Ideo HCD Toolkit

Innovator’s
ToolKit
(Tips, Tools, & Techniques to help
stretch your thinking and stimulate
your innovation)
11/08/2016
creative REALITIESinc.
Catalysts for Collaborative Innovation
Who is Creative Realities and
Why this Toolkit?
Nature or Nurture?
Are “creative” people, and “innovators” born that way with natural talents? Or is
creativity and Innovation a skill that can be taught?
You Get What You Play For!

We believe, and over 25 years of stimulating innovation in client teams has
proven, that creativity and innovation is both a talent and a skill. While some
are naturally inclined to it, everyone’s level of competence can be raised
through the unleashing of skills and by providing tools.
It really comes down to what you want to be and do… you get what you play
for. If you want to be creative and innovative, you have to turn your desire into
action.
This “ToolKit” is designed to help you. There are thousands of useful tools and
techniques out there to help you, think of this as a starter kit... Innovation 101.
Where you go from here is totally up to you. We hope this ToolKit helps.
Yours in the Pursuit of Innovation
Jay F. Terwilliger
President & CEO
Creative Realities, Inc.
This work is licensed under the Creative Commons Attribution
creative REALITIESinc. – Share Alike 3.0 Unported License. To view a copy of this
license, visit:
http://creativecommons.org/licenses/by-sa/3.0: or send a letter
Catalysts for Collaborative Innovation to Creative Commons, 171 Second Street, Suite 300, San p. 2
Francisco, California, 94105, USA
Who is Creative Realities?
We Are:
A boutique Innovation Management
Consultancy driven by “Business
Innovationists” in Boston, Rhode Island,
Chicago, Washington, San Francisco and
Mexico. From these home bases, we serve
our clients globally.
Our Definition of Innovation:

Business Innovation: is the process of
envisioning, creating & successfully
implementing new ways of doing
anything that creates value for an
enterprise & its customers.”
Our Core Belief:

People have a Passion to implement things they help create.
Not
Invented
Here We Will
Do This!
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Who is Creative Realities?
We work in all 3 Innovation Domains
1.  “Product” Innovation: What you offer
Product Process for sale to customers & end-users
(incremental, breakthrough,
transformational) be it a physical
product or service product
2.  Process Innovation: How you do
what you do
3.  Business Model Innovation: The
business framework by which you
create value, deliver value to your
Business Models
customers & consumers and how you
capture/monetize that value.
Our Approach: We are “Catalysts for

Collaborative Innovation”
We help clients make order out of the chaos that is innovation. We

work in both B2B & B2C industries. We do this because our process
focus allow us to be industry agnostic. This doesn’t mean we try to be
everything to everyone, but it does mean we can be innovation to
anyone. It has enabled us to work with hundreds of companies in over
50 different industry segments, as well as government & academia.
Since 1988 we’ve helped clients generate over $5Billion in new value.
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We Design & Facilitate Activities
To Achieve Your Innovation Goals
Collaborative Brainstorming
Strategy &
Future Visioning
Innovation
Skills & Tools
New Business Models
Mining Existing
Ideas for NEW Gold
WarGaming
Competitive Forces
Best Practices
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GREAT Clients since 1988
Global
& Latin
America
13+
Years
(Globally)
Products
& New
Businesses
New
Products
&
Training
Over
200
Patents
New
Business
Mo dels
20 Years
of
Products
Vision,
Products Insights,
& New Platforms

Business
& GTM
For nearly 30 years, for over 50 outstanding clients, we have been leading the Art
& Science of Innovation as Catalysts of Innovation.
From Consumer Packaged Goods, to Business-to-Business; from Food &
Beverage to Life Sciences, and nearly everything in-between. We have been
helping our clients to organize, obtain new skills, create new product platforms
and portfolios, and overall, leverage innovation for growth.
Our process and collaboration approach is industry agnostic. All it takes is multi-
functional teams dedicated to achieving growth through innovation.
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Contents
Tool #
Groundrules 9
1. No Bazookas 10
2. Avoid Killer Phrases 11
3. Headline your thoughts 12
4. Active Listening 13
5. Use a “ThinkPad” 14
6. That was then… this is now 15
7. Steal, but Give Credit 16
Key Skills 17
#1 Approximate Thinking 18
#2 Connection-Making 20
#3 Developmental Thinking 22
#4 Value Absurdity 24
#5 Passionate Curiosity 26
#6 External Mindset 28
#7 Nurture your Ecosystem 32
Tools 33
Mind Mapping 34
Turn Core Beliefs Upside Down 36
Pushing the Edges 38
Slot Machine 40
New Perspectives 42
S.C.A.M.P.E.R. 44
Empathy Mapping 46
Visualization/Displayed Thinking 48
Useful Frameworks, Canvases & Maps 50
The 4 Drivers of Innovation 51
Lifecycle Mapping 52
Competency Map 53
The OME Canvas 54
The Story Telling Chunk Canvas 55
Value Proposition Canvases 57
Platform Thinking Mapping 59
Business Model Canvas & Mapping 60
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p. 8
Groundrules
What would life be without a few rules?

Oddly enough, innovation, the art of breaking existing
paradigms to succeed, actually has some unbreakable rules
itself… well, unbreakable if you want to collaborate with others
to achieve more than you could do alone.
The following are some of the most useful groundrules for
collaborative innovation. There are others, but they generally
apply to specific situations.
Our advice to you, is that if you want to “Get What You Play
For...” you have to “play nicely.” So apply these rules as you
innovate with others.
p. 9
1. NO Bazookas!
Hu-mor-ous Ba-zoo-ka (hew’mer-us be-zoo’ka),

n. 1. a funny, witty comment that,
intentionally or unintentionally, shoots down
another person’s idea. 2. innovation killer
Our natural tendency when we hear a new thought or idea is
to shoot it down. We point out all of the flaws and potential
challenges, rather than focus on it’s merits. This is particularly
true for ideas that are truly new or outside-the-box, the very
ideas that could lead us to new innovations. We end up
annihilating them, all in the spirit of constructive flaw finding
and, allegedly, idea improvement.
Innovators need to train themselves to keep the bazookas
holstered. When a new idea is presented, the most successful
innovation teams focus not on the problems, but on what they
like about the idea.
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Avoid Killer Phrases
IT’S A GOOD IDEA BUT…
Ahead of the times
That’ll never work The boss won’t go for it
All right in theory… They’ll never use it
Be practical! Too hard to do

