Tabletature

So after a very busy 2 months which included the closing out of one company (through an M&A process) and ramping up of new responsibilities with my new colleagues, I finally have some time to return a number of writing projects including some overdue care and feeding of this blog. 

Innovation is in my blood.  At this point in my life, it's impossible to distinguish how much is original and how much is transfused, but the point still remains.  So in that spirit, I've been expanding my horizons a bit to see just how modern (meaning 3 years old or younger) technologies and services can help me in various creative endeavors.

It's no secret that I'm also a fan of speculative media (science-fiction for those of you in accounting).  It's always been one of the strongest sources of creativity and thought methodologies for me.  I've been active in one form of science-fiction or another as both a consumer and producer (which, if you search hard enough, will uncover the different outlets I've dabbled in whether it's original art, convention organizing, or just hanging out with my heroes from the golden age writers to 1960's and 1970's film and television personalities in the United States, and most recently in Japan).  So finding myself this weekend at a regional conference that I helped start 25 years ago, and having the time to commit some thoughts to ether, I figured I would actually try to write an article sitting amongst like-minded fen just using my tablet, while enjoying a coffee-based beverage that was clearly priced on syllabic content alone.

Clearly, I am no one's target market.

If the idea that functional portability and ubiquitous access frees the mind for expression, then the haptic geniuses at (insert tech giant here) clearly think that I'm a Baptist with cramps.  Just the act of typing on a displayed keyboard is a novel exercise in repetitive stress, to say nothing of touch responses that are delayed by ad-placement.  The aggressive spelling correction is a new joy in fool-speak (hence my apparent gastrological challenges on Sundays).  The random response of a capacitive touch interface offers new dimensions in non-linear sentence fragmentation.  Is this really the epitome of technology and innovation making our lives better?

A recent comment by Buzz Aldrin in MIT Technology Review metaphorically sums up my tablet-writing experience pretty well:  "I was promised Mars.  Instead, I got Facebook."

Technology has a wondrous purpose in advancing civilization, but if we lose sight of the fact that a sense of wonder is essential for continuous innovation and advancement, then creating technologies for technologies' sake is nothing more an addiction.  Compelling products and services address substantial functional needs that previously have not been met.

It's been an interesting experiment writing this article on a tablet, and it probably won't be the only article I write this way.  However, the until the bugs are worked out and until some genius figures out how to extract what thoughts I really do want to write about, I'll probably limit my tablet prose to Shakesmad-libpeare.

Walking Into The Landscape

I've been fascinated with trends in computing and futurism ever since I was a little kid.  In the late 1960's, I got hooked on ideas postulated in science-fiction, particularly in hard science-fiction (where science was extrapolated as far as possible to project possible futures, as opposed to just giving in to pure fantasy).

Conventional ideas from science-fiction such as faster-than-light travel, time-travel, and immortality are just a few of many fantastic goals that, while not likely to be realized ever, drive real-world innovations.  They've certainly had impacts on my careers and side-projects over the last quarter century.  As one friend once told me a long time ago, "You're always shooting for the moon, and even if you never get there, you always seem to make it to the next mountain along the way."

Some ideas, however, seemed almost to be within reach (certainly within my lifetime), and as I've gotten older, I've never lost the sense of wonder that comes at the special moment when an idea that seemed to be an impossible element of fiction, became reality.

In particular, I've been fascinated with advances in computation, particular as applied to creativity.

If you're my age or older, then you know the old-fart stories we're telling the younger generations about the history of computers: "When I was your age, computers were as big as cities and only did arithmetic!" (etc, etc).

If you're in college (or earlier in your schooling) then you're rolling your eyes and about to wipe this page from your smartphone to queue up another song on Pandora or iTunes.  Give me another minute before you go Gangnam Style for the umptieth time.

The specific fascination and wonder I'm speaking of is something I dreamed about decades ago, that only now am I able to realize from both a technology and economic perspective.  My first real training and passion wasn't in the sciences, but was in the arts.  Music performance and composition were a big part of my early life, and I also was captivated by visual arts, especially the very beginnings of computer graphics.   There have been many symphonies locked in my head since I was young that I've wanted to pull out and hear, but I've had no orchestra.  There have been many landscapes and vistas in my head that I've wanted to paint, but my stick-figure drawing skills have never not up to the challenge.

Many years ago, one of the most powerful ideas I ever heard was that, "someday, artists could take what was in their minds, and immediately share it without depending on canvas, or the ability to paint or draw".  A similar idea was just as inspiring to me where music was concerned.  Over the years, innovations in computer science, systems, and software have bridged gaps in connecting human creativity to expression. The costs and barriers to entry have become insignificant (in some cases, free open-software platforms are being used create incredible cinematic experiences).  I am certainly not leading the pack when it comes to unleashing the "artist within", but the fact that within my lifetime, something that was only the stuff of novels and screenplays has become commonplace is still a wonder.

After many years of charting, designing and building innovation landscapes, it's nice to be able to start exploring a little bit of that terrain.

Samurai Innovator

Everything I've every learned and practiced about innovation, can be boiled down to the following:

1. Think of what is right and true
2. Practice and cultivate science
3. Become acquainted with the arts
4. Know the principles of craft
5. Understand the harm and benefit in everything
6. Learn to see everything accurately
7. Become aware of what is not obvious
8. Be careful even in the smallest of matters
9. Do not do anything useless.

 

(From 'The Book of Five Rings' - Miyamoto Musashi, 1643)

Freedom to Operate

"Good things come to those who wait."

Wikipedia tells us that the above phrase "extolls the virtue of human patience", and has been a central theme of several notable marketing campaigns in the late 20th century, including Guinness stout, and Heinz ketchup.

I've been absent from my blog for a little over a year if you go by the date of my last publication, but it's been closer to three years if you want to consider how long it's been since I was writing here regularly.

The what, where, and why of the extended idea embargo are not important, other than perhaps to compare it by analogy to a classic challenge many innovation practitioners face in the (patent) prosecution of their ideas: obtaining the freedom to operate.  Often times, an idea may be blocked from practice by opposing logistical claims which serve to create barriers to innovation.  Such barriers, however, are seldom permanent.

I'm looking forward to resuming an exchange of thoughts on a wide array of topics and culture you came to expect in the past, as well as new areas that might surprise you. 

For those of you who have been patiently waiting, I thank you, and hope to be able to offer you food for thought that is as least as nutritious as tomato extract and beer.

With Liberty and Patents for All?

An article reference some may find of interest.

Taking the Work out of Fun

On a recent client trip, I stumbled across a powerful reminder of some very important rules of personal and professional productivity.

"Overcoming Psychological Inertia to get Innovation Done" is a timely reminder on a mindset that many of us have in our youth, and rapidly lose as we pursue careers and professional / personal goals.

I hope you enjoy my article at Invention Machine's Sustainable Innovation Blog!

It's So Easy, Fleeing Green

I was extremely surprised and pleased to find out this morning that an article I had submitted to NASA Tech Briefs was accepted and published today through one of their online channels, Green Design & Manufacturing.

