by Andrew Hargadon
Technology brokers have discovered how to bridge the
disparate worlds they move among outside their boundaries, and
how to build new ventures from the technologies and people
they come across. In the process, they have developed four
intertwined work practices that help them do this: capturing
good ideas, keeping ideas alive, imagining new uses for old
ideas, and putting promising concepts to the test. Although
the markets and settings of different brokers are diverse,
their approaches are not. Indeed, the four intertwined
processes are remarkably alike across companies and
industries.
Capturing good ideas
The first step is to bring in promising ideas.
Because technology brokers span multiple markets, industries,
and geographic locations, they keep seeing proven
technologies, products, business practices, and business
models. Brokers recognize that these old ideas are their main
source of raw material for new ideas, even when they are not
sure how an old idea might help in the future. When brokers
come across a promising idea, they don't just file it away.
They play with it in their minds—and when possible with their
hands—to figure out how and why it works, to learn what is
good and bad about it, and to start spinning fantasies about
new ways to use it.
To invent, you need a
good imagination and a pile of junk. |
—Thomas
Edison |
Designers at IDEO, for example, seem obsessed with learning
about materials and products they have no immediate use for.
At lunch one day, Professor Robert Sutton and I watched two
engineers take apart the napkin container to look at the
springs inside. Another time, we brought a new digital camera
to a brainstorming session, and the meeting was delayed for
ten minutes while engineers took apart our new toy to see how
it was designed and manufactured. IDEO designers visit the
local Palo Alto hardware store to see new products and remind
themselves of old ideas, and they take field trips to places
such as the Barbie Hall of Fame, an airplane junkyard, and a
competition where custom-built robots fight to the death.
Technology brokers capture even more ideas from doing
focused work on specific problems, especially when studying
new industries or visiting new locations. More than 100 years
ago, Thomas Edison's instructions about how to start a new
project were as follows: "First, study the present
construction. Second, ask for all past experiences ... study
and read everything you can on the subject." 1
Today, firms like IDEO and Design Continuum do pretty much the
same thing when they're trying to come up with new designs.
They collect related products and writings on those products,
and—perhaps most important—they observe users. When Design
Continuum was hired to improve the tools and techniques used
in knee surgery, its engineers went to a convention for
surgeons, where they had the doctors re-create the surgical
process in a way that allowed the engineers to watch and talk
with users. One of the engineers described the scene:
We wanted to observe the procedures, so we had a
cadaver lab, which was actually in a swank hotel. One room
was the lecture room and the other held twelve cadavers.
They had the room chilled down to 50 degrees, had the
cadavers in there and had a guard twenty-four hours a day
making sure nobody accidentally walked in. We just wanted to
see how doctors used the tools, the little blocks and stuff
they use for doing the procedures.
The result? Designers noticed that surgeons had developed
elaborate habits to make up for what one engineer described as
the "missing third arm"; this inspired them to develop a new
surgical tool that allowed doctors to hold, rotate, and
operate on the kneecap.
Similarly, when Design Continuum was asked to develop an
innovative kitchen faucet for a client that had been producing
products in the industry for decades, it undertook a massive
benchmarking exercise in order to learn not just about kitchen
faucet valves, but also about valves used in automobiles,
medical products, and toys. The final design, drawing on many
of those ideas, was for a pullout faucet that housed an
integrated filter and circuitry to track filter life. The
faucet delighted the client, whose engineers had assumed,
after many years in the business, that they knew everything
there was to know about valves.
All of this curiosity means that technology brokers create
massive collections of ideas. Some will lead to innovations;
some will not. The important thing is that they're there.
Edison once said, "To invent, you need a good imagination and
a pile of junk." 2
Keeping ideas
alive
The second step, keeping ideas alive, is
crucial because ideas can't be used if they are forgotten.
Cognitive psychologists have shown that the biggest hurdle to
solving problems often isn't ignorance, it's that people can't
put their fingers on the necessary information at the right
time even if they've already learned it. Organizational
memories are even tougher to maintain. Companies lose what
they learn when people leave. Geographic distance, political
squabbles, internal competition, and bad incentive systems may
hinder the spread of ideas.
The product design firms we studied were particularly good
at keeping ideas alive, in part because much of each company's
stockpile of ideas is embedded in objects that designers can
look at, touch, and play with (it's easier to search through
an actual junk pile than a virtual one). IDEO has made a
science of accumulating junk. Many designers put plastic
parts, toys, prototypes, drawings, and sketches on display in
their offices. One engineer, Dennis Boyle, has an amazingly
eclectic assortment of items that he constantly talks about
and brings to brainstorming meetings to inspire new designs.