COSTS TOO MUCH Our current way works ﬁne
Don’t start anything yet We already tried it and it failed
We don’t have the budget for it Let’s discuss it
Who else has tried it? It doesn’t fit our culture
We’ve never done it that way It’s not ready yet
Bazookas take many forms. Above is a list of common Killer

Phrases to avoid.
When was the last time that you heard one of these in a
meeting
This brings up one of innovation’s great myths that every idea
is a good idea. This is not true and is not the reason for this
important ground rule.
Some ideas are real stinkers… but every idea has the potential
to be the seed for or to inspire a great idea! If you trash it right
away, no one will dare play with it and build it into a great idea.
So, no bazookas!
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2. Headline Your Thoughts
Get their attention… save the “Blah, blah,
blah,” until after you state your idea
We want everyone to love every idea we have. So before we tell them our
idea, we tend to “campaign” for it... often masking our thoughts and ideas in a
long preamble—defending, defining, or softening. We tend to not want to state
our ideas until we feel a sufficient wall has been put up to protect it. The
unintended result is that your audience loses interest and focus before you
share your big thought!
Instead, invert the way you typically communicate by sharing the idea in the
form of a crisp headline and then elaborating on your idea afterward
Think of a newspaper. Don’t bury the lead!
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3. Active Listening
Active Listener
(Drops out, makes a note, rejoins)
Speaker Starts
Something triggers a
Cycle Repeats
thought, listener drops out
Attention
Attention increases as the

listener anticipates the speaker
finishing (an opportunity to
Rehearsal Curve as we share what they’ve been
prepare our thoughts thinking)
Time
Short-term memory can only remember about 5

thoughts at a time before it erases the old information
and replaces it with new input.
As a result, listeners hear a speaker, then drop out and begin to
think their own thoughts as ideas are stimulated by the speaker,
or as they jump into the person’s short-term consciousness.
When our attention moves inward, it’s known as the "rehearsal

curve." We are preparing to speak, and are looking for the
opportunity to do so. If interesting/important new data comes in
while we are preparing to speak, and we are just listening for an
opening to express ourselves, we often lose our new thought
entirely, or miss important new information.
To overcome this, learn to drop out fast, formulate your new
thought, write it down and jump back in to attention.
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4. Use a “ThinkPad”
Give yourself a “canvas” to create new thoughts.
Why? Three reasons:

1.  Creates more connections/ideas
2.  Keeps your mind alert
3.  In team collaboration environments, allows you to frame
and remember things you want to offer until you have the
opportunity to speak.
How do you do it? Simple. Divide any pad of paper into two
halves. The left half is “Logic” – what you hear and want to
record as notes. The right side is “Creative” – the connections
you make, your doodles, your wishes, your “Aha’s” and “So
What’s” from the left side.
!!
IDEAi!on between n.otes
•  Take “verbatim” notes of
interesting things you hear
t
•  Don’t filter, note down what connec ng idea
interests you Make aeate a beginni
and cr
•  This isn’t class, you don’t
have to write everything down
that is said… there won’t be Build on so
any test! else says to m ething som
create a new eone
idea
•  Sometimes you “note” isn’t
really what was said, but
something it reminded you of
•  If what you need to get at the
grocery store later is getting ind e
s and m ctiv
in the way of listening, write
o u r ha listen A
n d –
s
your list down and get it out Let yle as youive mind
of the way. doodds = Act
han
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5. That was then… this is NOW!
Everything is changing at a pace that is impossible for any one

person to keep track of. Things that were impossible just a few
short years or even months ago are now absolutely doable.
It’s easy to discount ideas because we don’t know how to
make them real, or because we thought of and tried it before
and it didn’t work.
It’s not just technology that changes making things newly
possible, the market changes. Things that failed to gain
market share before, tap into new emotions, habits, values and
become “ideas whose time has come.”
Therefore, as you brainstorm, keep your mind open until it’s
time to make decisions… then be sure to consider changing
realities before you leave a potentially big idea on the “cutting
room floor.”
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6. “Steal” but give credit
In collaborative work, the
“Art of Stealing” lies in
being open and
interested in the
thoughts of others and
then engaging them by
giving credit to their
thought that inspired
yours.
Innovation is all about making connections. So when you are

in a group setting, it’s important to create an environment that
promotes building on each other’s ideas.
Few things demotivate someone more that hearing an idea
they previously expressed, restated with minor adjustments by
someone else... as if it was their original thought.
On the other hand, few things motivate people more than
hearing others pick up on something they said, acknowledge
them as the source, and then create “shared ownership” by
offering their own twist. All at once it affirms the original
thought and engages another person as “co-conspirators” or
co-authors.
The trick is to give credit. “I want to build on Sarah’s idea...” is
a powerful way to collaborate!
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Key Skills
Is innovativeness a natural talent? Or is it a trainable skillset?

After over 25 years in this business, we have found that it is
both.
For some, it is a natural instinct and talent. For others, not so
much.
But for everyone, there are some key skills that are trainable,
and that with practice, will enhance whatever natural talent you
have for innovation – EVERYONE’S ability can be enhanced.
These are the key skills you must develop to become an
innovator.
p. 17
#1 Approximate Thinking
Diverge
First
Converge
Later
Learning that you don’t have to be right, right

away
From the age of 5, we have been taught that there is a right
answer and a wrong answer. Our goal has always been to be
“right.” But the real-world is not “black or white,” right or wrong.
It is a wonderful Technicolor world with multiple possibilities.
The first key skill of brainstorming is to “Ban the Bazooka!” – to

