InYESvation and the rise of leadership

While the effects of the pandemic feel surreal and are still unforeseen, one of the most immediate effects has been the acceleration of innovation.

Innovation became InYESvation

InYESvation as a term was coined by Mike Brown, on his quest to take the "NO" out of innovation, a need most of us probably can relate to. I first heard about it more than ten years ago, but never has it been put into action in a more widespread fashion as right now. People simply would not accept 'no' and found ways to turn each one of those "no's" into a "yes".

Out the window have flown rigid methods and tools and exclusive claims on innovation. Creativity has become less about the process and more about the result. With a clear understanding that any solution created was the best possible, not necessarily the ultimate solution. How refreshing!

In the context of high uncertainty, unpredictability and lack of other solutions: attitude saves the day.

Roll up our sleeves and try

So why is this happening? Having been in the innovation space for more than 25 years, and to the degree that past experience in any way can even remotely help us cope with the impact of the pandemic, I can assert that innovation needs a sense of urgency. Or, in the words of Albert Einstein himself: "Nothing happens until something moves". Probably one of my favourite quotes, right there at the top of my quote list, together with Kurt Vonnegut's "Everything is nothing with a twist". Also very applicable to the current context.

In the context of high uncertainty, unpredictability and lack of other solutions: attitude saves the day. Optimism, growth-mindset, entrepreneurial drive and a bias to action have all become top talents in the face of the crisis we are in. I am certain that these talents will be essential in our new world.

It has been inspiring to see that everywhere people rose to the challenge. Several factors contributed to people rolling up their sleeves and trying: these factors reframed how we look at innovation. They can serve as guidance for the breadth of innovations that we will still need to engage in as we redefine our businesses and reinvent our world.

Four reframes that ignite innovation

1. A compelling reason why: clearly, this situation made painfully visible which areas of our work, our businesses and our lives need addressing. We were all shaken out of our denial by an unprecedented issue that redefined everything and transformed the pace of change. There is no more getting away with clichés like 'change is the only constant'. Change is here. And we are in it. Full stop.

In the midst of the 'reset' that the covid-19 pandemic created, where everything was faced with sudden reboot, the immediate knee-jerk reaction is to act. But change of this magnitude requires reflection, not just action. Dave Snowden explains this perfectly with his Cynefin framework. In today's situation what it boils down to is that the actions that we 'know' may not work in the face of the 'unknown'. So we must connect with why.

People everywhere did so. In varying sectors of the economy we reconnected with why what we were doing matters in the first place. And therefore found new ways of doing, or at the very least found it worth experimenting and trying out of the conviction and connection that came from our compelling why.

We suddenly weren't able to meet in person, so we found ways to do so virtually. Why? Because collaboration is essential for great work.

We abruptly had to go into lockdown. And we knew about neighbours for whom this would be problematic. So we found ways to connect with them: with messages through our windows, with phone calls or direct messages. Why? Because neighbourly support is a pillar of society.

We heard that old folks' homes immediately became closed to the rest of the world due to risk of contagion. And thus that many of the elderly would feel lonely. So people went out of their way to play music for them or send them drawings and words of support per snail-mail. Why? Because it was really saddening to see our elderly population become isolated and we wanted to do something about it.

These are just some examples. The ingenuity of people to find solutions when the reason is compelling is quite amazing.

b. A much lower risk of failure: feeling that we were caught empty-handed with solutions for the imminent problems that arose, we essentially sank to rock-bottom in terms of the cost of failure. Suddenly risks became something we were ready to understand and even accept. Doing nothing became an incredibly expensive option: costing lives, losing time, risking health.

