“What does a team have to look like in order to innovate successfully?” This question probably arises in every innovation project. An interesting concept for selecting good innovation teams is the “10 Faces of Innovation” described by Tom Kelley, founder of the Californian think tank IDEO. Let’s take a look at the people and roles he describes:
The anthropologist
… has the ability to observe people closely as they interact with products or services and react to them. He has a wide range of interests and a great deal of general knowledge. The anthropologist is an important supporter, especially in the first phase of the idea process.
The experimenter
… focuses on trying out ideas quickly. With great perseverance, he tests different approaches and always finds new ways to make the result even better and different. As soon as the first ideas are born, the experimenter is in top form.
The idea pollinator
… develops new ideas by combining existing know-how and concepts in new ways. It also draws on external resources. He is often seen by the team as a lateral thinker who brings new perspectives to the work.
The collaborator
… always has the team in focus. He supports the innovation team during the process, has a great deal of empathy and can create a good atmosphere even in difficult situations. Especially when team members sink into their “work silos”, it ensures joint activities and a stronger team dynamic.
The obstacle course runner
… sees his challenge in mastering tasks that no one has tackled or solved before. He is the tireless problem solver in the team. Just when the feeling arises that things are going nowhere, the obstacle course runner leads by example and gets the group back into action.
The director
… has an eye on the big picture and a good sense of what the organization needs at any given time. He makes sure that resources are organized, identifies opportunities and ensures that the strengths of the individual team members are used optimally. He is often the spokesperson for the group and the link between management and the grassroots. Its function is important to enable a high level of acceptance of the ideas developed.
The experience architect
… is constantly striving to generate great experiences for customers. These can be products, services, digital products, rooms or events. His specialty is making the customer experience exceptional and unique.
The interior designer
… takes every opportunity to make the team’s working environment even better. The rooms he designed provide individuals with an optimal working environment and stimulate creativity in the entire team.
The storyteller
… always manages to captivate people with his stories of initiative, commitment and innovation. He is familiar with all media that are suitable for generating emotions and gets many people moving with his stories. Ideas become a customer experience through his skills.
The supporter
… works with great empathy to understand the individual customer in detail and guide them through the process. Time and again, he builds a bridge between the team and the customer and senses exactly what the customer actually wants.
According to Kelley, the “10 faces of innovation” do not necessarily mean 10 different people, but rather that one’s own role changes over the course of the project and the project members take on different perspectives and tasks. But one thing is certain: every characteristic will be in demand and find its position within the framework of an innovation project.
