Not Every Genius Works in a Garage: Rethinking Innovation for the Rest of Us

Some ideas are born in garages; others need to be chased in a marathon.

In today’s fast-paced business environment, nurturing a culture of innovation is no longer a luxury—it’s an imperative. Over the past few months, our team embarked on a journey to refine our approach to ideation workshops within our organization and with external clients. The goal was simple yet profound: to ignite creativity and drive meaningful, actionable solutions that reduce the risk of obsolescence. However, the path to achieving this was anything but straightforward.

Design thinking

We began by exploring a variety of workshop formats, each promising to unlock the creative potential of our teams. Design thinking, with its structured approach to problem-solving, seemed a logical starting point. The emphasis on empathizing with users, defining problems, and systematic ideation, prototyping, and testing solutions offered a comprehensive framework. But soon, we found that its rigidity could be a double-edged sword. Participants often became so engrossed in following the process that the essence of free-flowing creativity was stifled. The focus shifted from generating ideas to navigating the methodology, which, while valuable in many contexts, didn’t quite meet our need for uninhibited ideation.

Lightning decision jam

Next, we experimented with a slightly different approach, the lightning decision jam, a format designed to condense the decision-making process into a brisk, efficient session. At first glance, it appeared to be an ideal solution—time-efficient and results-oriented. However, as we delved deeper, we noticed that the speed that made it attractive posed a challenge. The pressure to produce quick solutions left little room for deep, contemplative thought. Participants often settled for the first ideas that came to mind rather than pushing the boundaries of their creativity.

Traditional Brainstorming

Another approach we tried was traditional brainstorming, where we split participants into smaller groups. The idea was to create an environment where ideas could flourish without the constraints of a large group dynamic. However, this approach highlighted a different issue—the “blank canvas” problem. Without a clear starting point or framework, many participants found themselves floundering. The freedom that was supposed to stimulate creativity instead led to a scattered and unfocused ideation process.

Adapting workshop formats to foster creativity

These experiences were invaluable in helping us identify the core challenges that needed addressing. It became clear that many of our workshop formats were overly complex and more focused on structure than creativity. The time constraints inherent in a corporate environment further compounded this issue, leaving participants feeling rushed and unable to explore ideas fully. The blank canvas problem—where participants struggled to identify where to start—emerged as a significant obstacle, leading to ideas often disconnected from the real challenges. Perhaps most frustrating was the persistence of siloed thinking and resistance to change, a mindset encapsulated by the all-too-common refrain, “This is not what we do here.”

Faced with these challenges, we realized that a shift in focus was necessary. We needed to move away from starting with trends or technology and, instead, ground our workshops in exploring the problem space. This was a pivotal change. By beginning with the challenges our organization or clients were facing, we found that participants could better channel their creativity toward solutions that mattered. The workshop was no longer an abstract exercise in idea generation; it became a focused effort to solve real, pressing issues.

During a recent ideation workshop between politicians, architects, and energy providers, an interesting correlation emerged between various aspects of sustainable energy. The discussion highlighted the interconnectedness of getting citizens invested in renewable energy as a political argument and as a tangible, community-driven initiative. By focusing on financing wind and solar power facilities with an emphasis on local usage, the group realized the potential for creating a noticeable, positive impact directly within the community. This approach aligns with broader trends towards environmental betterment and evidence-based value, making the benefits of renewable energy both visible and personal to everyone involved.

Problem and solution strategizing

Another significant insight was the importance of separating problem identification from solution generation. We initially approached these two tasks as part of a single, continuous process. However, we found that this often led to rushed solutions that didn’t fully address the problems. By clearly distinguishing between the two phases, we allowed participants to fully immerse themselves in understanding the problem before shifting gears to think about solutions. This amplified creativity and ensured that the ideas generated were deeply connected to our challenges.

Playing to individual strengths

As we refined our approach, we also recognized the importance of acknowledging the different strengths participants bring to the table. Some individuals have a natural talent for identifying problems, while others excel in finding solutions. Previously, we had not fully leveraged these differing strengths, treating all participants as if they approached challenges similarly. By organizing our teams to take advantage of these complementary skills, we noticed a significant improvement in the quality of problem identification and the creativity of the solutions generated.

