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Creativity

Serendipity and Entrepreneurship in the Invention of Corn Flakes

February 5, 2016 By Nagesh Belludi Leave a Comment

In previous articles about Johnson’s Baby Powder and Picasso’s Blue Period, I discussed serendipity as a rich phenomenon that is central to entrepreneurial and artistic processes. In this article, I will discuss another case study of ideas born by chance and reinforced by casual observation and customer input.

One of America’s Favorite Cereals was Invented by Fortuitous Accident

Will Keith Kellogg invented corn flakes in 1894 at a sanitarium in Battle Creek, Michigan. Will worked there as an assistant to his brother Dr. John Harvey Kellogg and helped research patients’ diets.

One day, while making bread dough at the sanitarium, Will accidentally left boiled wheat sitting out overnight unattended. When he returned to roll the wheat into dough, he discovered that it had dried out and was flaky. Interested to see what would happen, Will passed the flaky dough through the bread rollers and baked them to create a crunchy snack. He seasoned the flakes with salt and fed them with milk to the sanitarium’s patients. The wheat flakes were an immediate hit. Indeed, after some patients left the sanitarium, they ordered Kellogg’s flakes by post.

Will Kellogg’s Entrepreneurial Ingenuity

Will Kellogg then tinkered his recipe for wheat flakes and ultimately settled on using corn in place of wheat as the flakes’ main ingredient.

In 1906, Will Kellogg launched “The Battle Creek Toasted Corn Flakes Company.” In addition to inventing corn flakes, Kellogg had a genius for business and marketing. He was a pioneer in testing markets, sampling products, using multi-color print advertisements, and developing innovative marketing campaigns.

Kellogg was keen on using slogans to promote his company’s products. In 1907, he introduced a marketing campaign that declared, “Wednesday is Wink Day in New York.” Every woman who winked at her grocer on a Wednesday received a free packet of corn flakes. Corn flakes sales skyrocketed.

Will Kellogg was also a prominent philanthropist and, in 1934, started the W. K. Kellogg Foundation.

The company Will Kellogg founded eventually became Kellogg Company, a prominent cereal and convenience foods multinational.

Wondering what to read next?

  1. How Johnson’s Baby Powder Got Started: Serendipity and Entrepreneurship
  2. The Myth of the First-Mover Advantage
  3. Always Be Ready to Discover What You’re Not Looking For
  4. Van Gogh Didn’t Just Copy—He Reinvented
  5. Chance and the Currency of Preparedness: A Case Study on an Indonesian Handbag Entrepreneur, Sunny Kamengmau

Filed Under: Business Stories, Sharpening Your Skills, The Great Innovators Tagged With: Creativity, Entrepreneurs, Luck

How to Become a Broad-thinker: Principles and Methods

December 18, 2015 By Nagesh Belludi Leave a Comment

Success depends on understanding basic principles as well as on developing and practicing workable methods.

  • Elon Musk, CEO of SpaceX and Tesla, recently advised in his Reddit AMA, “It is important to view knowledge as sort of a semantic tree—make sure you understand the fundamental principles, i.e. the trunk and big branches, before you get into the leaves/details or there is nothing for them to hang on to.”
  • Harrington Emerson, a prominent management consultant and efficiency expert during the early 1900s, is understood to have said that the key to becoming a broad-thinker is to focus on the principles: “As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.” (This quote is often incorrectly attributed to American essayist Ralph Waldo Emerson.)

Principles are the fundamental set of philosophies, propositions, assumptions, laws, and rules concerning a topic, problem, or circumstances. The principles can teach you why something works the way it does.

Methods, on the other hand, are merely devices to apply those principles in a particular circumstance.

While principles are immutable, Emerson reminds us that there can be many methods to interpret and apply those principles.

Principles and Methods

Given the time-pressure induced by the hurried world of work, we are often so tempted to implement ready-made or handed-down methods that we forgo the necessary examination of underpinning principles.

By delving directly into methods, we can find some reliable direction and save a great deal of time, but we may be neglecting many factors that can affect the outcomes of our methods. These circumferential issues, second- and higher-order effects, and peripheral relationships may not be readily apparent at the outset. They will emanate only from a knowledge of the underlying principles.