My article, "Generating Energy Innovation: Disrupting the Alternatives" explores the current state of several mainstays of alternative energy (solar and wind), and how recent advances hold promise to not only challenge the convention energy complex of fossil fuels, but also disrupt the green movement itself.

All too often in the industries and technologies in which I work, I see that the pursuit of technical innovation is sometimes blurred with agendas that are adjacent to the goal, and often pose something of a distraction.

In the case of alternative energy, many in my generation were introduced to the coming energy crises (more as a function of population growth rather and increasing energy utilization) by educational films such as Frank Capra's "Our Mr. Sun", part of the classic Bell Science series. Over the years, converting to alternative energy sources became a brand identity with the green movement. It was the responsible thing to do, because it meant we would be using less oil. However, using less oil was never the original goal. Solar energy was looked to as a supplement that could delivery far more of our growing energy needs, if it could be harnessed more effectively.

Some of the latest developments in solar and wind technologies are figuring out just that. In this article, I've written about several companies that are on a rapid track to compete with and displace conventional energy sources, not because they want to save the planet, but on the basis of yield and profitability. For these and other companies like them, saving the planet is a (great) fringe benefit - and one we'll be able to celebrate for generations.

It's a reminder that in the pursuit of any technical innovation, that knowing when and how to (re)prioritize design opportunities and constraints can mean the difference between myopically satisfying an agenda, or having the clear vision to fill a much greater need.

Drinking Inside the Box

Note: This is the 6th article in the “Why Johnny Can’t Innovate” series.

Last week, a customer told me one of the most astonishing things I’ve ever heard.

My client could be just about anyone in the Fortune 500. Most companies in that club are venerable institutions that have weathered industrial, economic, and demographic revolutions for many years. A typical skill of a Fortune 500 company is an ability to observe and cautiously adapt to their customers’ needs. For decades (and in not so infrequent cases, for over 100 years), that skill has served Fortune 500 companies, their customers, and shareholders, very well.

Before we dine on my client’s insightful morsel, I need to set the table.

We do not live in 20th century, though I’m seeing more and more evidence that many companies are wishing, and planning as if they, and their customers did. Long-lived companies (of any size) know that in order to thrive, an understanding of market dynamics (past, present, and future) is essential.

Any market consists of only two basic roles: a buyer, and a seller. Sellers are usually manufacturers that have identified one or more needs that their product or service can deliver. Buyers are likely customers of sellers, and have the surprisingly synergistic relationship to sellers that they usually need what the sellers provide.

Great and enduring companies are those that embrace a continual understanding of these two roles. Yet, this concept is one that manufacturers are forgetting with increasing predictability. Frequently, in the pursuit of new revenues beyond their current product or service pipelines, companies adopt the amazingly bad business strategy of, “If we build it, they will come”. All too often, this is a failing strategy. It is a strategy that is focused primarily on the company’s core competencies, and not nearly enough on the needs of potential customers.

In order for companies to thrive, especially when severe and protracted economic disruptions are clearly visible on the horizon, companies must literally innovate, or die. Innovation cannot be limited to the products and services a company makes. Innovation must be rigorously applied to new business strategies, and to the identification (not just the development) of new markets.

The table is now set, but perhaps I should offer you an aperitif to whet your appetite a bit further.

Innovation methodologies and tools, sadly, are rarely used at most companies to their full potential. The immediacy of quarterly earnings often damns R&D and other innovation activities to product cost reduction or process optimization. (For the truly damned, defect mitigation is sometimes the order of the day if customer complaints and/or warranty costs are the major components hitting both top and bottom line growth.)

Methodologies such as Lean, Six Sigma, and DFSS are used to drive efficiencies into existing products, which serve existing markets. Such methods produce measurable benefits to cost containment or boosts in productivity, but seldom is the game changed.

High-value innovation is often (and mistakenly) relegated to strategic activity. A select few with even more select calendars will, on special occasions, be given leave to ascend their ivory towers. The company’s anointed few are charged to ponder and pontificate on ideas that can yield insights into new product designs and new markets that the future might bring. I had dinner recently with a group of such innovation apostles.

And now, our feast can begin.

The discussion over dinner was on the eve of a workshop that would apply innovation methodologies and tools to the identification of new markets. My client’s once valuable products and processes that had endured for more than half a century were now little more than commodities. Within their core market segments, my client's return on their own innovation had been diminishing rapidly, especially during the recent economic (near) death spiral.

During the evening, we discussed several means by which any product or service (and their underlying technologies) could be deconstructed into key functional benefits. Through application of specific research questions (applied both through innovation methodology and software), we could then find intersections between a technology’s benefits and the needs such technologies would address. Using this approach, correlations between functions and needs would likely surface in demographics and markets that had previously been completely outside of my client’s consideration. The workshop, and subsequent applications thereof would be examples of classic, “out of the box” thinking, with one exception: The research and innovation methods would be facilitated through automation, and generate many ideas in a predictably short space of time, with increasing degrees of relevance.

My client told me that this was exactly what they needed to hear. I would soon discover, however, that it was also something they would be unwilling to practice.

It was, in fact, the onset of a common innovation killer that I've seen over the years.

My client was suffering from a classic onset of Comfort Food Poisoning, which I’ll talk about in the 7th installment of "Why Johnny Can’t Innovate".


Stay Hungry.

Patent Thriller

The universe is much smaller than you think.

Frequently, and without fanfare, worlds collide on a daily basis that one would think could never come into each others' orbits.

No, I'm not talking about planets (although, that happens a lot more than we'll ever see). I'm speaking metaphorically, in this case, about the worlds of an aerospace giant, an entertainer, and the United States Patent Office. When these worlds collide, the deep impact isn't necessarily visible or appreciated for years (or things) to come.

Last week, the world lost three icons from the entertainment world. Ed McMahon was not only Johnny Carson's sidekick, he was a decorated war veteran, retiring with six medals at the rank of Colonel. Farrah Fawcett was not only the girl-next-door who made it big, but she put a very public lens on her battle with terminal cancer. On the same day that Farrah Fawcett died, the world also lost Michael Jackson.

Michael Jackson was many things including, most certainly, a pop-culture icon. However, few people know that he was an inventor and a patent holder.

Under the laws of many countries, patents provide temporary monopoly protection on intellectual property for the owner to practice or license. Patents awarded for technology or design innovation associated with entertainment are not as rare as they might seem. In recent years, there have been shifts in the entertainment industry that have created controversy in the patent world. Michael Jackson's patent is relatively simple (and will ironically outlive him, as it currently won't expire until June of 2012).

U.S. Patent #5,255,452 describes a "Method and Means for Creating (an) Anti-Gravity Illusion". Specifically, it describes a shoe that utilizes a heel slot that can engage a special hitch (assuming you're standing on a platform equipped with one). When the hitch engages the heel slot of the shoe, a wearer of appropriate body geometry and strength can lean well past their center of gravity, without fear of falling or having an impulsive need for rhinoplasty. If you're wondering where you might have seen this shoe in practice, look no further than Michael's "Smooth Criminal" music video.

