Featured Product
This Week in Quality Digest Live
Six Sigma Features
Harish Jose
Hint: The problem statement is never the problem
Ryan E. Day
What you don’t know can confuse you
Nicola Olivetti
Digital visual management puts visual tools into the hands of team members across multiple sites
Shobhendu Prabhakar
Even in well documented systems, people are the weakest link
Harish Jose
A pull system for improvements

More Features

Six Sigma News
Gain visibility into real-time quality data to improve manufacturing process efficiency, quality, and profits
Makes it faster and easier to find and return tools to their proper places
Version 3.1 increases flexibility and ease of use with expanded data formatting features
The FDA wants medical device manufactures to succeed, new technologies in supply chain managment
Provides accurate visual representations of the plan-do-study-act cycle
SQCpack and GAGEpack offer a comprehensive approach to improving product quality and consistency
Customized visual dashboards by Visual Workplace help measure performance
Helps manufacturers by focusing on problems and problem resolution in real time
Ask questions, exchange ideas and best practices, share product tips, discuss challenges in quality improvement initiatives

More News

Matthew E. May

Six Sigma

The ‘Less-Is-Best’ Approach to Innovation

Three trends that lead to success

Published: Monday, November 19, 2012 - 09:52

In our world of excess everything, savvy innovators realize that less is actually best. They know that delivering a memorable and meaningful experience hinges on user engagement, which is best achieved through a subtractive approach. Anything excessive, confusing, or wasteful is intelligently and cleverly removed, or never added in the first place.

During the past six years, I've looked at more than 2,000 ideas—products, services, processes, and strategies. Those that achieved the maximum effect with an elegant, minimalist approach all had a few common characteristics.

Lean features. Most people aren’t aware that the first iteration of Instagram, the simple and fun photo-sharing mobile app, was a bloated and feature-laden app called Burbn. It lacked a clear value proposition and thus had few users.

CEO Kevin Systrom stepped back and cut out the clutter, paring it down into something people could understand and use inside 30 seconds. Snap a photo, choose a filter to transform it into a work of art, and quickly share it through social media. Result? Instagram amassed two million users in only four months, a rate of growth faster than Foursquare, Facebook, and Twitter at the time, and was then famously acquired by Facebook.

Loose reins. The trend toward flatter organizational structures is growing stronger. W. L. Gore, maker of GORE-TEX and other fluoropolymer products, is known for its team-based culture that is void of job titles. A visit to the website of videogame company Valve reveals a “bossless” structure. Even the giant automaker Toyota encourages new hires to “dig their own job,” meaning find a challenge or problem that fits with their skill set, and run with it. The epitome of a “loose reins” approach, though, is French automotive parts maker FAVI, a 600-person company led by CEO Jean-Francois Zobrist, who describes himself as “a stupid and lazy manager” who has “no idea of what people are doing.” This, of course, was his way of explaining that he trusts his employees to do their jobs. He knows he doesn’t have the expertise to do their work and so shouldn’t have much input into it. Zobrist subtracted many things when he took the helm of the company in 1983. “I came in the day after and told [everyone] when you come to work, you do not work for me or for a boss; you work for your customer. You do what is needed for the customer.” He then eliminated all central control: personnel, product development, purchasing. It was replaced by 20 self-directed, self-sufficient teams, each focused on a specific automaker.

Quiet minds. Leaders at GE, 3M, Bloomberg Media, Green Mountain Coffee Roasters, and Salesforce.com do it. Ford chairman William Ford does it, as do former corporate chiefs Bill George of Medtronic and Bob Shapiro of Monsanto. Oracle chief Larry Ellison does it and asks his executives to do it several times a day. Meditation—a practice that eliminates distraction and clears the mind—is an incredibly effective way to enhance self-awareness, focus and attention, and to prime your brain for achieving creative insights. Google in 2007 initiated a mindfulness and meditation course at its Google University as a way to help its employees maintain the company’s strong track record for innovation. George, now a Harvard leadership professor, says it has been an integral part of his career and as CEO of Medtronic, he went so far as to set aside one of the company’s conference rooms for employees to take mental breaks.

These three trends add up to a rather powerful, and appropriately simple, idea: When you remove the right things in just the right way, something good is bound to happen.

Reprinted with permission from http://EDITInnovation.com


About The Author

Matthew E. May’s picture

Matthew E. May

Matthew E. May counsels executives and teams through custom designed facilitation, coaching, and training using four basic ingredients: strategy, ideation, experimentation, and lean. He’s been counseling for 30 years, a third of it as a full-time advisor to Toyota. He is the author of four books, the latest The Laws of Subtraction (McGraw-Hill, 2013), and is working on his fifth book. His work has been appeared in The New York Times, The Wall Street Journal, Harvard Business Review, and many other publications. May holds an MBA from The Wharton School and a bachelor’s degree from Johns Hopkins University.