Idea for Impact: To be an effective thinker, develop a broad understanding and appreciation of the principles before you develop or deploy methods.

Wondering what to read next?

  1. Howard Gardner’s Five Minds for the Future // Books in Brief
  2. Reframe Your Thinking, Get Better Answers: What the Stoics Taught
  3. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  4. Finding Potential Problems & Risk Analysis: A Case Study on ‘The Three Faces of Eve’
  5. Good Questions Encourage Creative Thinking

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Elon Musk, Thinking Tools, Thought Process, Winning on the Job

Picasso’s Blue Period: A Serendipitous Invention

November 27, 2015 By Nagesh Belludi Leave a Comment

The Soup, 1902 by Pablo Picasso (from his Blue Period)

In October 1900, Pablo Picasso (1881–1973) moved to Paris and opened a studio there at age 19. Shortly thereafter, Picasso was deeply affected by a close friend and fellow artist’s suicide. Art historians believe this event marked the onset of Picasso’s Blue Period (1901–1904,) during which he produced many stoic and sentimental paintings in mostly monochromatic shades of blue and blue-green. The Art Institute of Chicago remarks,

Picasso’s Blue Period … was triggered in part by the suicide of his close friend Carlos Casagemas in 1901. The works of this period are characterized by their blue palette, somber subject matter, and destitute characters. His paintings feature begging mothers and fathers with small children and haggard old men and women with arms outstretched or huddled in despair.

Perhaps Picasso’s Blue Period is an instance of serendipity. Legend has it that one day Picasso had only blue paint to work with. When he started toying with the effects of painting with one color, he discovered the potential to produce interesting paintings that conveyed a sense of melancholy.

In what would become the hallmark of this greatest artist of the 20th century, thanks to serendipity, Picasso leveraged an apparent constraint into an unintended creative outcome. As such serendipity goes, the confluence of many factors helped Picasso initiate a new art genre showcasing themes of alienation, poverty, and psychological depression that, though now considered marvelous, then kept potential patrons away.

Wondering what to read next?

  1. Van Gogh Didn’t Just Copy—He Reinvented
  2. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  3. Inspirational Mess, Creative Clutter
  4. The Myth of the First-Mover Advantage
  5. How Johnson’s Baby Powder Got Started: Serendipity and Entrepreneurship

Filed Under: Sharpening Your Skills, The Great Innovators Tagged With: Artists, Creativity, Luck

How Johnson’s Baby Powder Got Started: Serendipity and Entrepreneurship

November 24, 2015 By Nagesh Belludi Leave a Comment


Making Fortunate Discoveries Accidentally

Alexander Fleming, the Scottish biologist famous for his 1922 discovery of penicillin, once said, “Have you ever given it a thought how decisively hazard—chance, fate, destiny, call it what you please—governs our lives?”

Serendipity is the accidental discovery of something that, post hoc, turns out to be valuable.

'Serendipity: Accidental Discoveries in Science' by Royston M. Roberts (ISBN 0471602035) The history of science is replete with such serendipitous discoveries. “Happy findings” made when scientists accidentally discovered something they were not explicitly looking for led to the discovery or invention of the urea, dynamite, saccharin, penicillin, nylon, microwave ovens, DNA, implantable cardiac pacemaker, and much more … even the ruins of Pompeii and Newton’s law of universal gravitation. (I recommend reading Royston Roberts’s Serendipity: Accidental Discoveries in Science)

In each of these instances, the crucial role of discovery or insight occurred in accidental circumstances. Therefore, we must understand serendipity’s role in terms of the circumstances that surround it.

Serendipity has also played a pivotal role in establishing many successful businesses. In fact, serendipity is a rich idea that is very central to the entrepreneurial process. As the following case study will demonstrate, many experimental ideas are born by chance and are often reinforced by casual observation and customer input.

Johnson & Johnson Got into the Baby Powder Business by Accident

In 1885, entrepreneur Robert Wood Johnson was deeply inspired by a lecture of Joseph Lister, a British surgeon well known for his advocacy of antiseptic surgery. Johnson started tinkering with several different ideas in an effort to make sterile surgery products.