As part of the patenting process, it is required in most countries for the applicant to provide examples of what is called, "prior art". Put simply, patent applicants are asked to show why previous attempts to solve a problem or fill a need have not been as innovative as their proposed technologies or methods seek to protect. Issued patents often become essential prior art documents, as they can be used both to make, or break a case for patentability of future inventions that may have already been invented.

A patent that references or "cites" previously issued patents as part of its prior art justification can give us insights into the influence a technology has, often across industries. A subtle niche of patent research is called "citation mapping". In one example, one can map an older patent's "future" citations from its date of issuance to see what other patents it eventually would support.

Michael's patent has two forward citations. A recent one is to a shoe-related technology. The other, however, is extremely intriguing and unexpected. Understand, that prior art references are intentional. It equates, at some level, to a collaboration or partnership, albeit usually in one-direction. Who else, besides a shoe-maker you ask, would have need of Jackson's creation?

Yep. Northrop Grumman was the first thing that came to my mind, too.

U.S. Patent #5,498,161, describes an "Anti-G Suit Simulator" and references the sequined boot of innovation from three years earlier. The suit is a simulation system which simulates "realistic acceleration conditions which are normally encountered during strenuous maneuvers" as applied in this case to jet fighter operations. Jackson's patent is cited among eighteen patents which "address themselves to alleviating the problems due to G-forces".

Think about it. A critical piece of aerospace technology used in the defense of nations owes its innovation practice, in part, to the king of pop.


Now why am I suddenly thinking of Baltimore?

Channel Searching

Yesterday marked the end of an era, as the last day of analog television broadcasts in the United States came to a close. After 12:30pm, the VHF and UHF airwaves that carried the early pops and clicks from Sarnoff’s labs at RCA, JFK’s fateful ride through Dallas and Neal Armstrong’s ghostly image from another world (as well as decades of mind-numbing entertainment) once again fell silent, to the relief of tens of Radio Astronomers. Indeed, somewhere out in the cosmos, alien civilizations might observe in their distant futures, a momentary 80-year stream of our analog TV transmissions. We’ll appear for a brief time as a non-Planckian energy source with an exceptionally high energy density in the VHF/UHF bands. It’s certainly something they will have not likely seen before, and we may never see again.



The transition to digital television hasn’t been easy. It is estimated that there are still 2 or 3 million households in the United States (most in remote locations) that have not converted to the new digital standard. The delay has been in part is due to understandable resistance to changes that are being forced upon individuals, at their own expense.

Sometimes, change is inevitable. We may have perfectly valid reasons for objecting to change that is thrust upon us, especially when such change causes us harm or sacrifice. Unfortunately, there are times when all we gain by taking the moral high ground against change is to be the first to be struck down by lightening.

I’m seeing a lot of businesses pitch tents on Mt. Moral these days.

The great recession in which the global economy finds itself, is something for which few business planned. Certainly there was little or no consideration given of its inevitability or impacts back in 2006, even though the signs of the terrible economic storm on the horizon were painfully obvious. My own customers (and in my experience the vast majority of businesses) have been focused squarely on the moment. As the recession has taken hold, its manifestation has changed from the “crazy talk” of a few to becoming the number one threat impacting every sector of the economy. Today, companies are examining every asset they have under a microscope, and no longer think of a recession as remote possibility. It has hit, and hit hard.

Currently, I’m seeing expected and predictable actions (and reactions) of corporate managers who feel as if they were caught flat-footed by the recession. Across many industries, the same stories are being played out: Redundancies are being hastily eliminated. Operations are being streamlined and/or reduced in any way that doesn’t involve new financial investment. Product innovation is being drastically re-examined and often curtailed. The latter story is of particular interest to me, for obvious reasons of course, but also because I’m seeing two product innovation camps form as I travel around the country.

The first camp is in denial, and is fighting for as much space on the summit of Mt. Moral as possible, even to the extent of pushing others down the hill. Companies in this camp proclaim “no one could have seen this coming” and are bemoaning the unfairness of the recession that has decimated their revenues. Costs have been cut, and product innovation is on hold. For these companies, their strategy, expressed with nervous pride under the flag of hope, is that the problem will just go away if ignored long enough, and the markets (with their past customers) will return to their pre-recession buying habits as if nothing happened. Once revenues return to the levels of yesteryear, resources for product innovation will be freed up, and product pipelines will be filled once more.

Important safety tip: Hope is a four-letter word.

The other camp is far more interesting. Companies in this camp are also facing significant revenue declines in their existing markets, but instead of reacting and retracting, they’re planning and preparing to move. This spring I’ve been helping companies who are seeing their billions-per-year revenues shrink by as much as thirty-five percent in less than twelve months. In this camp, no one is crying foul. Instead what they’re doing is looking for creative ways to strengthen and diversify their product portfolios. In a recessionary period, new monies for R&D are still very difficult to come by. A viable alternative to traditional product innovation is to examine benefits that existing products and technologies bring to current markets. By researching the question, “Who else needs the benefits of my product or technology?”, it is possible to discover new applications and channels for existing products that may not have been previously considered. Such channels can often represent entirely new product lifecycles for otherwise might have been a maturing product in a previously saturated market. It is a proactive strategy which companies in this camp are beginning to pursue aggressively. More often than not, the results are placing these companies in a far more competitive position for that day when the recession does finally end.

Unlike the crowded refugee camps on the high ground, this growing camp is making claims to large tracts of cheap, abandoned beachfront property for the next economic cycle. Ironically, the crowd on the hill will have poor reception in these new channels.



That gives me an idea. Maybe I can sell them my old rabbit ears?

Happy Bankruptcy Wishes from The Devil and Norma Jean

June 1st has once again made its way onto my desk calendar.

Unlike dates of significance that are associated with a holiday or moment of societal reflection, a birthday is more personal. This year's transit, for me, has proven to be a day of unique confluences that I can honestly say, as a younger man, I would not have expected.

As of this hour, twenty-two people have come together in one place from different parts of my past to wish me well today. I've heard from high-school acquaintances from the early 1980's, past and current professional colleagues, clients, service providers, friends and relatives. All of them have written on my Facebook wall today, in a sort of virtual birthday party that started on the 29th and will probably linger into mid-week. I've long-since stopped being awe-struck by internet technologies - there hasn't really been a disruptive innovation in this space for years. However, the disruptive application of internet technologies continues to weave social tapestries that had no counterparts just 5 years ago, let alone twenty or more.

Every day on the calendar contains footnotes to famous events, births and deaths. Certainly the news of today will add another footnote that will be of far greater impact than I could expect to have. At 8:00am this morning, General Motors, which at one point employed over 500,000 skilled workers and was the manufacturing engine of the United States, became a ward of the state and filed for bankruptcy. Unfortunately, this was an event that was foreseeable, especially in the last few months. Yet in that time, the American taxpayer has been subjected to a fleecing of epic proportions to support GM and its denial of the inevitable. The price tag for such hubris, funded predominantly for political expedience, has already put taxpayers on the hook for $100 billion dollars and is likely to pass $150 billion as the true depth of the liabilities are uncovered.

