out it’s parameters —what is the true gist of the problem?

This is a good time to get stuck. Where do you go from here? Do you go the left-brained route — the super-rational approach that would e.g. benefit from some number crunching in Excel? Or do you take a right-brained approach — the artistic approach of drawing out the problem further on a white board or an outliner?

It of course depends on the complexity of the problem, but it isn’t time yet to go super-rational all of a sudden. It breaks you out of creative solution mode and gets you into execution mode, which is really brain-dead “getting things done” mode. Before you get things done, you have to define “things” much further.

The next step in my process would be:
3. draw out several solutions, preferably in a group, and discuss them and the logic behind it. Is it an elegant solution to the problem? Does it solve it or does it complicate it? What scenarios are there and what are its parameters?

As soon as you come to scenarios, we come into process mode. And this is where a more left-brained approach of calculating resource-allocation (people, time, money) absolutely makes sense. In my last post, I was hoping that someone would have a good way of making this more compatible with step 3, I am still waiting for someone to come up with a good solution, however.

4. calculate it out. What are the costs associated with each solution, what are the benefits of each solution?

Costs vs. benefits could also be called expenses vs. income on a financial projection for a startup. Solid resource allocation is ultimately the lifeblood of a company, however in an early stage it is also the language to use when looking for funding for your company.

I don’t want to be too rigid about this; I’ve struggled with the process of “problem -> idea generation -> execution -> product” in the past and think that it’s an area that benefits from several approaches and also leads to more-than-several pseudo-suggestions on how to approach this.

Rather, I thought to expand a little on yesterday’s post and clarify why I really do want a more visual Excel (for lack of a better term). If you want to combine right- and left-brained perspectives, a white board alone won’t do it and Excel alone won’t do it. I want software that does both.

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Hi, Vincent here. I have neither the intent, nor the talent to develop this application, but it was a thought/pain I experienced at a museum today and an iTunes search didn’t reveal an app like it.

A brief background. I’m pretty a-cultural, but I find audio-tours in museums generally a must, which means I usually spend the 5 or 10 euros extra to get one of those players to walk around the exhibition with headphones on. A little anti-social, but it helped me discover the lives of some amazing artists, like Vincent van Gogh, Rembrandt, Toulouse-Lautrec, etc. And my favourite nation of artists: Japan!

Yesterday, I was an an exhibition of “That Scream Guy” Edvard Munch. I was there with my sister and it seemed a little wasteful (it was only 3 rooms of lithographies), not to mention anti-social, to get an audio-guide. Still, it helps tremendously to get just a little background on a picture, really adding to the experience.

Here’s the iPhone app I would like to see.

1. Point the phone at a painting (an immediate weakness there),
2. image recognition happens (how?),
3. it hooks into a source of info about it (preferably in an audio-format) such as Wikipedia,
4. and you get to hear or see a description of the painting you are seeing.

It’s nothing genius and apart from perhaps the image recognition part, it seems fairly cheap/easy to produce.

The one weakness: cameras in museums aren’t always allowed. I would guess this means that you have to work together with museums to get things going (which sucks!).

Well, this is just something I want to throw out there, a la the much underused twitter hashtag #freeideasiwanttoseehappen

So if someone is looking for a creative challenge, you have your first customer right here!

/Vincent

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I have hardly any time today, catching up on the week, which is terrible for the creative spirit. So, as a 15 min. therapy, where do good ideas come from? Here are 4 areas that I can think of:

Exploration / Rest: Spending 3 days in Paris and 2 days celebrating the national day of Luxembourg was great for thinking about life, discussing various topics and plans, and brainstorming ideas. It is in a way the anti-thesis of working life, which is focussed on making you into a machine, constantly moving, constantly following a routine, and not breaking out into new creative patterns. Ease of Implementation: Ideas are often abstract and need a lot of work to make them useful.

Iteration: This the primary way that companies innovate, by constantly developing routines, slightly adapting them over a long period of time, until version 2, 2.1, 2.2, 2.infinity, etc. It is why (consumer) products are the way they are. Ease of Implementation: when you actually have new ideas they face the challenge of breaking existing patterns that are cemented into operating companies and more difficult to change. Still, new ideas are often based on practical data and should thus be more easy to implement.

Deconstruction: This is what I call the Sherlock Holmes way or the “where have you last seen it?” way. You are faced with a problem, e.g. finding something you lost or figuring out how an electronic device works. The best way to do it is to break it down into small steps or pieces (deconstructing) and then reconstructing the reality again. In technology, you might also call this reverse engineering. Ease of Implementation: much like iteration, it is based on realities that already exist. Ideas are often better than what came before, because you’re an outsider, taking something apart and throwing away the junk. Ever lost a piece of text you wrote due to your computer/software crashing? I guarantee that your version 2 will be shorter, more to the point, and better.