put aside your judgmental self, and free your mind up to as
many “beginning ideas” as possible. It’s called “divergence”
and is the key period where we force ourselves to remove all
censorship and evaluation and just let ideas flow.
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How To…
Purpose:
To stretch our thinking and develop as many ideas or thoughts as
possible, without judging or self-censoring.
Process:
1.  Defer judgment. Brainstorm now, evaluate later.
2.  Look for lots of ideas (quantity counts).
3.  Accept all ideas (You don’t have to like them, but even the
most absurd may trigger the big, new thought!).
4.  Make yourself STRETCH for ideas – push for the absurd.
5.  Go fast. The faster you go, the less time you have to censor.
6.  Be wishful. The phrase “I wish…” has power in it’s lack of
need for a definitive solution.
7.  Build on earlier thoughts or thoughts of others.
8.  Incorporate stimulus. Anything you know, you think, you see,
or sense can help trigger new thoughts.
LATER – pick out the best, the newest, the most intriguing and
develop them. Nothing has to be killed, just pick what you like as
though you are picking from a tray of hors d’oeuvres.
Payoff:
•  A range of new thoughts you would not have had before
•  A growing comfort with being approximate rather than right
•  A skill that grows through practice
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#2 Connection-Making
Connecting the unconnected is the essence of

creative thinking
-- Leonardo Da Vinci
The second key skill of creative thinking is in learning how to

make connections. “Creative Thinkers” are natural connection-
makers. Absolutely brand-new, never been thought of ideas
are an extreme rarity. It’s in the combinations of thoughts, the
connections of thoughts and the application of thoughts from
one world to another that forms the basis for all creative
thinking. Imagine connecting a horse with wheels to create the
bicycle – Leonardo did exactly that.
Sony and a myriad of others were making portable music

devices long before someone at Apple connected them with
computers and created the iPod. Apple was
simply the first to connect the two.
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How To…
Purpose:
To expand our sense of what is possible, our frames of
references and our perspectives by stimulating our thinking
through the connection of seemingly unrelated thoughts.
Process:
Pick something. It can be an object in the room, a picture in a
magazine, a photograph, a trend, anything.
Generate a list of thoughts that are driven by that something –
attributes, colors, shapes, benefits, users – as many thoughts as
you can.
Pick something else (or pick your task). Do the same thing.
Write down as many thoughts that are driven by that second
“something” as possible.
Connect the two.
Payoff:
Conventional thinking is disrupted, perspectives are expanded,
core believes are challenged and new ideas emerge.
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#3 Developmental Thinking
Understanding what’s working and what’s not, to

improve and refine your creative thinking and to
solve problems.
Ideas never begin as totally worthless or perfect. They fall

somewhere along a continuum between the two. Successful
creative thinking requires an understanding of:
a.  how to evaluate beginning ideas and
b.  how to use that understanding to improve them, moving
them over the “Threshold of Acceptance.” Creative
Realities calls this “Open-Minded Evaluation (OME).”
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How to…
Purpose:
To develop beginning thoughts into ideas or concepts that retain
newness and become both feasible and attractive.
Process:
1.  Clearly state the beginning idea.
2.  First list only the parts you like about it/are working well
(clarifies what’s valuable/essential and moves the idea away
from worthless and towards perfect.)
3.  Then list the things that are hurdles to success or acceptance.
a.  Not little things (“Death by 1000 cuts”).
b.  Show-stoppers only.
c.  Use the language “How to…” to phrase the issue while
inviting problem solving.
d.  Select the most important “How to’s.”
e.  Brainstorm ways to solve/overcome/modify.
4.  Use this input to revise and restate the idea in a new, more
powerful and acceptable format.
Payoff:
New ideas that are both feasible and attractive.
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#4 Value Absurdity
Learn to take risk and to value absurdity

There’s an old saying in creative thinking and brainstorming:
There’s no such thing as a bad idea. WRONG! There are lot’s of
bad ideas, some truly TERRIBLE ideas. The trick in
brainstorming, is that when you are in the Divergent Mode, judging
ideas, yours or others, stifles creativity in a number of ways:
1.  If you devalue someone’s idea, they will hesitate to make
subsequent offers.
2.  The beauty of brainstorming is that no one ever has to trash
any idea! When you have a full-range, you just pick the best,
the most interesting, the ones you are willing to try. All the rest
just stay behind, no commentary is needed.
3.  Absurd ideas, generally thought of as “bad,” throw our
collective thinking a curve. They may well be the source of
some powerful new thinking. If we stifle any ideas, we may
lose the key stimulus for a new idea.
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How to…
Purpose:
Stimulate new creative thinking by using bad ideas as a stimulus.
Process:
There are lots of ways to do this, but here’s one that’s always fun
for everyone… and is very effective!
1.  Everyone is asked to write down the worst idea they can think
of. Ideas so bad, you’d get fired, ostracized, or generally “run
out of town on a rail” for.
2.  Collect the ideas in a “trash can”
3.  Mix them up well
4.  Have everyone pull one (they can’t take their own) from the
“trash.”
5.  Everyone brainstorm, using whatever technique they choose,
new ideas stimulated from the “bad” idea.
6.  Connect it back to the task.
7.  Share the new ideas as well as the original bad idea and the
path that got it to a new, acceptable idea.
Payoff:
People see the value of “bad” ideas, they stimulate stretch
thinking, valuable new ideas result, and everyone relaxes and
stops worrying about the quality of their offers.
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#5 Passionate Curiosity
The unrelenting quest for continuous learning

“ The problems we face today will not be solved at the same
level of awareness that created them.”
-- Albert Einstein
When you have a problem, an opportunity or any reason to
engage in creative thinking, your brain needs stimulation to
think new thoughts. Passionate curiosity means always
wanting to learn more... never being satisfied with existing
assumptions, an overwhelming interest in that we do not know
(yet) or have never experienced.
There are a million ways to do this, and, in most cases, we
recommend a few, very powerful sources.
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How to…
Purpose:
Indulge your curiosity to find new ways to stimulate creative thinking
Process:
•  Take a notebook everywhere you go, and capture in words or
doodles new things your learn.
•  Direct/Focused Curiosity – investigate things directly tied to your
challenge:
– Study key stakeholders (customers, consumers, etc.)
– Identify the science, technology and trends that are impacting
your business
– Understand your competition (direct and indirect).
•  Parallel Curiosity – explore things that are “Parallel” to your
challenge or interest areas:
– Analogous worlds (environments, businesses, fields of
science, etc. that share some attributes but operate in
different spaces).
•  Indirect Curiosity – give yourself time every day to not just pass
through this world, but to stop and consider more things in the
world around you.
– Items around you– What? Why? How do they work?
– Magazines/blogs, etc. – “Subscribe” to some that are way
outside your normal interests/experience
– Movies – What was new or intriguing?
– Words & Pictures –Constant stimulation
Payoff:
New thinking by making connections back to your task from any of
these types of sources.
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#6 External Mindset
Change occurs at the edges or borders where