It includes twenty-three battery-powered toy cars and robots,
thirteen plastic hotel keys collected during trips, a
flashlight that goes on when the handle is squeezed, an
industrial pump, eleven prototypes of a portable computer,
fourteen prototypes of a computer docking station, six
computers in various stages of disassembly, fifteen binders
from past projects, a pile of disk drives, a collection of
toothpaste tubes, a toy football with wings, a pair of ski
goggles he designed, a Frisbee that flies under water, and
dozens of other products and parts. He portrays this
collection as "a congealed process—three-dimensional snapshots
of the ideas from previous projects"
Building on such collections, IDEO designers have amassed a
shared collection of over 400 materials and products in what
they call the Tech Box, a set of filing cabinets in each of
IDEO's locales that houses many of the cool mechanical and
electrical gizmos, ideas, artifacts, and materials that
designers run across in their projects: tiny batteries,
switches, glow-in-the dark fabric, flexible circuit boards,
electric motors, piezoelectric speakers and lights,
holographic candy, flexible and resilient hinges, a
metal-plated walnut, vacuum-sealed copper pipes with freon
inside, a widget from the bottom of a Guinness can that gives
the beer a foamy head when you open it, plywood tubes, and
flip-flops from Hawaii. It began as part of Dennis Boyle's
collection of interesting things, but it became a status game
as people in his studio competed to contribute cool new stuff.
Every time someone sees something that looks like it might be
a valuable solution later on, he or she drops it off at the
Tech Box and it gets logged, put on a Web site, and sent to
similar Tech Boxes at all the different offices. When a
problem comes up in a new project, designers can grab what
looks related from the Tech Box and try to find a useful
connection.
The most respected people at IDEO are part pack rat, part
librarian, and part Good Samaritan. |
—Andrew
Hargadon |
Just as Dennis Boyle's "knowledge management system" would
be useless if he didn't constantly talk about the items and
discuss how they might be used, the memories in the Tech Boxes
would eventually die if designers didn't constantly look at
the stuff, play with it, and use it in their work. Each Tech
Box is now maintained by a local curator, and each piece is
documented on IDEO's intranet. Designers can find out what
each product or material is and who knows most about it inside
and outside IDEO. Engineer Christine Kurjan, head curator of
IDEO's Tech Boxes, hosts a regular conference call with the
local curators in which they talk about new additions and the
uses to which items are being put in new projects.
It's harder to keep ideas alive when they're not embedded
in tangible objects. The people who design knowledge
management systems for large consulting firms like Accenture
and McKinsey originally thought that lists of best practices,
reports, and PowerPoint presentations would be sufficient.
They assumed that consultants would be able to solve problems
just by reading through databases. But even at these firms,
consultants quickly found that the systems are most useful as
annotated Yellow Pages, helping them find out who to talk to
about how the knowledge was really used and might be used
again. Perceiving a need to link consultants together rather
than refer them to stored information, McKinsey created its
Rapid Response Team, which promises to link—within twenty-four
hours—any consultant facing a problem to others who might have
useful knowledge. The team accomplishes this feat largely by
knowing who knows what at McKinsey.
Spreading information about who knows what is a powerful
way to keep ideas alive. Edison was renowned for his ability
to remember how old ideas were used and by whom. The most
respected people at IDEO are part pack rat (because they have
great private collections of stuff), part librarian (because
they know who knows what), and part Good Samaritan (because
they go out of their way to share what they know and to help
others).
Imagining new uses for old
ideas
The third set of work practices occurs when
people recognize new uses for the ideas they've captured and
kept alive. Often those applications are blindingly simple.
When Edison's inventors were developing the lightbulb, bulbs
kept falling out of their fixtures. One day, a technician
wondered whether the threaded cap that could be screwed down
so tightly on a kerosene bottle would hold lightbulbs in their
sockets. They tried it, it worked, and the design hasn't
changed since. Old ideas can become powerful solutions to new
problems if brokers are skilled at seeing such analogies.
Design Continuum engineers used analogical thinking to
develop the pulsed lavage, the medical product for cleansing
wounds with a flow of saline solution described in Chapter 4.
In thinking about pulsed lavage, the engineers saw connections
to battery-powered squirt guns. Once they'd seen these
similarities—similarities that would not have occurred to most
observers—the engineers could incorporate the squirt gun's
inexpensive electric pump and battery into a successful design
for a new medical product.
An effective technology broker develops creative answers to
hard problems because people within the organization talk a
lot about their work and about who might help them do it
better. Company-wide gatherings, formal brainstorming
sessions, and informal hallway conversations are just some of
the venues where people share their problems and solutions.
Gian Zaccai, the CEO of Design Continuum, recognized the power
of bringing people together face to face:
You pick two people, with different experiences
and maybe even different training, and put them together and
you've got that kind of a synergy, an exchange of ideas.