Do you know what $150 billion could have bought today? The Apollo program, which ran from 1961 to 1972 and put humanity on the moon (creating hundreds of thousands of jobs and spurring technology and manufacturing innovation on a scale we haven't seen since from any other single event) cost $25.4 billion in 1969 dollars. In 2009 inflation-adjusted dollars, that comes out to just under $148 billion. President Obama says we may ask ourselves, "Where's my Moon?". Apparently, it's been hacked to bits and locked in the trunks of our fathers' Oldsmobiles, which the mob has already collected and placed into outsourced car crushers.

Thanks, Barry. Keep the Change.

Maybe you could spend it on a birthday party of your own, as a predecessor of yours once did.




Marilyn Monroe was born on June 1st.

Still, among the well-wishes and gifts that did not come with a certificate of perpetual wealth transfer from the IRS, was an extremely practical birthday reflection / greeting from Satan (via my goddaughter). It was a short, to the point, pull-no-punches message studded with the realities of what will befall people on any given birthday.




This guy's good. If only we had such clarity and sobering honesty in our country's fiscal and monetary policies (to say nothing of the budget). He clearly seems to have the capacity to show us exactly the road we're on and the Inferno to which it leads.

Dante was born on June 1st. I wonder if Virgil ever threw him a party?

The Creativity of Evolution

I know what you're thinking.

He's stepping into dangerous territory now. After years of telling us how from his training and experience in the sciences that innovation is driven through evolutionary and revolutionary paths, Jim's going to weigh in on the greatest debate of all: Where did we come from? How did we get here? Who or what is responsible it all?

I can summarize the answer to your thoughts in two words: Advertising Agencies

(more on that later...)


Today's posting really gets back to what this blog is about. It's a place where I like to chronicle ideas, events, and things that capture my attention. A lot of times it involves my professional interests, and sometimes it reflects something more personal. On rare occasions, I come across something really unique that blends interests and ideas from both sides, and today, I want to share something I stumbled across the other day that fits in that category.

I focus an extraordinary amount of each work day thinking with my clients about evolutions of systems of all kinds (mechanical, electronic, biological, thermodynamic, the list of systems is open-ended). How machines are put together, how and why they function, and how they can be improved are my bread and butter. I also have a passion for the arts, especially fantastic art - visions of possible futures and pasts as realized in oils, watercolors, computer graphics, wood, metal, television, film, stage, and just about any medium for creative expression.

The word "evolution" of course has a sociological context, and immediately conjures up images of primordial soup, dinosaurs, primates and humans engaged in a battle against time and the elements. Each organism is locked in mortal combat, striving to survive, and (consciously or not) is trying to better itself for the promise of an unknown future. Imagine then, my reaction to this advertisement for Saturn Consumer Electronics I recently came across from the Scholz & Friends Group. Is this robotic evolution, or Deus Ex Machina?




Within a few minutes of seeing this ad, I happened to stumble across another which addressed a similar theme, but where the evolutionary flow of time was reversed.

It also happened to feature another one of my..ummm...passions.




This advertisement, created by Abbott Mead Vickers BBDO, won a top award at Cannes in 2006. I'm sure my colleagues in Great Britain will recall it, but I think I can safely say it never aired during the Super Bowl, or else Budweiser would have suffered record losses that year.

So, you see? I really wasn't going to unleash a charged debate on the origin of humanity. Evolution can co-exist with all kinds of design. Pre-determinism and free-will can find balance in the universe.


Now, where did I put my remote?

Fail Whale at 36,000 Feet (or: Oh No, Not Again)

It's not often that life imitates Rod Serling and Douglas Adams simultaneously.

I'm currently 36,000 feet over Colorado, flying on the new Virgin America route between Boston and Los Angeles. Ever since America West's acquisition of US Airways, coast-to-coast travel has not been one of my favorite activities. When Sir Richard Branson entered the United States' ailing commercial airlines market, there was a glimmer of hope that something new might be on the horizon.

Today's flight offers coast-to-coast Wi-Fi service. How cool is that?

Now I find myself ever closer to working "anytime, anywhere" as I can spend the majority of a 6-hour flight connected to the virtual world. I can keep up on my e-mail. I can hold web-conferences with clients and pass critical issues to home office as they happen.

I can update my blog. I can tweet. Wait, I just saw something. Did I just see in my window what I thought I saw?

I need to summon the stewardess, err, flight attendant (he gets paid less). Come quickly, it's out on the wing!



It's gone. But I know I saw something. Maybe I'm just tired. I should get back to updating my tweets. Here's a neat article on Wolfram Alpha that I saw, let me post the link. I just sent the tweet..wait..nothing's happening...now my window is going blank..wait..there it is again! Now I can't do anything...tell the captain - the creature's tampering with the knowledge engine!



Twitter's "fail whale" is a familiar but random creature that up until this morning, I only saw on land. Now it's a recurring nightmare above 20,000 feet, and yet, it seems to be missing something, like a bowl of petunias. I know I've seen these two together somewhere before. Maybe it's an iPhone app.



I've spent most of my career keeping up with and driving technical innovations. Once in a while, however, the benefits we gain come with extremely ironic coincidences. I'll research ways of coping. Maybe Google or Facebook has something. Nope. Let's check the Twitterverse again. Wait a minute...there it is again!!



Flight Attendant: "Can I help you, sir?"

Yes...a glass of water.

Teleporting is a Good Walk (Failed)

I just got back from a long week in Southern California. I was presenting a paper at TRIZCon 2009 and working with several clients. While giving my paper, I made a comment on the nature of innovation practice that I make frequently during seminars or working with clients:

"Failure is not just an option. It's essential."

I noticed over at Innovating To Win that Jim Todhunter's latest article focused on this aspect of innovation. We've had a pleasant difference of opinion on this topic for a number of years. As with many of Jim's articles, I found myself re-reading some of the many books on innovation theory and practice I've compiled, and offered the following response to his latest musing.

Great article, Jim. As you and I have exchanged over the years (as recently last week as I watched you shake your head and chuckle quietly as I lectured a room on the essential need for failure in an innovation practice), we perhaps share different views on what failure means.

Or do we?

My own view (which I've written about before) is that failure is not only an option, it's essential. The journey of 10,000 miles begins with a single step. For many, it requires the other several million steps. For a very select few, their first step is onto the teleporter. Most management that I speak with are expecting their teams to journey 10,000 miles in one step, which is a very unrealistic expectation.

Your invocation of the brightest bulb in the innovation bunch made me go back and re-read "Innovate Like Edison", by Michael J. Gelb and Sarah Miller Caldicott. Specifically, I wanted to review how Edison treated failure.