A year later, Johnson joined his two brothers to establish Johnson & Johnson (J&J) in New Brunswick, New Jersey. Their first commercial product was a sterile, ready-to-use, medicated plaster-bandage that promised to reduce the rate of infections after surgical procedures. As business developed, the Johnson brothers compiled the latest medical opinions about surgical infections and distributed a booklet called Modern Methods of Antiseptic Wound Treatment as part of their marketing efforts.

Within a few years, a doctor complained to J&J that their bandages caused skin irritation in his patients. In response, J&J’s scientific director Dr. Frederick Kilmer sent the doctor a packet of scented Italian talcum powder to help soothe the irritation. Since the doctor liked it, J&J started to include a small sample of talc powder with every package of medicated bandages.

By 1891, consumers discovered that the talc also helped alleviate diaper rash. They asked to buy it separately. The astounded J&J’s leadership quickly introduced Johnson’s Baby Powder “for toilet and nursery.” Over the years, J&J built on that huge initial success and created the dominant Johnson’s Baby product line with creams, shampoos, soaps, body lotions, oils, gels, and wipes.

J&J Got into the Sanitary Protection Products Business Too by Accident

Serendipity also played the key role in establishing J&J’s sanitary napkin business. In 1894, J&J launched midwife’s maternity kits to make childbirth safer for mothers and babies. These kits included twelve “Lister’s Towels,” sanitary napkins to staunch post-birth bleeding. Before long, J&J received hundreds of letters from women who wanted to know where they could buy just the sanitary napkins. In response, J&J introduced disposable sanitary napkins as part of its consumer products line. J&J thus became the first company in the United States to mass-produce sanitary protection products for women.

Wondering what to read next?

  1. Serendipity and Entrepreneurship in the Invention of Corn Flakes
  2. The Myth of the First-Mover Advantage
  3. Always Be Ready to Discover What You’re Not Looking For
  4. Van Gogh Didn’t Just Copy—He Reinvented
  5. Chance and the Currency of Preparedness: A Case Study on an Indonesian Handbag Entrepreneur, Sunny Kamengmau

Filed Under: Business Stories, Sharpening Your Skills, The Great Innovators Tagged With: Creativity, Entrepreneurs, Luck

Clever Marketing Exploits the Anchoring Bias

November 17, 2015 By Nagesh Belludi Leave a Comment

In the ’70s, psychologists Amos Tversky and Daniel Kahneman were the first to study a cognitive phenomenon called “anchoring” and its influence on decision-making. Over the decades, extensive research on anchoring has explained that the way and context in which we receive information profoundly influence how we synthesize it.

The effects of anchoring are very visible in marketing, sales, merchandising, and product pricing as it profoundly influences consumer behavior. By offering clever price contrasts, marketers can shape customers’ purchasing decisions. For example,

  • By offering lower prices and promotional sales, department stores induce customers to compare the sale price against the original price—the “anchor”—and think they’re getting a bargain.
  • By displaying shiny, expensive new cars in the showroom, car dealerships encourage customers to accept the prices displayed on their used cars or less flashy models.
  • Patrons at restaurants tend to order the second least-expensive bottle of wine in an attempt to avoid looking cheap. Therefore, restaurants tend to put the highest markup on that very bottle.

The Case of the $429 Breadmaker

Anchoring Bias: Williams-Sonoma $429 Breadmaker Customers are usually more likely to purchase a product when competing alternatives are included, as opposed to having only one product option.

Consider a classic example of this “single-option aversion” phenomenon. A few years ago, Williams-Sonoma couldn’t get customers to buy their $279 breadmaker. They cleverly added a spiffier-and-slicker deluxe breadmaker model to their product line for $429. While Williams-Sonoma didn’t sell many of the new and expensive breadmaker, they doubled sales of the original and less-expensive model.

When the $279 breadmaker was the only model available for sale, customers couldn’t tell whether the price was competitive because there was nothing to compare it to. By introducing a better product for a higher price, Williams-Sonoma provided an anchor upon which its customers could compare the two models; they naturally sided with the $279 model as an attractive alternative.

The Case of the $69 Hot Dog and the $1000 Chocolate Sundae

Usually, absurdly expensive premium goods are less of publicity stunts and more of strategic marketing tactics.

