Does it seem at times that finding novel solutions to design challenges is getting more difficult for your organization? Well, maybe that’s because it is.
It’s not so much that the basic process of innovation has become more difficult, nor is it the case that today’s design challenges are inherently more difficult that those that great innovators of the past tackled. It is simply the case that many of our system have evolved away from the traits that are supportive of innovation.
How so you ask? There are a number of ways in which this phenomenon can be observed. Here, let’s consider one counter-innovative trend: technical specialization.
Technical specialization is supposed to make engineers, scientists, and technical designers better at what they do by ensuring they have an appropriately deep understand of their areas of expertise. That makes perfect sense, and if you approach a modern engineer and ask them a question about their craft you will be instantly impressed at the deeply considered answer they are able to provide.

However, this deep and narrow focus on a tightly defined area of expertise which is the strength of modern engineers is also their Achilles’ heel when it comes to innovation. The most inventive solutions to innovation problems are often found in the application of knowledge from outside the immediate domain of the problem. But, if the innovation worker sees the world through such a narrowly focused lens, the ability of the worker to correctly identify the optimal solution is greatly impeded. In effect, our focus on specialization has placed blinders on our innovation workforce.
So, what then is a company to do if they wish to have their innovation workers excel when faced with the need to find new, breakthrough concepts? The answer is simple. Arm them with tools they need to complement their expertise with cross domain knowledge. However, finding the right way to do this is not so easy.
An engineer in one field may not be familiar with the jargon of another discipline. The innovation worker may not think to ask if there is a solution in area with which they are unfamiliar or unaware.
This is why contextual design-intent based knowledge tools are import for today’s design organization. These tools provide cross domain concept retrieve in the specific context of the knowledge workers need. When knowledge workers are able to see the full universe of available solution paths, they are able to achieve their innovation potential. Leading high-performance innovation organizations deploy such technologies as part of their sustainable innovation strategies.









Clarifying a Question on Fostering Innovation Culture
Recently, CIO.com ran an article I wrote under the title “Fostering Innovation Culture in an Unpredictable Economy.” Peter-Anthony Glick posted some nice commentary on the piece. In his post, Peter-Anthony questioned the use of the phrase “Unpredictable Economy,” asserting that no economy is predictable. On the chance that other may have been confused by this, I’d just like to clarify the intent of the title.
We are currently in a particular volatile economic climate. This volatility is what I was characterizing as unpredictability. Why is this notion important? It is important because many companies will make a critical error in the near future. As the economic uncertainty continues, these companies will react by slashing budgets as a way to protect against the possibility of the losses that come with missed revenue attainment. While this is not in and of itself a mistake, what is a mistake is to decimate the investment in product innovation in a down market.
Difficult markets create opportunities for the companies that are ready and willing to invest in taking advantage of the opportunity. For many companies, this means moving forward with innovation agendas and building a sustainable innovation culture. I hope that help eliminate any confusion about my choice of words.
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