According to Gelb & Caldicott, Edison developed five skills for successful invention:

1) Have a solution-centered mindset.
2) Use kaleidoscopic thinking.
3) Use full-spectrum engagement.
4) Become a master at collaboration.
5) Create "Super Value".

Despite mastery of these skills, Edison and his teams at Menlo Park recorded far more failures than successes in pursuing their technical and product goals. Were their failures actually failures? Edison had this to say on the nature of failure:

"I am not discouraged, because every wrong attempt discarded is another step forward."

"Many of life's failures are men who did not realize how close they were to success when they gave up."

and one of my favorites...

"Show me a thoroughly satisfied man, and I will show you a failure."


I think what is so inspiring about Edison and others like him that we get a chance to work with every day, is that the ultimate success in any inventive effort, is the learning which results. Regardless of whether the outcome is right or wrong, the highest success-metric for innovators is that something was learned which can be applied in practice to the next attempt.

If the on the last step of a 10,000 mile journey, the inventor discovers the teleporter, that makes the discovery no less important than if it was discovered on the first step. The essential "failures" of all the in-between steps, were still essential.

The real winner, of course, will be the innovation practitioner of methodologies that minimizes the mean distance of the success path.

So perhaps, semantics is a small part of the problem, but more so, it is the owner of the success metric. As innovation practitioners, we ultimately own our metrics for success and failure, regardless of what may be imposed on us by management or markets. In my own case, a failure to achieve a specific goal of an innovation task is a step to ultimate success. Failing frequently and learning (and with a methodology for improving how I apply what I learn) means succeeding more frequently and with higher impact.

Obviously I haven't succeeded in convincing you on the critical need to embrace failure for winning innovation.

I must be doing something right. ;-)

Since posting this comment to Jim, he has suggested to me that I am merely confusing empirical method with innovation. I don't agree with him, but his feedback is very constructive. Often it is the journey that is more important than its beginning and end points. That in itself is more valuable than teleporting to the destination I'm sure we'll eventually reach.

In the mean time, I'm sure we'll share many winning failures along the way.

Lessons from the Roof: A Case (Study) of the Shingles

We’re just coming out of another long winter here in the Maine foothills. The storms of December (not to mention October and November), January and February have left their typical 100+ inches upon the landscape. The storms of March are adding just a dozen or so inches more, just to break any remaining appreciation for snow. With the cycles of melting, rain, and cold, one might expect the semi-permanent snowpack to run about 24 inches in most places.

If you thrive in the wild on tree bark and dead insects while stored fat keeps your buck-naked form in harmony with the elements for four months, then this level of snow causes you little difficulty.

Speaking from the gatherer part of the food chain in which I exist, I have my usual 11 feet of snow sitting outside my parlor window. This is not exactly a Norman Rockwell vision. Living in Maine means that my rooftop is frequently assaulted with 20+ inches or more of snow per storm, sometimes the heavy and wet variety. If it isn’t cleared quickly, snowfall from a typical storm rapidly turns into 12-18 inches of solid ice, and poses a very real risk of damaging or collapsing the roof. In my neck of the woods, this is not an uncommon occurrence. So several times each winter, I work with a team of shovelers to clear my roof of snow before real damage sets in.

We had a particularly bad storm in February that dumped close to 20 inches of very heavy, wet snow and was driven by heavy winds, resulting in even higher drifts. It knocked out power to about 80,000 homes and was rapidly to be followed by sub-zero temperatures before an even more rapid warm-up and rain later in the week. The combination of these meteorological events, aside from giving a political-science intern a complete set of expert talking points on global warming, was potentially very dangerous. I didn’t hesitate to call my general contractor, who, in anticipation of my call, had a team all set to help me clear the latest harassment from Mother Nature.

One of the reasons I use shovelers is for pure practicality. I’ve got roof rakes, extender poles, snow-shoes and other equipment that helps me clear a fair amount of roof-bound snow on my own from the ground. In order for me to get the really challenging stuff, I’m not the guy you want to see dancing around on an icy roof overlooking (in some places) a 30 foot drop. The shovelers are practiced in their trade and know no fear of icy inclines or college-bound children.

So as the crew ascended my rooftop, I continued to work from below. I received a quick glance and sociable wave from the senior of the shovelers who then returned to his digging. I chanced a quick verbal exchange to express my appreciations. I shouted up some idle chat about the weather, (in retrospect, it’s probably not the brightest idea to use a raging snow storm as an icebreaker topic) and was met with a blank stare, and then an apology. “I’m sorry”, the worker said, “I wasn’t paying attention to you. I didn’t mean to be rude. When I work a job I have one rule: 'Singular Focus.'”

I found this to be utterly fascinating. The task management credo espoused by the person risking his life shoveling his third of four rooftops that day is the same advice given by numerous innovation and business management gurus. Have a clearly defined job and break it down into manageable tasks. Focus tenaciously on one task at a time, each with its own goal, not allowing interruptions to get in the way.

David Allen makes outcome focusing a central theme of his seminal time-management classic, “Getting Things Done”. It would seem to be common sense, yet the number of companies I see that are paralyzed by the distractions and empty promises of complex task management (or just the lack of effective task management) are too many for me to tally. Too often, we are seduced by the sirens of multi-tasking, who would have us believe that we can focus on multiple tasks simultaneously with little or no reduction in efficiency or productivity. Unfortunately, for those who do not resist this song, their footing is no steadier than that of the shoveler’s whom I nearly distracted. The resulting metaphorical fall for companies can have far more dire consequences.

The lesson from the roof is a very simple one. When presented with a job, the best way to get it accomplished is to break it down into as many independent and smaller tasks as possible, each with clearly defined and visualized goals. Then by focusing on executing each task with a singular focus – ignoring all interruptions until each task is completed, the goals will be met predictably and efficiently.

After that last storm, I seriously doubt that my roof protector would need to go to business school to effectively lead a multi-million dollar business.

However, I know a fair number of business executives who could learn a lot from a shovel.

Reading List - I

On the topic of reading, Abraham Lincoln once said,

"Books serve to show a man that those original thoughts of his aren't very new after all."

I've been asked over the last few months by friends, colleagues and innovation clients variations on the same question - "What books do you read?".

In looking at the various bookcases scattered throughout my house, I rapidly must come to the conclusion that I am thoroughly unoriginal in everything that I do. Here then, to level the playing field, is the first in a series of articles in 2009 about books I'm reading, have read (or may be reading again), and recommend for a variety of business, innovation and creative interests.

I'm going to break the list up into categories where the similarity of some of the books are concerned, just to add a little structure.

Patents

Ok, Patents? You've got to be kidding, right? The world of temporary monopolies and their legalese? Books written by people who didn't have enough personality to become defense attorneys? Patents play an ever-increasing important role in innovation, product development, and monetization of ideas. Yet, the ins and outs of patent research and strategy can be elusive, if not downright frustrating. I've got several well-worn books that never leave my side on these topics, especially recently.