our reality meets the environment around it.
The ice cube is our metaphor for an External Mindset. It a

wondrous thing, able to change phases from liquid to solid to
gas. Yet every change occurs at the edges. Molecules inside
an ice cube are too densely packed and insulated by those
around them to be excited enough to melt or evaporate. It’s
only at the edge where change occurs.
It’s the same with us as individuals and as organizational
beings. We, and our systems are resistant to change. It’s only
at our edges that we experience new things and are influenced
to change.
Innovators cultivate an “External Mindset,” actively seeking
new stimulation from outside themselves and their world.
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How to…
Purpose:
To get beyond our limited perspective and leverage the
possibilities offered by the broader world around us.
Process:
1.  Get out into the world around you. The first and easiest way
to develop an External Mindset is to simply get outside your
normal environment… to explore with the intention of not just
“passing through,” but of absorbing new stimulus.
Take a “field trip” to a place you never go; shop where you
never shop; read a magazine or visit the website of something
that interests you, but that you know little about.
2.  Bring the expertise of outside perspectives in to your world.

Actively seek outside perspectives. Invite guest speakers in
to your world and organization. Show TED Talks; encourage
webinars. Look for outside perspectives on topics similar to
those you deal with, and radically different.
Take notes, listen, make connections… think what new
possibilities these perspectives could open up to you, your
project and your organization.
Payoff:
You’ll discover a world of new possibilities, solve problems that
have been plaguing you forever, and develop yourself as a much
more well-rounded individual.
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#7 Nurture your Ecosystem
Innovation is not just an individual task… it’s

more powerful in collaboration. Create your
innovation community of interacting organisms
and your physical environment.
Innovators need an “ecosystem.” Ultimately, innovation is all

about new stimuli and new connections. Innovation is not only
more powerful, it’s more fun when done together.
Develop a stimulating ecosystem with people around you…
colleagues and friends; juniors and seniors; different cultures;
different areas of expertise.
“Play” together as often as possible... Invite them to help you
on your challenges... Help them with theirs. The more your
interact, the more you “play” the better you all will be as
innovators.
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How to…
Purpose:
To leverage the power of collaboration and create an innovation
ecosystem to sustain our innovativeness.
Process:
1.  Stop thinking you have to do it yourself, that you are the smartest
person in the room, or that others will feel bothered if you ask
them for help. Often the task/goal is your responsibility… but that
doesn’t mean no one can help you! You can still “own the
problem” without having to do all the thinking yourself
2.  Invite others to play with you… challenge them to help stretch
you. Create a 2-way street. Spend 15 minutes over coffee. The
more you invite others to play with you, the more others will feel
comfortable inviting you to play with them! There’s no better
feeling than finding you have become a “go-to” person for others
with challenges.
3.  Play by the rules. Use the groundrules listed earlier in this
ToolKit. If you invite people to play, then “bazooka” all their ideas,
they won’t play again! Learn to assume value... Stretch yourself
and your ecosystem.
4.  Don’t avoid decision-making! If it’s your Task, it’s your
opportunity, and your responsibility. Seek input/ideas/opinions
from others. Listen with an open mind, allow your opinion/idea to
change… and ultimately, you select the best of what is discussed.
5.  Encourage and thank your ecosystem.
Payoff:
Better thinking, less pressure on yourself all the time, and eventually,
you will find the rewards of being invited to help others solve their
challenges more often..
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Tools
Time to get a bit more granular. Now that we have

Groundrules, and are working on our skills, what are some
practical, tangible and tactical “Tools” that we can use to help
us be more innovative.
There are lots of them. And all you have to do is search the
internet for “creative thinking tools.” or “innovation tools” and
you will find many very good ones. Books have been written
(ThinkerToys and A Whack on the Side of the Head are just
two of many that have inspired us.
Here are 8 of the ones we use most often in our consulting

practice. Some work best as individual tools, some as group
collaboration tools. We hope you find them all useful, and
encourage you to search for more tools, and to find the ones
that work best for you. p. 33
Mind Mapping
Use this Tool When: You want to stretch

yourself to Associations that lead to new
patterns and new connections!
While Mind Maps were originally developed and used for note-
taking, for outlining a thought, their power for innovation and
creative thinking lies in their creative stimulus and mnemonic
technique and their ability to help sort out a complicated idea.
Mind maps are also a way to collaborate in creativity sessions.
Rationale:
–  It’s a different way, more visually connective way of
thinking/note taking
–  It forces us to go a step or two beyond our normal
understanding
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How to…
1.  Start in the center with an image of the topic, using at least 3
colors.
2.  Use images, symbols, codes and words throughout your Mind
Map.
3.  Generate key words as your first connections.
4.  Where possible each word/image must be alone and sitting
on its own line.
5.  The lines must be connected, starting from the central image.
The central lines are thicker, organic and flowing, becoming
thinner as they radiate out from the center.
6.  Make the lines curved and the same length as the word/
image.
7.  Use colors – your own code – throughout the Mind Map.
8.  Develop your own personal style of Mind Mapping.
9.  Use emphasis and show associations in your Mind Map.
Payoff:
Mind Maps generate a rich array of words, connections, images,
etc. associated with the central thought, trend, need, etc. By
creating a well-developed Mind Map first, then revisiting it,
organizing thoughts and making new connections, a wide range
of new ideas will emerge.
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Turn Core Beliefs Upside Down
Use this Tool when: You are looking for a paradigm

