I just returned from Grasse in the south of France, where I took part in curating an experience to reinvent the perfume industry with executive leaders and stakeholders in the supply chain. I really didn't know what to expect (a common feeling when doing 'innovation' work), and I can honestly say that I was blown away by what transpired.
Human-centered design processes are obviously important in the work we do, but what's often neglected or left out is some sort of a human evolution in connecting to the intentions of what is desired as an outcome or set of outcomes. One of the themes we explored in this discovery process -- a new economic construct, really -- was conscious capital.
The magic of this event was the people and the
interactions; in short, we were able to co-create a system that defined what capital is and can be in terms of value through the collective. Here's what was reinforced as we did the work:
Collective intelligence is an actual science that bridges conscious thought with conscious action.
There are a number of collective intelligence camps around the world that are advancing the notions of how we cultivate and manage information, and this was the first time I had experienced 'CI' as a real science. Part of it was the methodology applied in bringing conversational data from the web into the physical space, and coordinating a relationship between the 'outside' and the 'inside' information (in essence, making the 'big data' accessible, relevant and collaborative). Another very important aspect was making participants aware of what is happening 'out there' and what is happening 'in here' -- here being their own consciousness and a relatedness to others, especially those in the room (or in the field).
Storytelling is at the fore of product and system design -- it feeds off of heightened awareness through concise mental and physical play.
As various groups got deeper and deeper into developing a new perfume ecosystem, their interactions -- emotions, touch, communications, understandings -- went directly into their thought processes. It was as if they didn't have to think about what they were doing... they were just doing it, creating it, manifesting it. As such, their storytelling capabilities were amplified and they were literally able to express their insights in incredibly inventive ways. And when I talk of story, I really do mean the telling of it through agents, actors and archetypes... Which was omnipresent throughout this experience.
Creativity, and thus innovation, is truly collective.
This might seem obvious to some, but in an executional realm it isn't, nor should it be. Truth is, we still ascribe much of our creative powers to some form of ownership ("I came up with this idea, not you..."), and innovation tends to be thought of as some 'special practice' that happens 'somewhere else'. For all the participants it became abundantly clear that they could remain in their specialty areas (executive management, R&D, production, sales, etc.) while wearing multiple hats. As one participant shared with me: "I always knew I was an interdisciplinarian!" Another participant astutely pointed out that owning the process of creation is counterproductive and counterintuitive to building a market: the more you give away the more you get back. This led to some fantastic explorations of commons practices and shared IP.
There will be lots more to share on this (we're making a documentary
film of the experience because it was that transformational), but it seems that we
have a whole new territory to explore in how we reimagine corporate
and social ecosystems... and how we can peacefully bring them together.
Until next time...