"Rembrandts In The Attic", by Kevin Rivette. Most ideas are never monetized. In this book, Kevin Rivette's strategies for making an organization more savvy about their intellectual property are valuable on their own (though are slightly dated, having been written at the height of the dot-com boom). In today's economic climate, the text serves a purpose that I don't think was intended - an allegory for optimizing the small-scale R&D organization.

"Patents For Business", by M. Henry Heines. An invaluable tool for the engineering manager, product executive, or group leader who needs to navigate the essentials of patent strategy and due diligence. Check out Jim Todhunter's review over at Innovating To Win.


Business Strategy

I tend to read HBR the same way most people never admit - at their local bookstore, with a notebook and over several lattes, before putting it back on the shelf until the next issue. If you're going to be in a position where you work with people that directly shape or impact managing a business, from a sole-proprietorship to a megacorporation spanning hundreds of thousands of employees, you simply cannot afford ignorance of classic, modern, and changing business tactics. Here's a small sample of what I'm chewing through right now.

"The Self-Destructive Habits Of Good Companies", by Jagdish N. Sheth. Can companies become arrogant? Is incumbency of talent a curse? Does success breed failure? If you think you're doing fine in '09, think again. Warning signs of business and product missteps, caught early enough, are opportunities for product, process, and organizational innovation.

"The Art Of Strategy", by Avinish K. Dixit and Barry J. Nalebuff. How should people behave in business? No matter how calculating and logical your thought processes are, you can't ignore the human element in planning any activity where people are involved. Applied game theory is a fascinating topic in business, at least until everyone is thinking about it at the same time (a variant on the Prisoners' Dilemma game).


Innovation and Design

The growing majority of my readership comes from the innovation community. We all have one trait in common - we want the answer right away. So to keep the gig going as any good consultant would, I've saved a few books on innovation for the last part of this article.

"The Design Of Future Things", by Donald A. Norman. In this long awaited sequel to "The Design Of Everyday Things", Norman (a former Apple executive) looks at the advances and perils of automation and integration of "smart" technologies into any and all products that affect day to day living.

"American Streamlined Design: The World Of Tomorrow", by David A. Hanks and Anne Hoy. Design and innovation are eternally at odds with each other balancing constraints of form and function. When both have emerged victorious, the results are some of the most beautiful embodiments of engineering and art. The 1930's and 1940's were unique decades in American design where anything from the simplest tool to the most complex machine was not complete unless they were designed with grace and beauty. I draw much of my own inspiration from this period.

"The Global Brain", by Satish Nambisan and Mohanbir Sawhney. One size rarely fits all, especially in innovation. What works for one company may not for another, yet elements of innovative success can often be leveraged outside the organization that created them. Identifying, shaping, and deploying a "network-centric" innovation model is the theme of this book, which offers some interesting roadmaps.


This list should get you started for a little while. Don't worry, I'll share more books on innovation and other categories in future articles throughout the year. At last count I've conservatively gone through 50 books in just the past 18 months.

Wintry Potpourri

The deepest aspect of this article is likely to be the seven inches of snow that's fallen outside my window. A typical New England storm has moved through to make room for an even larger storm later this weekend. The roads are nearly impassable, but as a familiar song of the season slurs (at least Dean's rendition of it), I've really no place to go.

A lot of topics that I'd would have liked to write about here have surfaced since I talked turkey last month. However, I find that as the end of this year approaches, I want to clear the decks to make room for what's to come in 2009. So I thought I'd take a break from writing a larger article, and instead share some brief insights on things that have caught my attention over the last few weeks.


Innovating In A Recession

It is probably safe to say that 2008 has been a recessionary year for most, and 2009 promises to be even more challenging. During the Great Depression, a few companies managed to thrive. Their secret was simple. They identified ways to create and deliver value.

Chuck Frey of InnovationTools and Renee Hopkins Callahan of Innosight recently contacted a diverse collection of innovation experts and practitioners to learn more about the strategies they recommend for maintaining innovation during these challenging times. I was surprised and honored that an excerpt from one of my recent articles here at Thirty Minutes From Andromeda was included in their report, "Innovation Strategies for the Global Recession". My colleague Jim Todhunter, over at Innovating to Win, was also included in this report.


Recent Passings

Innovation is a technical and creative form of expression, usually a longing for something better, often of a goal that seems unattainable. I have found that for some of the most inventive minds, science-fiction has been an early source of inspiration, creating dreamers that transform into doers. It personally has played a role in my own career paths. So it is with sadness that I note the passing of two important figures in 20th century science-fiction.

Majel Barrett Roddenberry passed away this week from complications of leukemia. She was well known as the "first lady of Star Trek", having been involved with every production of the most recognized franchise in genre entertainment. Recently, she just finished voicing her familiar role as the computer of the famed U.S.S. Enterprise in J.J. Abrams' blockbuster restart of the franchise, due in theaters next May.

Forrest J. Ackerman (Uncle Forry, to those of us who knew him) was one of First Fandom's beloved members. He was responsible for coining the phrase "sci-fi" as a pun on the popular "Hi-Fi" home entertainment center in the 1950's. He discovered and represented giants of the genre including Ray Bradbury. Long before the commodity of social media, Forry published magazines and books that helped connect hundreds of thousands of fans and professionals in their love of the future, the fantastic, and the unknown. He was also one of the kindest and biggest hearts that you could ever meet. I was personally very fortunate come to know him through the 1990's, and last saw him in 2006 in Los Angeles. Forry's passing represents the end of an era, but not the end of his influence.


Notable Blogs

I started this blog as an experiment. One thing I learned very quickly is that there are more bloggers in the world with more talent than I could ever hope to have (or keep up with) who have some very thought provoking things to say. Recently, I've recently discovered several blogs which appeal to my professional and ecclectic interests that are very much worth sharing. I encourage you to check them out.

• Lateral Action - Thought proking articles on creativity, productivity, problem solving and innovation.
  
• Zero Punctuation - While technically not a blog, this video website contains the most essential element of electronic game review: a misanthropic British pop-culture slave displaced to Australia with an unnaturally developed sense of abuse and sarcasm, and command of the $#%&ing English language.
  
• The Market Ticker - I follow a fair number of economic and financial blogs as best I can (certainly not enough as I should). Karl Denninger pulls no punches and doesn't waffle around when it comes to looking at the macro-economic catastrophe we are in, and all of its consequences.

I'll be returning to writing more focused articles shortly, including: the conclusion of my "Why Johnny Can't Innovate" series; a recommended reading list for 2009; and some new insights into the innovation initiatives of the Obama administration.

Innovate Or Fry: Arc-Welding The Perfect Thanksgiving Turkey

On a cold, New England morning, the scenes of holiday traditions could not be more appropriate. Outside, the trees have long since given up their leaves which only recently had blazed the landscape with fiery colors. The frosted ground crunches underfoot and the familiar feeling of icy air tingling the lungs reminds us of the pleasures waiting inside. Soon we'll inhale the warm, noxious scents coalescing in the kitchen, from a glorious feast to be enjoyed later that day.