Because whatever this person says will provoke a hundred
different ideas in this other one and a hundred different
memories.3
Many brokers also use a physical layout that enables
(perhaps forces is a better word) such interaction. At the
Menlo Park laboratory in New Jersey, Edison's muckers worked
in a single large room: As one put it, "we were all interested
in what we were doing and what the others were doing;" 4
Bill Gross put his Internet start-up factory, Idealab!, in a
50,000-square-foot, one-story building in Pasadena,
California. Although the demise of the Internet boom has led
people to question the mania behind so many start-ups, there's
no denying Idealab's effectiveness in quickly creating new
firms around new ideas. Idealab! has few walls, so that
everyone is forced to run into everyone else. Bill Gross's
office is in the center, with concentric circles around it.
The innermost desks are for start-ups in the earliest phases,
when new ideas and support from others are most crucial. As
businesses grow, they move farther from the center. When they
reach a critical mass of around seventy employees, as eToys
and CarsDirect.com have done, they leave the incubator for
their own buildings.
IDEO's studios are also laid out so that everyone sees and
hears everyone else's design problems. Hang out for a while
and you will see hundreds of unplanned interactions in which
designers overhear nearby conversations, realize they could
help, and stop whatever they are doing to make suggestions.
One day engineers Larry Shubert and Roby Stancel were
designing a device for an electric razor to vacuum up cut
hair. They were meeting at a table in front of Rickson Sun's
workstation. He soon shut his sliding door to muffle the noise
from the meeting, but he could still hear them. He emerged a
few minutes later to say he'd once worked on a similar design
problem: a vacuum system for carrying away fumes from a hot
scalpel that cauterized skin during surgery. Sun brought out
samples of tubing that might be used in the new design and a
report he had written about the kinds of plastic tubing
available from vendors. The encounter shows how having the
right attitude drives people to help each other solve
problems. Larry Shubert commented, "Once Rickson realized he
could help us, he had to do it, or he wouldn't be a good IDEO
designer."
Putting promising concepts to
the test
A good idea for a new product or business
practice isn't worth much by itself. It needs to be turned
into something that can be tested and, if successful,
integrated into the rest of what a company does, makes, or
sells. Quickly turning an imaginative idea into a real
service, product, process, or business model is the final step
in the brokering cycle. Real means concrete enough to
be tested; quickly means early enough in the process
that mistakes can be caught and improvements made. "The real
measure of success," Edison said, "is the number of
experiments that can be crowded into 24 hours."5
Technology brokers are not the only businesses that use
prototypes, experiments, simulations, models, and pilot
programs to test and refine ideas. The difference is that
collecting and generating ideas, and testing them quickly, are
more than just some of the things brokers do: They are the
main things brokers do.
Brokers must be good at testing ideas, at judging them on
merit without letting politics or precedent get in the way. A
broker's attitude toward ideas is usually "Easy come, easy
go." Brokers treat ideas as inexpensive and easily replaceable
playthings that they are supposed to enjoy, understand, push
to the limit, break, and change in ways the ideas' inventors
never imagined. If an idea seems to solve a current problem,
they build on it. If an idea doesn't work out, they look for
another. Brokers rarely keep trying to make something work in
the face of evidence that it won't. They focus on finding the
best ideas for solving problems, not on solutions for which
they can claim glory. We could call it the
nothing-is-invented-here attitude. It means they
reach out—early and often—to anyone who might help them solve
problems and test ideas. Brokers view the more familiar "not
invented here" syndrome—in which people, believing they know
more than others in their field, reject all new ideas that are
"not invented here"—as inefficient, arrogant, and ultimately
fatal to innovation.
Almost immediately after thinking of a promising concept, a
development team at a place such as IDEO or Design Continuum
builds a prototype, shows it to users, tests it, and improves
it. The team then repeats the sequence over and over.
Prototypes can be anything from crude gadgets to elaborate
mock-ups. IDEO designers in the Boston office built a
full-size foam model of an Amtrak train to test ideas about
seating, layout, and signage. To make more refined prototypes,
IDEO's machine shop uses computerized milling machines and
other sophisticated tools. IDEO's machinists can take a rough
sketch and quickly turn it into a working model.
Putting a concept to the test not only helps determine if
it has commercial value, but also teaches brokers lessons they
might be able to use later, even when an idea is a complete
flop. Brokers benefit from failures, because in learning about
why an idea failed, they get hints about other problems the
idea might solve someday. Recall Edison's efforts to design a
new telegraph cable that would span the Atlantic Ocean. Their
experience with carbon putty as a failed electrical insulation
proved invaluable a few years later in another application,
the inexpensive, effective, and reliable microphone that
helped make the telephone commercially feasible. 