Escaping the GIGO principle of innovation

Escaping the GIGO principle of innovation

Last week, I began planning a comprehensive innovation project with a client. This project is of a high importance for this Multinational Corporation, which is seeking for new applications in new industries for a highly profitable product that is now locked into one industry and one application niche. The first challenge in this complex innovation project, I told the client, would be to understand —and escape— the GIGO principle of innovation.

What is the GIGO principle?

GIGO stands for “Garbage in, garbage out”. Originating from the domain of computer science and information technology, the GIGO principle describes the following fact:

If you input unintended, even nonsensical, data (“garbage in”) to a computer (operated by logical processes), then it will unquestioningly produce undesired, often nonsensical, output (“garbage out”).

In more than a decade of working on over 150 innovation projects, I’ve seen how GIGO also applies to the field of innovation in five dimensions: project, process, money, time, and people.

The project dimension

The project dimension of the GIGO principle of innovation goes as follows:

If you input an unintended, even nonsensical, innovation case at the start of an innovation project (garbage in), then it will produce undesired, often nonsensical, ideas and innovation outputs (garbage out).

How to escape “garbage in” on the project side?

  • When you plan a new innovation project, ensure that it is relevant, realistic and meaningful for both your organization and key project stakeholders. Ask yourself: How to make key stakeholders rally behind this project? How to make participants feel eager to take part, and look forward to starting?
  • Identify the main innovation type you intend to pursue (e.g., process innovation, product innovation, service innovation, customer experience design, campaign design, business model innovation, or strategy innovation, among others).

The process dimension

On a meta-level, we can formulate the process dimension of the GIGO principle of innovation as follows:

If you use an incomplete or dysfunctional innovation process for an innovation project (garbage in), then it will result in incomplete or substandard ideas and innovation results (garbage out).

Moreover, every innovation process consists of different process stages, and employs thinking tools that innovation teams apply while working in a stage. As such, the process-related GIGO principle of innovation has a corollary on a stage-level:

If you enter an insufficient quantity and/or poor quality of inputs into a process stage of a well-structured innovation method (garbage in), then it will produce too few, substandard outputs and results at the end of this stage (garbage out).

The same holds true on the tool-level: Even the best, most carefully selected thinking tools will produce undesired, or even nonsensical, outputs (“garbage out”) if you input low-quality information (“garbage in”).

How to escape “garbage in” on the process side?

  • Select and use an innovation process that is well-structured and complete, and that measures inputs and outputs on different levels (such as Thinkergy’s awards-winning X-IDEA method).
  • At the end of a process stage (or a thinking tool-exercise within a stage), make sure that you have outputs in a sufficient quantity and an adequate quality before you move on to the next stage (tool).

The monetary dimension

Going through an innovation project requires an adequate budget investment, which leads us to the monetary dimension of the GIGO principle of innovation:

If you run an innovation project on a shoestring (garbage in), then your pennies will buy you only third-rate delivery partners with faulty innovation processes and limited experience, leading to suboptimal innovation results (garbage out).

How to escape “garbage in” on the monetary side?

  • Relate the budget to the relative importance of the innovation project (high, medium, low).
  • Hire external innovation professionals with effective process methods to facilitate projects of medium and especially high importance. Recall David Ogilvy’s advice: “Pay peanuts, get monkeys”.
  • Ensure you budget can also pay for a functional event space and for the logistics and travel costs related to the innovation events.
  • Quantify the potential financial benefits of the project, such as estimated revenue and/or profit margin growth. View your project budget in relation to these desired benefits to arrive at an adequate level. For example, a project budget of USD 100,000 seems like a lot, but when viewed in relative terms against expected project benefits (say, USD 50 mio), it translates into a tiny fraction (here 0.2%).

The time dimension

Good thinking leading to great innovations takes time. All too often, businesspeople underestimate the time needed to do an innovation project adequately (a phenomenon related to a cognitive bias known as planning fallacy). This leads us to the time dimension of the GIGO principle of innovation:

If you provide inadequate time commitments to an innovation project and each of its stages; garbage in), then it will produce half-baked outputs and results (garbage out).

How to escape “garbage in” on the time side?

  • Relate the time commitment to the relative importance of the project (high, medium, low). Consider the following minimum number of innovation workshop days for each importance level: one event day (low), two to three days (medium), and four to five days (high).
  • For high importance cases, spread the innovation project out over a couple of months. Invest time upfront for a thorough immersion during an initial Xploration phase. It will pay dividends later on, ensuring that your innovation teams can address your real innovation challenge, which typically differs from the one you initially perceive to be your challenge.

The people dimension

The right number of the right people create great innovation to improve people’s lives. Last but not least, this notion is reflected in the people dimension of the GIGO principle of innovation:

If an insufficient number of, or the wrong type of people work on an innovation project (or a particular process stage; garbage in), then they will produce too few or suboptimal ideas and innovation outputs (garbage out).

How to escape “garbage in” on the people side?

  • For innovation projects of medium or high importance, have more than one innovation team (comprising eight to 10 members) working on the project case in parallel.
  • Optimize the people side of innovation: Use cognitive profiling tools (such as Thinkergy’s people innovation profiling method TIPS) to invite people to each innovation process stage who have a natural talent for the type of thinking required in that stage. For example, when applying X-IDEA, I noted that conceptual thinkers do well in the initial Xploration stage; creative thinkers shine in the two creative stages Ideation and Development; critical thinkers help a team to get real in the Evaluation stage; and operational doers get things done in the Action-stage.
  • For highly important innovation projects, broaden viewpoints and the pool of ideas by inviting topic experts (e.g., scientists, futurists, trend scouts) and external collaborators (e.g., clients, suppliers, creative agency partners).

Do you plan working on an important innovation project in 2017, too? Do you want to escape the GIGO principle of innovation? Contact us if you want to find out how we can guide you towards meaningful innovation results with our systematic innovation method X-IDEA.

© Dr. Detlef Reis 2016. 

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