The vapors indeed tell a story of culinary tradition. The turkey, dressed and stuffed, is departing on its slow journey to..*CRACK!*…huh?…*BANG!*…*BANG! BANG!*

….did anyone else feel the house shake?

Loud, random, house-shaking cracks and bangs are not traditional songs of the season. My shadow appearing and disappearing synchronously on the wall opposite my kitchen, surrounded in a bluish-white light, also seems absent from Plymouth Rock folklore. Imagine my surprise (if not idiot-like awe) when I turn to face the oven, only to be blinded by an intense, flashing bluish-white light emanating from the stove’s every orifice. Peering into the oven window, I can just make out the faintest evidence of what I think is frequent movement.

In a different time and place, had a robed, Strother Martin-like figure appeared on the scene from the Ministry of Magic and said in a treble-ish drawl, “What we have here, is failure to apparate.”, my mind might have been put a little bit at ease.

No such comfort would visit on this particular early 1990’s morning. Indeed, my 1960-something Raytheon oven (prior to their using their acquired Amana brand) was in its death throes. We would later discover that the cloth-insulated, 35-amp master service wire had finished a lifetime of caramelizing, and was now arc-welding itself to the oven’s firewall.

Aside from the practical problems of safety and unplanned expense (“oh, your 1960’s stove was 35-amps…the industry shifted to 45-amps a few years ago…you’ll need to rewire your house”), there isn’t a microwave recipe in the world that can finish a 14-pound undercooked turkey to a golden brown, delicious and juicy feast. So, years ago when I faced this predicament, I was fortunate to have a few resources at hand, and some prior coaching that I never knew would prove so valuable in future years, and become a staple in my culinary repertoire.

Early in my first career, I worked in an Air Force weather lab. There I was fortunate enough to be taken under the wing of one of the staff meteorologists who was renowned for his skills with hardwood charcoal, smoking woods, and a variety of professional and individually fashioned tools of really good barbecue. He got me hooked on a Weber kettle, and taught me the basics of simple, convection cooking with indirect heat, curved geometries, and hydrodynamic flavor delivery. Little did I know at the time that I would soon need those skills to rescue a turkey dinner.

Necessity is the mother of invention, and the day my stove turned into an arc-welder, pulling out the Weber and figuring out how to regulate heat and moisture, and not overcook the turkey was no easy feat. In the end, however, it was the best turkey I’d ever cooked. Since then, smoked turkey has become an annual family tradition in my home, and in recent years, I’ve moved from using a kettle to a more precise tool. Here’s my recipe and some resources for those of you looking to do something a little different and incredibly flavorful the next time you cook a turkey.

It starts a day before you actually cook the turkey, with brine, or what Alton Brown refers to as, “The Life of Brine”. Combine:

• 1 gallon (4 quarts) of vegetable broth (not the low-sodium variety)
  
• 1 cup of kosher or pickling salt
  
• ½ cup of light or dark brown sugar
  
• 1 tablespoon of whole peppercorns
  
• (optional) ½ tablespoon of allspice berries
  
• (optional) ½ tablespoon of crystallized ginger

Bring the brine ingredients to a rolling boil (make sure the salt and sugar are well dissolved) then cover and let cool to room temperature. Take the room temperature brine and chill it in your refrigerator. Make sure the brine is completely cold before proceeding to the next step.

In a food-safe 5-gallon bucket, combine the brine with one gallon of heavily iced water.

Place a 12-14 pound turkey chest-down into the brine for 6-8 hours (either overnight or early on the morning of the big feast). After the first 3-4 hours, turn the turkey over (chest up) for the remainder of the brining.

The other essential element to this recipe is what’s often referred to as a bullet smoker (“bullet” refers to the cooker’s obvious shape). I’ve been using a Weber bullet smoker for years, but there are other brands available through specialty shops or online. I’m not going to go into minute details here, but I do recommend that if you decide to add a bullet smoker to your arsenal of cookware, go check out The Virtual Weber Bullet website, which contains free instructions, discussions, videos and links to amazing bullet smoker resources. Spend about half a day familiarizing yourself with the basics and with the do’s and don’ts of bullet smoker operations. Used safely, bullet smokers can produce amazingly tasty and healthy meals. They can also ignite surprise parties with all of your previously unknown friends at your local fire department if you have the foresight, patience and planning skills of a hungry ground squirrel.

The rest of this recipe is literally a simple exercise in building a controlled source of heat, and waiting for the heat to do its job. I start with any of a number of brands of natural lump, hardwood charcoal. There's a bit of a trade-off here. While the flavors aren't impacted by any glues or binders of briquettes, the lack of uniform shapes makes temperature control a little more finicky, but by no means difficult. I also make sure to properly foil the bullet smoker's drip pan to catch the juices I'll use for gravy. The Virtual Weber Bullet website has some great videos on how to foil properly (yes, you can screw this up if you don't think this through).

The assembly is straight forward. Weber's bullet smoker is assembled in three sections. Get a bed of coals started in the base unit. I recommend that you use a chimney starter (with a good, heat-resistant handle). Set the bottom vents of the bullet smoker to 50% (half-open). The goal is to regulate the temperature of the burn. Loading up on extra fuel at the beginning and just walking away will guarantee a dry bird. You'll be adding fuel occasionally as needed (mostly dependent on your local climate) to regulate a temperature range. You'll also be adding smoking wood. There's plenty to choose from - hickory, mesquite, apple, maple, though my favorite is chopped oak-barrels from the Jack Daniels' distillery. The smoke creates a whiskey-flavored glaze that is out of this world.

The middle section is basically a tube with a door to access the coals in the base section, and inner supports to hold the top shelf, and either a middle shelf, or the water / drip pan. For a brined turkey, we don't need to add water to the smoker, in fact we want to catch the drippings. Place the drip pan inside the middle tube's supports and insert the tube into the base unit. It is very important that the drip pan be properly secured. If it isn't, or if it's offset, the considerable drippings (remember, a brine uses osmosis to force moisture and flavor into the meat, so there's more to come out once the heat's applied) will cause the pan to tip off its supports, and dump lots of fatty drippings into the coals. The best way to describe a burnt fat glaze is "funky".

At this point, you're ready to put the turkey in the smoker. A final touch I like to add sometimes for additional flavor is to add aromatics to the carcass. Rosemary sprigs, half an onion microwaved for 30 seconds are good starters. There are so many possibilities for this last step. The only thing you should never put inside the carcass, is stuffing. Stuffing adds thermal mass, which lengthens cooking time and interferes with efficient heat transfer. It also harbors bacteria which may not exceed 140 degrees at the center of the turkey, creating a festively disguised biohazard.