shift innovation:
Rationale:
•  Exposes conventional wisdom standing in the way of
progress
•  Forces a completely different underlying assumption
•  Breaks old paradigms
•  Leverages Einstein’s wisdom: “Insanity is doing the same
thing over and over again and expecting different results”
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How to…
1.  Determine the “Core Belief” that is fundamental to the
existing way of doing business. Every new business is
initially based on a series of assumptions or hypotheses.
When those are right for the time and place, the business
can create a new Value Proposition, and build a business
model to deliver it. Different assumptions, etc. or even
different times and places can create new opportunities.
Step 1 is to understand the fundamental assumptions or
basis for the existing idea.
1.  This is our Target (what if it was a different one?)
2.  This is our Insight (Is there another one?)
3.  This is how the purchase decision is made (what if it is
made differently?)
4.  This is “why”
5.  Etc.
2.  Challenge that belief. Challenge one, challenge them all. If
you find a powerful new target segment, chances are, every
following assumption will change as well. Maybe the Target
is (still) right. What has changed in their world that might
yield a new insight, a new problem, a new opportunity?
3.  When you have turned one or more key elements “upside
down,” ask yourself “What new Value does this indicate a
need for?” Then brainstorm a new idea, a new business,
etc.
Even “mature” industries have new opportunities… Enterprise
created a new one for auto use; ZipCar recently created another
huge new business. What’s next?
license, visit:
Pushing the Edges
Use this Tool when: You are faced with a new

challenge and you just can’t seem to stretch to
new ideas.
As with the External Mindset, this tool recognizes that change
rarely happens in the core of a problem, idea, concept or
business. To find new solutions, we have to stretch ourselves.
Newness happens at the edges – where the business, the
product, the idea meets the external world. It’s not easy or
natural for us to do this, so this tool helps guide us ever
outward.
Rationale:
Pushing the Edges is a technique that helps you expand your
perceptions of what is possible in a structured process that
guides you to stretch beyond your initial comfort zone.
license, visit:
How to…
1.  Start in the center with your problem, topic, opportunity
expressed simply.
2.  Surround that challenge with as many words, ideas,
connections, etc. as you can. You may only be able to list
aspects/features, etc. Recognize they may be very “close-in,”
and that’s okay… give yourself permission to be obvious.
3.  Skip an area/ring around the close-in thinking. Leave it blank.
Go to the edges of your paper and stretch yourself to think of
different aspects of the environment that surrounds your
problem. Get others to help you stretch. Think of similar
situations in other worlds. Think about the Target not the
goal. Turn the idea upside down.
4.  Now look at what you have at the edge of your paper, and
what you have near the middle. Make connections. What
happens if I take this “core” thought and bump it up against
this “Edge” thought... What new possibilities does that offer.
Payoff:
Forcing ourselves to step out a little at a time is easier than trying
to do it all right away… We will generate more and better thinking
when we refuse to accept our first, “core” thinking and learn to
stretch ourselves more.
license, visit:
Slot Machine
Shape Material Closure Mechanism Filling
Round Plastic Screw cap squeeze liquid

Square rubber Pop top pour gel
Oval paper Press seal shake powder
Triangle foil magnetic plunger gum
cylinder metal snapon pull paste
Use this Tool when: You want fresh ideas and to

push yourself to stretch
Sometimes thinking new thoughts means combining existing
thoughts or key features, elements or questions in new and
intriguing ways. With “slot machine” you create a universe of
possibilities, then “pull the handle” and see what they stimulate
when you view them in new combinations.
Rationale:
It shakes up the paradigms, and rearranges elements to challenge
existing and find new thinking. It explores a range of variations of
existing bits and pieces
license, visit:
How to…
1.  Clarify your Task/Challenge or Opportunity. What is the
“Creative Question” or “Job to be Done” you are facing? (ex:
new product/package form)
2.  Identify the critical elements/parameters of your challenge (ex:
Shape, Material, Closure, Mechanism of Action, Filling). You
can identify and build any number, 3,4,5, etc. The more you
identify, the more complex your tool. Personally, we like 5-6
for simple, yet inspirational stimulus.
3.  Below each Critical Element, list possible variations (ex:
round, square, oval, triangle, cylinder)
4.  “Pull the handle” and see what combinations appear. Or,
create a grid like that on the prior page, and select a variety of
different combinations. Try to be as random as possible.
5.  Apply the new combinations to your Task and see what ideas
it gives you. Keep “Pulling the Handle” until you have
exhausted your mind, or time.
6.  Capture your new ideas. Discuss them, identify a few that
feel new and intriguing… even if they are totally unclear
beyond the basics. Imagine new ways this combination could
solve your problem.
Payoff:
Forced stretch, forced serendipity. Sometimes the best ideas are
the result of “managed serendipity” – valuable things that are
found in ways you really weren’t looking for them. Random
combinations force this.
Creative inspiration for this Tool is from: ThinkerToys by Michale Michalko
©1991, and THNK School of Creative Leadership, Leadership & Innovation
Tools
license, visit:
New Perspectives
Use this Tool when: Your limited perspective

is getting in the way of new thinking.
Face it. We all have fairly limited perspectives. We see the
world through our particular geography, ethnicity, age, social
status, industry, function, etc. That narrow perspective tends
to get in the way of our ability to think innovatively. It’s hard to
see it any other way unless we force ourselves.
Rationale:
We can stimulate new thinking “on-demand” by simply
changing our perspective and viewing the problem or
opportunity from a different angle or reality.
license, visit:
How to…
This is primarily a tool of “forced role-play.” We create an alternative
reality/perspective for ourselves or for others on our team, then we
become that “person, place or thing” and then we wish for new ideas
from that perspective.
1.  Be the Hat.
1.  In your office, your innovation space or wherever your team is
meeting, store or bring a variety of hats. Men’s hats, women’s hats,
kid’s hats, old people’s hats, geographic/regional/cultural hats.
2.  Everyone (or you yourself), randomly
picks a hat.
3.  Spend 5 minutes imagining the
Person who wears the hat…
write their bio... Name, sex, age,
nationality, whatever.
4.  Everyone wear the hat and share their bio. Have fun, act it out!
5.  Now look at the problem/opportunity from the perspecitve of that
person and wish for new ideas.
2.  Be the Problem/Opportunity

