His name should be 'Eno'-vation

We have, a few times already, written about Brian Eno, about his constant stream of innovation, and about his concept of a scenius (for group-driven innovation).

When you are worthy of a Wikipedia entry and when that entry then states "He has been described as one of popular music's most influential and innovative figures", you most certainly have a well-earned reputation for innovation.

The new "Eno" Movie

It is therefore quite fitting that the recently released documentary "Eno", is (yet again) simply innovative.

Each showing of this movie - by Gary Hustwit and Brendan Daws - will be a different version. What's shown during any given session will depend on software that will weigh 30 hours of interviews and 500 hours of film to produce one of 52 quintillion possible screenings.

Innovation

Innovation begats more innovation.
Innovative thinking inspires more innovation.
Innovation generates virtuous cycles.
Innovation becomes a habit.
Innovation becomes virtually unstoppable.

Brands (even personal brands) that innovate become associated with innovation.
Innovative people want to work with other innovative people.

Outperformance

Innovation leads to outperformance
Outperformance compounds; i.e. it becomes exponential.
Outperformance is 'good'
Outperformance is 'good' for an indefinite period.

How does a company start innovating?

It allows innovation to happen.

How does it allow innovation?

Our book on outperformance (Ed - by now you obviously have the link) uses words such as 'innovate', 'innovation' and 'innovator' 269 times.

There are 'recipes' in the book, and these 'recipes' have repeatedly been observed to work. So, let's now list just some of what we cover in version 1.4 of the book.

You must ...

Be prepared to (temporarily) make worse profits. (page 17)
Be prepared to target lower-value customers using still-poorly developed technology. (page 17)

Structure for innovation. (page 61)
Create an innovation hub. (page 62)
Use the success to attract more innovators (page 66).

Know that the rules of the game will change continuously (page 82).
Know that 'best-practice' works against innovation (page 83).

Know that desired end-states change continuously (page 88).
Know that the age/milieu in which you operate will change (page 91).

Be prepared to sanction a higher risk-appetite (page 97).

Embrace bottom-up approaches (page 97).
Embrace tinkering (page 97).
Embrace instant decision-making (page 97).

Stop all forms of Taylorism (page 130).
Implement proper Levels-of-Work (page 133).
Avoid hierarchical top-down decision-making (page 134).

Embrace (seemingly) small innovations (page 135).

And, now, only a little more than a third into the book, we will stop.

The point is this ...

Innovation will not happen unless you structure, manage and lead in a manner that allows for innovation.

Once started, innovation will then continue (as is the case with Brian Eno and those around him) as long as your organisation stays innovation-friendly.

Finally, innovation will only stop if you stop doing what is required.