Conflict: I was discussing this with Jeremy this weekend, regarding the building of teams that can challenge each other. It’s a destructive and constructive process all at once and I think the benefits usually outweigh the risks. Ease of Implementation: It’s difficult to find that kind of talent and the right mix, so I would say that implementation is not easy. It should however be at the top of the agenda of any organisation who wants to be an innovator in its field.

Other ways to come up with fresh ideas? The floor is yours!

Vincent

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I know I wrote about rebooting the entrepreneurial brainstorming sessions. I kind of prefer an informal style of ‘idea generation’ though… Today, the subject is literature, of which there arguably is way too much. Sometimes it’s nice to read a ‘thin book,’ like The One Minute Manager or even The Alchemist.

What those books have in common is that they give you lessons in a very compressed space. But it works, because rather than doing a dry, point-by-point summary of the content published in much longer books, they do so in story-format. The One Minute Manager is about a man trying to learn about management and he goes on a kind of exploratory adventure to uncover the secrets. According to the book there’s only really three elements to effective one-to-one management [there's another book in the series, I'm reading now, on one-to-many management also], but I won’t bore you with them. The only thing to note is that I REMEMBER the lessons in the book perfectly!

The Alchemist is not a management book, it’s a self-help book about finding happiness and the meaning to your life. It’s again about an adventure and you follow this kid across the desert. Very simple principles, clothed in the format of an entertaining and exciting story.

No wonder these two books are best-sellers!

These last decades have seen a tremendous rise on various fronts involving the mass-education of mankind. From MBAs, to millions of published books, to billions of informational websites, it’s understandably overwhelming. As a result, you now get books teaching you (supposedly) “MBAs in a nutshell”, you get websites that sell you books in audio-format. And you also get websites that sell you book summaries for the busy executive.

Having read several of these, I have to say that I’m not impressed. Sure, I can read Crossing the Chasm in 5 pages, but what have I actually learned? How do the lessons that I read in bullet-point format translate into a language that my brain understands and remembers?

The answer is, if you ask me, to start a business that translates (boring / long) books into shorter books and doing so in story-form. Nothing is as exciting to business-folk like me, than reading a Harvard Business Review case-study. Because, it’s a (nearly) living example. I place myself into the antagonist’s point of view and learn about the challenges he/she has to face!

So this is my first “entrepreneurial brainstorming” topic: start a business that translates longer books into shorter entertaining stories and sells them to executives!

What do you think?

Vincent

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I always really liked Jeremy’s posts on entrepreneurial brainstorming sessions (I think he got all the way to 15!). I’m thinking of making this a weekly topic and already have ca. 5 ideas lined up, which I’d like to discuss.

But before I start it off, I’d like to briefly discuss the elements that should be contained within such posts. For me, entrepreneurial ideas evolve in 4+ stages (the + referring to the technology side, which also has its own phases of development). Following graph illustrates how I see it:

Not all ideas start with “pain” probably, but for obvious reasons (if you feel it, someone else may too), I think it’s beneficial. The idea is the pitch which I think should be a core-element to entrepreneurial brainstorming sessions. The business-model is the “how to make money” part, which should also optimally be contained within. Business development is the executive part, which is already beyond the scope of these post, though any market data is relevant.

Prototype development is both the most interesting and, for me, the most abstract element in entrepreneurial projects. I think there are variables which affect the timing of prototype development, namely technology risk vs. market risk, and technology cost, which is also a factor influencing technology risk. Technologies which are cheap to develop, e.g. the web, are better to develop earlier, also because the market risk is higher (many other entrepreneurs could be working on the same idea). Expensive technologies, with a significant technology risk also, e.g. biotech or medical tech, require more business development at an early stage, to find funding, etc., though they are also often developed within universities, where there is more freedom to take such risks. OK, I digress.

Entrepreneurial brainstorming sessions, I propose, contain the pain, pitch, and possibly business model as well. Since my ideas range from small ones, like barbers on trains, to complex ones, like e-learning or legal sandboxes (more on that later), I’m not sure how well each can be executed.

Most of all, I’d like the chance to engage in an interesting discussion with both positive and negative feedback, and I hope you do too. That’s it from me, for today! Next post sometime this week, next entrepreneurial brainstorming session next week!

Vincent

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