1.  Identify 3-4 roles/parts of the
process/problem (the skillet, the
cook, the steak, the spatula).
2.  Everyone pick a role,
3.  Describe what that “role/item”
would be thinking/feeling
4.  Wish from that perspective
Payoff:
By understanding how others view the problem, other needs for the
product, or other ways to solve the problem you create new ideas you
would have never dreamed of.
license, visit:
S.C.A.M.P.E.R
Alex F. Osborn (May 24, 1888 – May 5, 1966)

Co-Founder, BBDO Advertising
& Father of “Brainstorming”
Use this Tool when: You simply want to identify a

range of new thoughts based on an existing or
beginning product, idea, or a problem/Opportunity
Alex Osborn, Father of Brainstorming, in his rules and guidelines
for Creative Brainstorming developed this technique for stimulating
a series of thoughts, combined into the acronym S.C.A.M.P.E.R.
(Substitute, Combine, Adapt, Modify/Magnify, Put to other uses,
Eliminate, Reverse.)
Rationale:
Even the most creative thinkers need a little “push” now and then.
S.C.A.M.P.E.R. provides a discipline for forcing our minds to make
new connections and to create new ideas.
license, visit:
How to…
1.  State your problem or opportunity clearly.
2.  Apply these questions and push for quantity of ideas.
1.  Substitute -- what else instead (material, ingredients,
venue)?
2.  Combine – what can be added to be new (products,
appeals, units)?
3.  Adapt – What other ideas does this suggest? What
could I copy/connect?
4.  Modify – What new twist (color, meaning, motion,
sound, odor, form); Magnification (Stronger, Higher,
Bigger, Longer, Thicker?).
5.  Put to other uses – What else can it do? What could
it do with changes?
6.  Eliminate -- What can be subtracted? (made smaller,
miniaturized, streamlined, omitted?).
7.  Reverse – How about the opposite? (Turn it
backwards/upside-down).
3.  Consider each question, then generate a list of wishes
based on your answers.
Payoff:
New ideas, product/service improvements, etc., all are stimulated
by disciplined questioning of the current state of the art.
license, visit:
Empathy Mapping
Use this Tool when: You need to get beyond

definitions and identify real insights about your
Target and Opportunity.
Rationale:
Great insights drive great innovation. Real insights require a
deep understanding of the Target and Situation. Empathy is a
deeper sense of understanding that can help drive new product
design. To have empathy is to move beyond “Sympathy” (“I
feel for you”) to Empathy (“I feel as you). It is a framework for
thinking and a technique for engaging a small team.
license, visit:
How to…
In building this map, we are trying to gain a better understanding of
what feelings and beliefs ACTUALLY guide your Target’s behavior. It
can be done by your or your team, but is even more powerful when
you ask your Target these questions and aggregate the answers from
several of them.
Whenever possible, get out and spend time with your “Target.” Get
to know them as people, not data.
•  Draw a picture of your Target in the center of the map
•  As a team, using Post-its®, and thinking like and about your target,
place your thoughts from the following categories in the
appropriate space.
•  Where someone has already placed a similar thought, put yours
on top/under or connected.
1.  What does he/she THINK AND FEEL? What really counts, major
preoccupations, worries and aspirations.
2.  What does he/she HEAR? What friends say? What boss says?
What influencers say?
3.  What does he/she SEE? What is in their environment? What they
see socially/friends? What market offers do they see?
4.  What does he/she SAY AND DO? What is their attitude in public?
What is their appearance? What is their behavior towards others?
5.  What is their PAIN? What are their fears, frustrations, obstacles?
6.  How do they see GAIN? What are their “wants”/needs? What are
their measures of success?
When done, consider your map, and use it to create new thoughts…
“If this is true, what would I wish for if I were this person?”
Payoff:
The more you consider these questions from your Target’s
perspective, the easier it will be to identify meaningful and
leverageable insights for innovation.
license, visit:
Visualization (Displayed Thinking)
Use this Tool: To aid in focus, simplification,

connection-making, collaboration,
communication and stimulating “serendipity.”
Rationale:
It’s as simple as it is helpful. We can’t see patterns by looking
at a book or a report. We can’t leverage the power of multiple
sources without some form of aggregation. Visualization, or
Displayed Thinking allows our brain to visually process
information in new and powerful ways.
It also is a great collaboration tool to engage a team in building

the visual and processing it in different ways to create new
thinking.
license, visit:
How to…
To begin, all you need is a “space” that can be seen, a graphical
framework for organizing thinking, and a flexible media for
applying thoughts to the framework and adjusting them as the
situation unfolds.
While this technique works with a paper napkin, a piece of paper,
or a program like Powerpoint™, we are typically talking about
wall space or whiteboards. Temporary space for a workshop or
meeting, permanent space for a long-term “War Room.”
Regardless of the medium, the principles are the same.

1.  Establish your goal or purpose
2.  Identify your “organizing principles”
3.  Create a framework that allocates and identifies an appropriate
amount of space for the areas you will be visualizing
4.  Provide the supplies appropriate to your challenge and your team
size and needs (Post-it notes of various sizes and colors, photos,
pictures, magazines (to tear out appropriate graphics), markers,
etc.)
5.  Gather and synthesize your notes, learning, insights or ideas,
summarize them as telepathically as possible, place them on your
wall.
6.  “Snowball” independent thoughts, data or ideas as you build your
wall, and name/headline the clusters. (“snowballing” is simply
adding new thoughts to prior ones, creating a growing “cluster” of
similar inputs.
7.  Where appropriate, “dot vote.” When selections/decisions have to
be made, provide each member of the team with a relatively small
number of “dots” to vote for the thinking they find most helpful,
useful or powerful. Allow for passionate debate, then use this to
understand the energy and guide the decision-makers.
license, visit:
Useful frameworks
There are many useful frameworks for visualization. Different

ones are useful at different times in your overall innovation
process.
Recently, many of these have been positioned as “Maps” or
“Canvases,” complete with entire books and seminars devoted
to the power of the tool and the intricacies of their use.
In the following section, we will present a number of these
frameworks with very basic descriptions of their purpose and
their use. Some you will feel comfortable using on your own,
others are more complicated. Some are great tools for group
visualization, others done by individuals or small teams.
Creative Realities, Inc. as well as several other companies
associated with these tools are available to help you and your
team in more depth.
p. 50
The 4 Drivers of Innovation
What’s driving your innovation challenges and

opportunities, now and in the future?
Working in the innovation space since 1988, we know that
changes in one of four areas or “domains” drive almost all change
and innovation: The Market (consumers, customers, trends, etc.);
Competition; Technology; or Government & Regulation.
Keep track of developments in these four areas by constantly, or at
the start of each new project, searching media, trends, articles,
research, etc. and organizing individual “tidbits” of information in
these four areas.
Over time you will see patterns emerge from clusters of information
that will provide you with key opportunities for innovation.
license, visit:
Lifecyle Mapping