Preparing for creative workshops

Preparation also proved to be a crucial element in the success of our workshops. We discovered that priming participants with an expert talk or a detailed introduction to the topic significantly enhanced their creative output. This preparatory phase helped participants enter the ideation process with a clearer understanding of the context, enabling them to generate more relevant and impactful ideas from the outset.

Using real-world experiences and knowledge

Another powerful tool in our evolving approach was hands-on inspiration. We started incorporating experiences that allowed participants to engage with potential future scenarios. By immersing them in these envisioned futures, we found that their creativity was sparked in new and unexpected ways. It wasn’t just about thinking of the next big idea but about visualizing a future where those ideas could come to life.

Experimenting with AI

In our quest to further enhance the ideation process, we began experimenting with AI tools. Initially, there was skepticism—could AI contribute to an inherently human process? But as we integrated these tools into our workshops, we saw how they could assist in quickly laying out the foundation of ideas, acting as a catalyst for human creativity rather than a replacement. For example, AI could help generate a preliminary list of potential problems or simulate future scenarios, providing a springboard for participants to dive deeper. This was particularly effective in overcoming the blank canvas problem, offering participants a starting point to refine and expand upon.

Workshop environments

One of the most significant changes we made was to the environment in which our workshops were held. We realized that the physical and mental space in which participants operate plays a crucial role in their creative output. We found that they could better reset their mindsets by removing participants from their daily work environment and placing them in a neutral, offsite location. Freed from the constraints of their usual surroundings, they were more open to new ideas and more willing to collaborate across departmental lines, breaking down the silos that had previously stifled innovation.

Setting clear goals and objectives

As we refined our workshops, it became increasingly clear that the ultimate success of these sessions depended not just on generating ideas but on ensuring that participants understood the challenges they had tackled and a concrete plan for moving forward. It wasn’t enough for participants to leave with a list of ideas; they needed to grasp the complexities of the challenges they were addressing, including how they intertwined with daily operations and created inefficiencies. They also needed to be aware of existing solutions within the organization and in the broader market to avoid redundancy and encourage more innovative thinking.

To ensure that the ideas generated during the workshop didn’t just remain theoretical, we emphasized the importance of effort versus impact analysis. Participants were encouraged to assess how much effort each potential solution would require and what impact it could have. This analysis helped prioritize solutions that offered the most significant benefit with the least effort, making them more likely to be implemented. Finally, we made sure that participants left the workshop with a clear first step or action towards implementing the solutions that had been identified. This focus on actionable outcomes ensured that the creative energy generated during the workshop translated into real-world results.

Providing helpful resources

Incorporating tools like trend, tech, and risk radars into our workshops was another step forward in grounding the creative process in reality. These tools gave participants a clear overview of the current landscape, helping them identify potential opportunities and threats. By starting with a radar overview, participants could ground their ideas in the current context while thinking creatively about the future. These radars also served as a helpful reference point throughout the workshop, keeping discussions focused and relevant as ideas evolved.

Building a culture of innovation and supporting ideation

Our journey to refine ideation workshops has been continuous learning and adaptation. By shifting our focus from trends and technology to the problem space, separating problem identification from solution generation, and leveraging the unique strengths of our participants, we’ve created workshops that are more effective and engaging. Including AI tools, hands-on inspiration, and resetting physical and mental spaces has enhanced the creative process, leading to more actionable and impactful outcomes.

Innovation is not something that happens but a process that must be nurtured. Through these workshops, we’re not just generating ideas—we’re building a sustainable culture of innovation that will help our organization thrive in an ever-changing world. This journey has taught us that the path to innovation is not a straight line but an evolving process that requires constant reflection, adaptation, and a willingness to embrace new ways of thinking. As we refine our approach, we’re excited to see how these lessons will shape the future of our organization and the solutions we create for our customers.