Skip to main content

Create The Future And The Innovation Handbook

March 10 brings the new book, Create The Future: Tactics For Disruptive Thinking, by Jeremy Gutsche, CEO of Trend Hunter.

Flip the book over, and you have Gutsche’s updated and expanded, bestselling, Exploiting Chaos, book now called, The Innovation Handbook, featuring memorable real-world case studies and plenty of thought-provoking questions to inspire next steps for innovation. It's the ideal guide to turn your big idea into a reality.



Gutsche shares that, Create The Future, "is a book about Disruptive Thinking, so it makes sense that it shouldn't follow conventional norms. That led me to create a double-sided book, where the first part is all about resetting your expectations and learning how to make change happen. Once you are primed for change, you can flip it over to read, The Innovation Handbook, and began the journey to finding your big idea.

He adds, "however, another way to think about this is that I don't think you can truly find the great idea within your potential if you have not first prepared your mindset for change -- to be more open to the complete potential of what could be."

Create The Future’s release is well-timed, because according to Trend Hunter Assessment, roughly half of business leaders don’t believe their company has a strong innovation plan. 

Furthermore, fifty-five percent don’t believe their organization adapts quickly enough. Forty-eight percent don’t believe they have enough time to work on new ideas. And, fifty-six percent don’t believe their organization knows how to turn ideas into reality.

Jeremy Gutsche

“We've reached a point in time when everyone wants innovation, but most people don't know how to actually attain it. It's not easy, which is why there are so many failed brands and companies,” says Gutsche. 

“In our era of rapid change, disruption, and possibility, there are so many great opportunities within our grasp. However, smart, successful people consistently miss out. Their capabilities are limited by seven traps, and they rely on and repeat past decisions.”

Fortunately, Create the Future, is a tactical guidebook that teaches readers how to remove these seven traps. In a highly visual presentation, with bite-sized, snackable text presentation, it combines Gutsche’s high-energy, provocative thinking with tactics that have been battle tested through projects with leading innovators, such as Disney, Starbucks, Amex, IBM, Adidas, Google, and NASA.

One of my favorite takeaways from the book is that you need to break rules that paralyze change so you and think differently. Stop saying:
  • We’re too big.
  • We’re too small.
  • We can’t do that.
  • We tried that before,
  • I can’t make a decision that senior.
  • That’s owned by another department.
  • We’re just starting out.
  • We don’t have that much money.
  • Our investors would never allow that.
Other important takeaways:
  • Navigating through chaos requires your organization to adapt and change. This requires a culture that encourages testing and experimental failure.
  • Breakthrough ideas and disruptive innovation stem from a deep understanding of the customer.
  • When it comes to innovation, culture is more important than strategy. By embedding innovation in your organizational culture, you can set yourself up for future wins.
  • Convey your organization’s purpose in seven words or less. People are remarkably better at remembering messages with seven words or less.


Finally, from the book's Build A Creative Work Environment section, these are great workshop questions to pose to your team
  1. What would your business look like if you threw away your top product line?
  2. If you were starting from scratch, with the same team and resources, what business would you get into?
  3. If you were restarting your career, what three industries currently have the most appeal?
  4. How might you re-position your company’s future potential to better align to market opportunities that are predictable today?
  5. For creativity’s sake, how would you re-imagine Amazon, Facebook, Uber, Walmart, Tesla, or Google if you took away their top product or feature? 
Packed with illustrations, photos, and graphics, not only is, Create the Future, a highly educational read, but also a joy to consume in today’s busy world where reading time is often hard to come by.

Jeremy Gutsche is a New York Times bestselling author and during the last decade, he has helped more than 600 brands, CEOs and NASA in the quest to make innovation and change happen.

Thank you to the book's publisher for sending me an advance copy of the book.

Comments

Popular posts from this blog

How To Change Yourself To Change Your Company

The book,   Reinventing the Leader ,  is an inspiring account of the magic that can happen when a leader realizes they must undergo their own transformation in order to transform their organization.  This candid and practical book by  Guilherme  ( Gui) Loureiro , Regional CEO overseeing Walmex, Walmart Canada, and Walmart Chile (now Chairman of the Board for Walmex and Regional CEO for Canada, Chile, Central America, and Mexico), and his executive leadership coach  Carlos Marin  shows how even the most successful leaders must be open to personal change in order to transform their company. The book details how the pair pioneered a data-driven, customer-centric business transformation at Walmex—Walmart’s biggest division outside of the United States. “This book is a blueprint for transformational success for leaders in any business who find themselves facing the need to retool their own company’s systems and operations and energize and inspire an entire ...

Five Essential Principles For Sustaining Growth Through Innovation

Even though many companies strive for innovation, most struggle to achieve meaningful change. The largest reason for this disconnect? Playing it safe. Leaders and organizations want to implement new ideas, but too often they are held back by the fear of failure, even though setbacks are intrinsic to the innovation process. In the new book, No Fear, No Failure , by Lorraine H. Marchand (with John Hanc), readers will learn how to overcome the status quo that stifles creative thinking and how to create a culture that encourages innovation. Marchand provides a framework for sustained growth built on the “ 5 Cs ”:   Customer First Culture Collaboration Change Chance   She draws on more than 120 interviews with leaders across industries, real-world case studies, and her firsthand experience and shares step-by-step, field-tested strategies, tactics, and tools that practitioners can use to embed creativity within organizational cultures. Marchand is a former Big Tech and Big Pharma ex...