Lifecycle of a Trend & The Gartner “Hype Cycle”*
Useful companions to the 4 Drivers Framework, these
framework seek to track where in the lifecycle a trend or
technology currently resides.
By continuing to track and plot technologies and trends along
this framework, innovation teams can determine, based on
their strategy (innovator/leader, fast follower, low-cost
producer), when they should be prepared for introduction.
*Gartner Hype Cycle is from Gartner, Inc. Learn more at: http://www.gartner.com/technology/research/
methodologies/hype-cycle.jsp
license, visit:
Competencies Mapping
What do you really have that is uniquely yours?

What don’t you have that you will need in the future?
“Old School” thinking involved the question no one ever answered
well: “What is your Core Competency?” That one thing you do
better than anyone else that drives your competitive advantage?
Most people either list 10 things (like “our people”), or struggle to
find anything uniquely powerful. It’s more helpful to think about a
range of competencies:
•  Basic: Things you do well, and have to be good at to be in the
business you are in (“Opening Antes”)
•  Latent: Things you do well for yourself, but are not currently
generating revenue (but could)
•  Future: Things you will need to get where you want to go
•  Core: the 1-2 things that have really defined your competitive
advantage.
Visualizing these helps everyone better understand what you can
leverage for new value.
license, visit:
The OME Canvas
•  On page 16, we described skill #3 – Developmental Thinking.

And on page 17, we described how to do it. This is the
canvas for that technique.
•  To use it as a Visualization Tool, post a beginning idea on a
wall where all can see it.
•  Solicit feedback by placing this canvas (you can draw it on a
flip chart page) alongside or below that idea, with “stickies”
and a pen.
•  Make sure to share the rules: Start with Pluses, then major
show-stopping “How to’s…” then Builds and Wishes. (We
suggest that you can’t offer a “How to” unless you first offer at
least one “Plus.”
•  Encourage people to also offer “We could...” solutions to each
“How to.”
license, visit:
The Story Telling Chunk Canvas
#1: Topic
Topic
#3: Agenda #3: Agenda #3: Agenda
Agenda point Agenda point Agenda point
1 2 3
#5: 3-point message/copy #5: 3-point message/copy #5: 3-point message/copy
•  Support •  Support •  Support

Point Point Point
Point Point Point
Point Point Point
#4: Summary/Transition #4: Summary/Transition #4: Summary/Transition
Summary/ Summary/ Summary/

Transition Transition Transition
#2: Conclusion/
Desired Action
Conclusion
Most of us are not great communicators. And yet we all have to craft persuasive communications
of some type on a fairly regular basis. Too often those communications:
•  Are long and boring
•  Drift from point to point
•  Include information we want to tell, or think would be interesting, but doesn’t contribute to
the goal.
The Story Telling Canvas was designed to help organize thinking in a clear and persuasive
manner.
•  It provides a discipline for creating powerful communications
•  It helps us eliminate what is unnecessary and focus our thoughts.
•  It saves us time wasted developing things that are not necessary to the argument or
story.
•  It allows a presentation to be split in sections and delegated to several people, who can
then come back together coherently (they all know not only what their topic is, but what
their summary/conclusion must be to contribute to the overall story).
•  Most of all, it saves us from ourselves and our eagerness to tell everything we can,
looking very smart, but boring everyone and convincing no one.
It works for letters, presentations, speeches, any communication.
license, visit:
Story Telling Canvas
How to use the Story Telling Canvas
1.  Start by establishing the Topic. A simple, short statement of the title/topic of
the presentation or written piece.
2.  Immediately go to the bottom to the conclusion. Determine “what is the

conclusion/action that is the goal or objective of this communication? Who’s
supposed to take that action?
3.  Now return to the line of Agenda Items: What three things must happen to
achieve the goal? – This will change depend on the purpose. But a typical
agenda includes: What; So What: What Next – My idea, my rationale, my
plan type of things.
4.  With the agenda topics set, one-by-one, go to the summary line. This is
where the agenda point is summarized allowing you to move to the next.
What is that key point/takeaway/summary you intend? Craft it for all three
agenda points.
5.  Now go to the Body of Agenda 1. What 3 (okay 4 if you must) key facts
support the agenda and lead to the summary? Do this for each Agenda
point.
6.  Finally, Consider the “transition” statements – how do you move from
Summary 1 to Agenda 2? (“We believe this is an exciting idea, and here’s
the information that supports that belief”)
7.  When presenting, recap each summary point and then transition to the
conclusion/call to action.
8.  Now, with the outline in place, fill in all the blanks with the most impactful,
insightful, powerful facts, graphics, etc. you can – and stick to the outline!
Don’t let it grow beyond it’s persuasiveness.
Remember, the secret to a persuasive selling story is “Quit while you are
ahead… don’t talk through the sale!”
license, visit:
Value Proposition Canvases
The Empathy Map (discussed earlier under “Tools”) is

also a framework and the heart of a Value Proposition –
which in turn is the heart of any Business Model or
Innovation.
We offer several maps and frameworks to help you think through the process of
finding powerful Value Propositions, Jobs to be Done, etc. They are not
conducive to fully explaining in this ToolKit format. But give us a call for more
information, we would be happy to help, explain, or send you some materials.
license, visit:
Value Proposition Template
For (target) , who
needs (Job to be Done) , (our

Brand) , provides
(key benefit/solution that represents
value) by (factors reducing pain or

stimulating gain) unlike:
(competitive Value Propositions)
Whatever tool you use to find it, a Simple, Clear

