Exercises for Innovation

(use your group Number according to activity No.)

1. The Wall of Fame & Shame

Find real, everyday examples of innovation to briefly share among the group. Some of the
best discussion comes from bad examples that participants don’t believe will succeed.
Participants should share why they believe the innovation will succeed or fail.
This lesson shows that creativity does not equal innovation; it is the foundation for it. Innovations solve
problems and add value in unique ways. When bad examples arise, try to find the potential. We know the
flaws, but look for what might be promising about the idea. This keeps the environment positive and
helps participants see the potential in even dubious new ideas.

2. Two Piles
Participants form teams of 3–5 and choose an index card from each of two piles. One pile
of index cards has major brand names, the other has product categories. The groups are
told that they now work for the company they chose and they must innovate a product
for the category they chose. The groups have a set amount of time to develop the
product’s target audience, features, and promotional ideas. One member from each team
will then present their ideas to the rest of the groups.
This lesson forces association of often disparate ideas. It is helpful and practical to get ideas for potential
innovations. It is also a skill that can be developed.

3. Your Innovation
Each person approaches innovation differently depending on their talents
and strengths. To personalize and internalize innovation, participants should create a
poster or presentation about themselves. This should include their favorite inspirational
quote(s), photo(s), and a short bio of a person who inspires them. This should also
include a description and photo of a skill, hobby, or field they know the most about
(outside of family, work, and/or school). A Jung typology test is encouraged to be
included and participants should choose which of three types of intelligence (shown
above) fits them best. Uniqueness in the presentation of this work is highly encouraged.

4. 100 Uses
In 10 minutes, groups must come up with 100 uses for something (old newspapers,
unused pizza boxes, etc.) This exercise warms up a group and lowers their inhibitions for
sharing their ideas with others on their team.
This lesson encourages teams to use every conceivable idea members offer to reach the
target number. This also teaches the value of building on other ideas.

5. iWish
Innovations need to solve a problem. Participants are asked to individually think of a
problem or hassle they know people face. The individuals are then asked to form teams of
3–5 to discuss each of their ideas and decide on one that can best be solved with a phone
app. The group is then asked to illustrate the app interface on a large (poster-sized)
sketch of a phone to then share with the rest of the groups.
This lesson shows that ideas tend to be better if members work individually at first and then share with the team. It
also shows that the best innovations solve real problems.

6. R&D
In many engineering industries, the technology comes first and then an
application is sought. This is the reverse of the standard innovation process.
Instead of starting with problems and developing innovations, for this
exercise you will examine the latest technological developments and
consider their application to problems.
This lesson shows that ideas for innovations can come as we scan outside publications about trends,
technology, and R&D news.

7. Visioning
The challenge for this exercise is to think of new programs to increase the reputation of
the school or business. To start, the leader or instructor should create a positive fictional
news story about the participants, school, or organization with a realistic-looking
newspaper article generator. The article should be shared with the group and since it
only shows the headline and part of the beginning text, the group should be asked to
offer 3–5 ideas about what was done to deserve this “recognition.”
This lesson shows that sometimes a pull works better than a push for innovations.

8. Card-io
IDEO often begins their ideation sessions by asking “How might we…?” For this exercise,
put challenge questions at the top of large index cards, saying “How might we” as the
start to a number of various problems you want the group to consider. Give a card to
each participant and ask them to write an idea for solving that problem beneath the
question. Each participant should then pass the card to the next person. Each time a
participant receives a card, they should try to build on the ideas already written, if
possible. After a few passes, ask participants to write a wild idea to then keep passing and
building upon the written ideas. At the end, favorite cards should be shared with the
group.
This lesson shows that when we consider other input and build together, we can get better outcomes.

9. Perceptual Maps
In teams of 3–5, groups should draw X-Y axes on paper. A product category should be
chosen for the groups (e.g., restaurants, theaters, grocery items, etc.). The groups should
identify two attributes that consumers consider important when buying that product.
The axes should be labeled with the two attributes. Next, groups should plot all the
competitors on their map according to how they are perceived by consumers. By looking
at the open spaces or considering new attributes or axes, participants may see new
possibilities for products and services.
This lesson shows that innovations can be viewed as filling gaps in the competitive landscape to better
serve customers.