Covering the smoker is essential - this isn't a barbecue. The dome cover allows for convective cooking and circulation of smoke and moisture. I leave the top vent of the cover fully open. Two thermometers are critical for a successful smoke. One to measure the temperature of the top section (effectively the "oven"), the other to measure the interior temperature of the turkey at the thickest point of the breast. Here is where folks tend to get a little crazy when it comes to technology. I've found that a simple woodstove stack thermometer is ok to place on the top of the dome. It's magnetic which means you don't have to worry about custom mounting, and gives an accurate enough reading to get the job done. I use a standard digital probe thermometer to measure the temperature of the turkey. I keep the dome regulated at 350 degrees (again, consult the Virtual Weber Bullet website for tips on how to regulate temperature of a bullet smoker). I cook the turkey to 161 degrees, then pull it from the smoker and let it rest for at least 20 minutes.

The efforts are definitely worth the wait. The turkey is not only incredibly moist and packed with flavor, but the leftovers make phenomenal sandwiches, stews, and especially, chili. (You haven't lived until you've had hickory smoked turkey chili.)

Had I not experienced the...exhilaration, of finding a solution to a case of sudden domestic-appliance arc-welding cuisine, I would likely not have explored the joys of preparing beef, chicken, turkey, fish, vegetables and a whole list of foods over the years in a smoker or other kettle-style cooker.

Ironically, all it took was a bright flash of bluish-white insight.

Park To The Future

Note: This is the third and final article in a special daily series being published this week on the topic of automotive innovation.

In my previous two articles (How Your Car Might Re-Invent More Than Just The Auto Industry, A Car of Tomorrow, Driven Through TRIZ), I outlined conditions under which systemic change occurs. Evolutionary constraints define opportunities for radical innovation that leads to shifts in industry - in some cases creating new industries. The automotive industry finds itself awash in evolutionary constraints, not just with its products, but with its customers and the environments in which their products exist. I presented some thoughts using influences of an innovation methodology known as TRIZ, and left you with a parting thought, which on the surface, probably sounded insane:

"An auto industry of tomorrow will need to build new cars that people will want to buy, not because they will have to drive their cars, but because they will want to park them."

In my final article in this special series, I want to expand on some innovations for this most unusual car of tomorrow I’ve proposed, and give away some ideas to any entrepreneur who has the vision, tolerance for risk, and business savvy to take these ideas and run with (or from) them.

Unlike the Norman Bel Geddes vision of the world of tomorrow, any utilitarianism suggested here is goaled to benefit the individual (who hopefully has just a hint of an entrepreneurial spirit). Done right, the potential for societal benefits are significant.

One assumption that I will make, looking out into the future of the next 1-5 years is this: People (at least in the United States) will still work at jobs that are primarily located away from their homes, and a majority of them will require vehicular transportation to get to their jobs or to public commuting options.

This means that for large pockets of the population, there will be predictable occurrences of large numbers of cars (existing and new) that park at work, park at shopping centers, and part at their homes. So why not develop innovations for the cars of today and tomorrow that leverage this predictable occurrence? Setting aside for the moment the entrepreneurial risk required to productize such innovations, I challenge automakers and anyone else who needs to innovate for a living to imagine just a few possible benefits of intentionally parked cars:

• Many parking lots will be in range of commercial and metropolitan high-speed wireless networks. Create and enable car-friendly mobile computing platforms (similar to a BlackBerry or iPhone) that can be accessed by an owner with nothing more a web browser on their desktop for any one of a number of purposes (selling computing cycles to computing clusters, downloading movies, music, news or other digital content for later use, to name just a few examples). By creating a mobile platform that can exist outside of the workplace, not only can more digital products and services be delivered, and on a timelier basis, but countless hours of covertly wasted productivity in commercial IT networks and desktop platforms can be saved.
  
  
• In several, large parts of the United States, cars are parked in parking lots that are subjected to extreme periods of heat, cold, and sunlight. In the case of long-exposure to sunlight, innovate high-efficiency solar charging systems that are integrated into sky-facing panels of a car with standardized, easy access ports in the car’s interior for recharging low-duty power systems such as simple batteries or common electronics.
  
  
• In the case of long-exposure to sub-freezing cold, create compact materials that can act as efficient and useful thermal masses (heat sinks). Imagine bringing a small supply of cold-packs that will be frozen by the end of the work day (or overnight if you don’t park your car in a garage). Even in the coldest of cities, people use electricity to operate refrigerators and freezers. I challenge automakers to collaborate with the kitchen appliance industry to create new cold pack technology (new materials and efficient form factors) that are designed explicitly to lessen electrical loading by optimizing refrigeration duty cycles. (A person comes home from work, sticks their cold-cells in the refrigerator, and a few days later, takes the cold-cells back to work be “recharged” in the parking lot.) What would the savings to a person’s electrical bill be? Perhaps $5 or $10 a month? What would that mean across 1,000,000 refrigerators in daily operation? What impact would that have on the environment?
  
  
• Parking lots full of car trunks represent hundreds or thousands of mobile lockers per lot. Create services that can leverage this resource to the benefit of individuals, commerce, and the environment. Innovate a securable, shared locking mechanism and trust model that enables a car’s owner to grant one-time access to a service provider at a pre-determined point in time. Imagine driving to work with a bag of newspapers or a bin of cans to recycle one morning. A recycle service, with a map of all cars that have brought materials for recycling that day to the parking lot can show up, remove just the recyclable materials from all cars that have registered their pickup request, and as appropriate, charge or credit the owner, depending on the business model. Think of a similar service scenario, but in reverse, for delivery of safe goods along a driver’s home commute. A driver registers with a major shipping service that their trunk is available for hire to take and drop off a secured, safe-package to a house along their home-bound commute. The shipper has a map that matches all deliveries on a given day, with all the secure trunks that match driver and route availability. Then the shipper makes one trip with many packages to the one parking lot. Packages are distributed to the appropriate cars, and the packages are delivered the same day by individuals who are already making the same trip home that they would have been making regardless of the extra stop. Imagine how much gasoline, ethanol, hydrogen, and entropy can be saved by leveraging simple efficiencies in large, predictable populations. I believe there are many business models that could recover startup costs and profitably leverage a predictable parking lot.

These are but a handful of ideas, I can think of dozens more. My point in doing so, and giving them away, is to set a small example. Sure, I’d love to know that any of these ideas was the spark that was used by a young (or older) risk-taker who went forth and transformed how we view and use the modern automobile. (Author’s note: In case of future windfalls or transformational profits derived from anything you’ve read in my articles, it’s ok to send me a small, landscape-profiled thank-you note which starts with the words “Payable To”.) However, it is far more important that you realize that innovation, at anytime, is a worthy investment, and in a recessionary or even a depressed economy, is essential.

Whether or not you’re an auto executive from Detroit, take the ideas I’ve given you, and do something, with or because of them. Think beyond your current business model, and your industry. Move beyond how things used to be, because the only guarantee I can give you about tomorrow, is that the world will change. Learn how to recognize the need for systemic change, and learn the tools, methods, and skills to be the agents of change. Don’t become the victims of resisting it.

If you succeed, and if my articles of the last few days play any part in your success, then my reward will be beyond measure. For you see, whatever systemic benefits you bring to the world as a result, my goddaughter and her generation will inherit them.