Summary of your Value Proposition is Critical
Good direction for innovation requires Simplification and
Clarification for Amplification. The Value Proposition, the heart of
a Business Model, or new innovation, is the key foundation. It
must be simple and clear. The above templates are extremely
similar. Either one is a useful tool for focusing your thinking so
your future innovation efforts can “Amplify” this Value.
license, visit:
Platform Thinking Mapping
Platform Development Trajectory/Roadmapping

Innovation is expensive to develop and launch. Most
companies are looking for innovation investments that will have
longer value, a way to refresh their competitiveness and to
develop and grow into even larger opportunities over time.
One key to success in platform innovation is to be able to
envision where you can begin, how it will evolve over time, and
what will be the key “enablers” or “triggers” for growing from
one phase to another.
Platform development trajectories, and roadmaps are simple,
focused ways to think through this challenge and present your
vision to others.
license, visit:
Business Model Canvas
The Business Model Canvas

It’s not a Business Plan. It’s a story telling tool and a tool to help you think
and explain your innovative approach at a high level. It will not have all the
detail you will ultimately need to create the business. It will be full of
beginning assumptions, hypotheses and beginning ideas.
How do you use it?
1.  To think. It is a visual tool. It helps you think beyond just a product or
service solution, to consider all the key parts you will need to create a
business… Value Proposition, Key Activities to deliver it; who “owns”
them (you or partners), what your costs will be; and how you will make
money.
2.  To share. It’s a simple story telling device to share your thinking with
others.
3.  To Test. Before you invest in a launch, it helps you test your thinking.
Original design by: Strategyzer AG; Modified version by Creative Realities, Inc.
The makers of Business Model Generation and Strategyzer
license, visit:
Relation- Target
Value
ship
How/
Where?
2. Sharing/Telling the Story with the Canvas

Don’t tell your story “all at once”. It’s too confusing. Reveal your canvas 1-2
“Stickies” at a time. Again, start in the upper right side of the Canvas, and talk
about who this is for and why. Share your Value Proposition.
Then talk about your channel/Customer, or how some other Key Stakeholder
(maybe a key recommender like a Doctor or Dentist fits into the picture).
Now share how you expect to make money. And begin to reveal the key
aspects of Activities you will do, Resources you will need, and Partnerships
you will create.
Finally discuss your costs versus your revenues.
Remember:
–  Reveal bits at a time
–  You can draw arrows to link elements of your story
–  Colors keep key aspects clearly separate
–  Pictures/images can help as well
The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution
license, visit:
Relation- Target
Value
ship
How/
Where?
3. Testing with your Business Model Canvas

Literally every “sticky” on your canvas is really only a guess/hypothesis at this
point. You don’t know if it’s true. You don’t know for sure it will work. The
Canvas provides you with a menu of things to test to prove your viability.
•  Identify the Hypotheses that are key to your idea… “If this isn’t true, the
idea won’t work.”
•  Prioritize them. You will have several, rank them, and prioritize them for
testing.
•  Create simple stories, Minimum Viable Prototypes – simple stimulus you
can use and find inexpensive but effective ways to quickly test each
hypothesis. “Pivot” or adjust it if you learn something needs to change...
Adjust your canvas. Test some more.
•  Agile approaches suggest it’s better to do 8 quick tests on key elements
than 1 big, expensive test. Fail Fast, Fail Cheaply, and then use the
learning to adjust and improve.
The makers of Business Model Generation and Strategyzer
license, visit:
Business Model Mapping
Business Model Mapping creates a high-level flow chart of

“How” the Business Idea would work...
•  What are the key activities and resources (also in
Canvases)
•  How do they interact?
•  What are the “transactions” – how is value transferred and
created
As you map the business, you walk through it, from the Target
back through to the most element source of service,
ingredients, etc.
Value Chain, Supply Chain, Go-To-Market are all involved and
sequenced.
You quickly see what’s necessary, what might be missing, how
many of a particular asset/resource will be needed, etc.
license, visit:
If You Get What You Play For…
Have fun! Play Hard!
creative REALITIESinc.
Catalysts for Collaborative Innovation

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Innovator’s

You Get What You Play For!

Our Definition of Innovation:

Our Core Belief:

Our Approach: We are “Catalysts for

We help clients make order out of the chaos that is innovation. We

New Business Models

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& New Platforms

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What would life be without a few rules?

Hu-mor-ous Ba-zoo-ka (hew’mer-us be-zoo’ka),

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All right in theory… They’ll never use it

Be practical! Too hard to do

Bazookas take many forms. Above is a list of common Killer

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Think of a newspaper. Don’t bury the lead!

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Attention increases as the

Short-term memory can only remember about 5

When our attention moves inward, it’s known as the "rehearsal

Why? Three reasons:

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Everything is changing at a pace that is impossible for any one

Innovation is all about making connections. So when you are

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Is innovativeness a natural talent? Or is it a trainable skillset?

Learning that you don’t have to be right, right

The first key skill of brainstorming is to “Ban the Bazooka!” – to

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Connecting the unconnected is the essence of

The second key skill of creative thinking is in learning how to

Sony and a myriad of others were making portable music

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Understanding what’s working and what’s not, to

Ideas never begin as totally worthless or perfect. They fall

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a. Not little things (“Death by 1000 cuts”).

b. Show-stoppers only.

e. Brainstorm ways to solve/overcome/modify.

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Learn to take risk and to value absurdity

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The unrelenting quest for continuous learning

Change occurs at the edges or borders where

The ice cube is our metaphor for an External Mindset. It a

2. Bring the expertise of outside perspectives in to your world.

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Innovation is not just an individual task… it’s

Innovators need an “ecosystem.” Ultimately, innovation is all

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Time to get a bit more granular. Now that we have

Here are 8 of the ones we use most often in our consulting

Use this Tool When: You want to stretch

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Use this Tool when: You are looking for a paradigm

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Use this Tool when: You are faced with a new

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a.  Not little things (“Death by 1000 cuts”).

b.  Show-stoppers only.

e.  Brainstorm ways to solve/overcome/modify.

2.  Bring the expertise of outside perspectives in to your world.

2.  Be the Problem/Opportunity

•  On page 16, we described skill #3 – Developmental Thinking.

•  Support •  Support •  Support

2.  Immediately go to the bottom to the conclusion. Determine “what is the