Every available solution successively became the best possible solution. The focus shifted towards viability instead of perfection, reliability or proven methods. Where in the medical world equipment would require years of development and trials: we were left with a situation where the risk of doing nothing made it possible to at least try something. Like the use of snorkelling masks to be used as makeshift ventilators. Naturally these kinds of solutions are on the 'edge': meaning, suitable for cases of less severity and lower complexity. But nonetheless, it is these kinds of things that have the potential to become game-changers.

c. A must-do attitude: As one of my favourite people, David Kelley, eloquently summarizes: "Belief in your creative capacity lies at the heart of innovation.” When many of our certainties started crumbling around us, we were left to our own devices. To rely on ourselves and our capacities: individually and collectively.

The ubiquity and impact of the crisis caused us to move from acceptance of fast-paced business-as-usual to admission of the idea of sudden, drastic and mostly irreversible change. Many of us had to revise the model of "if it ain't broke don't fix it", and pivot it into "let's fix things before they definitively reach breaking point".

Being able to embrace change, the need for "doing something about it" is an essential element to unlocking our imagination and unleashing the multitude of opportunities that arise because of the paradigm shift the crisis is causing.

First, there was an opening up, for example, with waves and waves of free webinars, workshops and how-to's. Then there was an adaptation to the circumstances, for instance in the form of extended services. And continuously, there has been a digital acceleration of humongous proportions. Business models are changing because of a need to survive, yet the business models that succeed will be those that genuinely understood and implemented what needed to happen. Adaptability therefore being at the magical sweet-spot of dreaming and determined doing.

d. A deep understanding of transiency and experimentation: the paradoxal thing of this acceleration of innovation is that not all of the efforts will pay off. So, while we are coming to understand and accept that innovation is continuously necessary it is also key to understand that there is an experimental nature to it. Some experiments succeed, while others fail.

What guides experimentation is a clear vision of who we want to become. That means, that the experiments that we do, should be those that help shape our vision of the future. Experiments become the essential tools of our anticipatory capacity. We "feel" our way into the future through the success of our experiments: they are the feedback loop that shows whether our vision is timely or off-synch.

Understanding this aspect of the transiency of innovation is vital to its success. Getting the hang of it, by experimenting and learning, ignites the flow of creativity to keep adapting, pivoting and eventually succeeding to the benefit of all stakeholders.

Creativity in flow: The rise of leadership

This flow of creativity comes from people's hearts. Naturally there was -and still will be- lots of opportunistic behaviour, there always is. But usually opportunism is short-lived. The lasting, sustainable, impactful and durable InYESvation comes from those who set out with the goal of creating a better solution.

I don't know about you, but to me this is true leadership. Handling with determination, creativity and the best possible outcome at heart. Rising to the challenge even though we might feel scared, uncertain or unprepared. Trusting in our ability to learn as we go, relying on our resilience, believing in collaboration and embracing creativity.

Veni, vidi, vinci 2.0

The rallying call of "Vini, vidi, vinci" has taken a new meaning: Covid-19 came (veni) but it is us who have opened our eyes and are seeing potential (vidi). And it will be all of us, together and systemically, who will triumph in the end (vinci).

And speaking of Vinci... here are some candid words from the great master of the Renaissance: "I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do."- Leonardo da Vinci.

In the 21st century, applied knowledge is as relevant as ever. Perhaps, hopefully, we are entering a new kind of Renaissance. One in which we must rely on our ingenuity, embrace our connectedness and continue to rise together in full awareness that with every choice we make, every experiment that succeeds, we are shaping our future. We are experiencing a 'reset', and with it comes the opportunity to reflect, reconsider and also to reinvent and rise.

Creativity is flowing. May it take us into an amazing future together, downstream from the choices we make today.

About the author

Carola Verschoor is the founder and chief creative at Transformational Studio where she integrates decades of industry practice, design-driven methods and innovative approaches into participative, interactive and provocative consulting services. 

Through her work she helps transform perspectives, businesses, brands, people & teams through design leadership, authentic strategies, innovative interventions and creative boosts. Her aim through her practice is to (r)evolutionize change in a complex world and help embody the transformation we wish to see in business today.

Carola is the author of Change Ahead, which is recognised as a leading book on the emerging practices at the intersection of business strategy, research and design.