Innovation is a strategic priority for the majority of my clients. However, while organisations are focussed on innovation agendas and projects, many fail to prioritise enabling the people in their organisation to think innovatively. This is an error. Innovative thought is energy intensive, time-consuming and requires us to use a different part of our brains than operational work.
I explored this challenge recently, when invited to judge the ideas coming out of a Hackathon on a Leadership Programme at Chubb, the Insurance Company, run by their decidedly innovative VP of Talent & Development, Terry Jones. Watching the participants come together to innovate around pressing challenges at the organisation and the insurance sector more broadly, it was fascinating to see their journey from the usual corporate stance of operational short-term thinking, to arriving at out-of-the-box, truly creative solutions.
This led me think more deeply about why it is that Hackathons are so effective at generating innovative thought:
1. Hackathons generate lots of ideas: Researcher Dean Keith Simonton of UC-Davis provides strong evidence from multiple studies that creativity results from generating lots of ideas. In every occupation Simonton studied, from composers, artists, and poets to inventors and scientists, the story is the same: Creativity is a function of the quantity of ideas produced.
2. Hackathons make time for the work that matters: Research by Julian Birkinshaw, Professor of Strategy and Entrepreneurialism at London Business School indicates that knowledge workers spend an average of 41% on discretionary activities that offer little personal satisfaction. In a similar vein, the well-established Pareto Principle dictates that 80% of production comes from 20% of efforts. In this context, how can organisations make time for the work that matters, freeing up a significant portion of the day for incubation? At Chubb, the Leadership Programme Hackathon appeared to successfully achieve this.
3. The Chubb Hackathon encouraged curiosity in their leaders: Research indicates that successful leadership is less about having all the answers, and more about wondering and questioning. A curious, inquisitive leader also sets an example that inspires creative thinking throughout the company. According to research by Hal Gregerson, Jeffrey Dyer and Clayton Christensen, there are five ‘discovery skills’ that enable curiosity in leaders: associating, questioning, observing, experimenting, and networking. Their research found that innovative leaders spend 50% more time on these discovery activities than do CEOs with no track record for innovation.[i]
What are you doing to encourage the vital capability of innovative thought at your organisation? I’d love to hear from you. And if you want to learn more about stimulating innovative thought at your organisation, get in contact with me at email@example.com.
 For those of you not in the know, Hackathons are creative problem-solving events. They can involve technology and code, or simply be a group of people in a room together trying to solve a challenge
[i] Dyer, J., Gregerson, H., & Christensen, C. (2013). The Innovator’s DNA. Harvard Business Press. Chicago