The Algorithm: The Five-Step Framework That Drives Business Success

    From a former President of Tesla, Jon McNeill , comes The Algorithm —the first book written by any of Elon Musk’s direct reports—a transformative guide for leaders, entrepreneurs, and innovators who want to emulate the paradigm-shattering approach used to launch Tesla and SpaceX to success.  And that transformed Lululemon and General Motors. McNeill had already founded and sold six startups when Sheryl Sandberg introduced him to Elon Musk, who was looking for help at Tesla. McNeill was steeped in the lean principles that had made Toyota a global powerhouse—principles focused on achieving efficiency and optimization by incrementally improving existing systems and processes. What he learned at Tesla was an approach that required radical rethinking to explode the status quo, attack complexity, and set seemingly unrealistic goals. Elon Musk at Tesla called this five-step framework “The Algorithm.”   1. Question every requirement – “Question everything—from produ...

How To Create More Human Workplaces By Tackling Hidden Patterns

Most organizational change initiatives fail because they treat symptoms, not systems. Real transformation happens when you see and redesign the hidden patterns driving how work actually works.  “Hidden Patterns prioritize principles over procedures. Each pattern is a tested, fundamental idea, not a formula,” explains Clay Parker Jones , author of the new book, Hidden Patterns, A Playbook For More Human Workplaces . Based on behavioral science and real-world case studies, the book identifies 75 common organizational problems , the core solutions to each, and connected patterns to link sustainable improvements.   “If the examples or templates don’t seem immediately relevant, that’s fine,” shares Jones. “The core principle is what matters. Take the idea, apply it flexibly, and test it out. Make it your own.”  “In the book, you’ll find patterns that lay groundwork for healthier, more humane workplaces rather than prescriptive tactics masquerading as guaranteed quick fixes.” J...

How To Achieve Real Optimism Even When Life Is Hard

  “Optimism is not about believing that everything will turn out the way you want it; that everything will go according to plan, or that positive thinking about the future can stave off disaster. It’s about accepting that life is hard—sometimes really hard—but it always has something to teach us,” explains Dr. Deepika Chopra , author of the new book, The Power Of Real Optimism: A Practical, Science Based Guide To Staying Resilient, Curious, And Open Even When Lie Is Hard . She adds, “If we can stay open to those lessons, we will survive.”  Why should we strive to become more optimistic? “Because, simply put, optimism improves our mental and physical health and makes us more able to face whatever life has in store while staying committed to our goals and values,” shares Dr. Chopra.  In this fresh, science-backed debut, professional psychologist and media expert Dr. Chopra shows us how to build the kind of optimism that can actually withstand real life. The book offe...

Teach An Employee Something New Today

Take the opportunity today to teach an employee something new. Nearly everyone likes to learn and is capable of tackling a new challenge. Teach your employee something that expands their current job description. Teach something that will help them to get promoted within your organization at a later date. Teach them a skill that uses new technology. Or teach them something that will allow them to be a more skilled leader and manager in the future. You can even teach something that you no longer need to be doing in your position, but that will be a rewarding challenge/task for your employee. The  benefit  to your employee is obvious. The benefit to you is you'll have a more skilled team member who is capable of handling more work that can help you to grow your business and/or make it run more efficiently. Be a leader who teaches.

How To Be A More Human Leader

“To be most effective in today’s environment, leaders must be  human  leaders. Human leaders must be able to lead not only with their heads but also with their hearts and souls,” says veteran executive coach  Hortense le Gentil , author of the book,  The Unlocked Leader: Dare to Free Your Own Voice, Lead with Empathy, and Shine Your Light in the World .  She adds, “In addition to being respected, seen, and valued, employees also seek leaders who feel human, not distant and perfect beings with whom they can’t connect.”  Additionally, leaders need to put the collective interest before their own and work hard to make other people’s good ideas happen.  “And although the book focuses on leadership at work, each of us is a complete individual, not a sum of separate, isolated parts. As such, the process presented in the book applies to all areas of your life,” shares the author.  She further explains that becoming a human leader is a journey, not a desti...

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...

How To Play Bigger And Be A Category King In Business

"The most exciting companies create. They give us new ways of living, thinking, or doing business, many times solving a problem we didn't know we had -- or a problem we didn't pay attention to because we never thought there was another way," explain the four authors of the dynamic new book,  Play Bigger . They add that, "the most exciting companies sell us different. They introduce the world to a new category of product or service." And, they become  category kings . Examples of category kings are Amazon, Salesforce, Uber and IKEA. Play Bigger  is all about the strategy that builds category kings. And, to be a category king you need to be good at  category design : Category design is the discipline of creating and developing a new market category, and conditioning the market so it will demand your solution and crown your company as its king. Category design is the opposite of "build it and they will come." Key traits of category design...

Best Reasons For Doing Employee Exit Interviews

Don't be the guy in the picture when an employee leaves your company. Instead, conduct exit interviews and surveys. Leigh Branham  explains in his book,  The 7 Hidden Reasons Employees Leave , what the most favorable conditions are for conducting the interviews and surveys. And, if you need convincing to read the book, take a look at these 11 best reasons for listening and gathering the data when an employee leaves : Bringing any "push-factor" root-cause reasons for leaving to the surface. Alerting the organization to specific issues to be addressed. Giving the employee a chance to vent and gain a sense of closure. Giving the employee the opportunity to provide information that may help colleagues left behind. Providing information about competitors and their practices. Comparing information given with the results of past surveys and employee data. Detecting patterns and changes by year or by quarter. Obtaining information to help improve recruiting. Possibly heading off ...