Consider the case of Serendipity 3’s menu anchors. In 2010, the popular New York eatery introduced a $69 hot dog called “Foot-Long Haute Dog” with dressings as exotic as medallions of duck liver, ketchup made from heirloom tomatoes, Dijon mustard with truffle shavings, and caramelized Vidalia onions to justify the high price. Of course, Serendipity 3 gained plenty of publicity when The Guinness Book of World Records certified this hot dog as the most expensive wiener of all time.

The true purpose of these ridiculously priced premium items is to make the next most expensive item seem cheaper. Customers who were drawn by the Haute Dog’s publicity gladly ordered the menu’s $17.95 cheeseburger. Even if $17.95 was too pricey elsewhere, Serendipity 3 customers deemed it reasonable in comparison to the $69 hot dog.

A few years previous, Serendipity 3 similarly offered a $1000 “Golden Opulence Sundae” that was only available with a 48 hour-notice. They sold only one Sundae per month. Nevertheless, this was just a shrewd marketing ploy to convince customers to spend more on high-profit margin desserts such as the $15.50 “fruit and fudge” confection or the $22.50 “Cheese Cake Vesuvius.”

Unsuspecting customers ended up paying too much for other meals at Serendipity 3 while believing they were getting a great deal.

Idea for Impact: Be Sensitive of Anchoring Bias

In both the above case studies, even if the companies sold almost none of their highest-priced models despite the publicity they generated, the companies reaped enormous benefits by exploiting the anchoring bias to induce customers to buy cheaper-than-most-expensive high-profit products.

In summary, anchoring exploits our tendency to seek out comparison and our reliance on context. The anchoring bias describes our subconscious tendency to make decisions by relying heavily on a single piece of information.

Call to Action: Sensitize yourself to how anchoring and anchoring bias may subconsciously affect your decision-making. If you’re in marketing or sales, investigate how you could use anchoring bias to influence your customers.

For more on cognitive biases and behavioral economics, read 2002 Nobel Laureate Daniel Kahneman’s bestselling Thinking, Fast and Slow. Also read Nir Eyal’s Hooked: How to Build Habit-Forming Products on how to influence customer behaviors and build products and offer services that people love.

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  4. Your Product May Be Excellent, But Is There A Market For It?
  5. Don’t Just Be Competent—Be Believably Competent

Filed Under: Business Stories, MBA in a Nutshell, Mental Models, Sharpening Your Skills Tagged With: Biases, Creativity, Marketing, Materialism, Personal Finance, Thought Process

Make a Difficult Decision Like Benjamin Franklin

October 30, 2015 By Nagesh Belludi Leave a Comment

Benjamin Franklin, American inventor, journalist, printer, diplomat, author, and founding father Benjamin Franklin (1706–1790) was renowned for his lifelong quest for self-improvement, as he thoroughly documented in his “Autobiography” (1791.)

In my previous article on Benjamin Franklin’s “Plan for Conduct,” I noted that Franklin had a methodical mindset.

As a young adult, Franklin developed a method for making complex decisions. At age 66, in a letter to his close friend Joseph Priestley (a London chemist who, in 1774, isolated the element oxygen,) Franklin described this method.

In this letter written on September 19, 1772, Franklin mentions one of the key challenges of fact-collecting and decision-making:

In the affair of so much importance to you, wherein you ask my advice, I cannot for want of sufficient premises, advise you what to determine, but if you please I will tell you how. When these difficult cases occur, they are difficult chiefly because while we have them under consideration all the reasons pro and con are not present to the mind at the same time; but sometimes one set present themselves, and at other times another, the first being out of sight. Hence the various purposes or inclinations that alternately prevail, and the uncertainty that perplexes us.

Make a Difficult Decision Like Benjamin Franklin - T-charts

Then, Franklin describes how to weigh the “pro et contra” (Latin for “for and against”) in any situation:

To get over this, my way is, to divide, half a sheet of paper by a line into two columns, writing over the one pro, and over the other con. Then during three or four day’s consideration I put down under the different heads short hints of the different motives that at different times occur to me for or against the measure. When I have thus got them all together in one view, I endeavor to estimate their respective weights; and where I find two, one on each side, that seem equal, I strike them both out: if I find a reason pro equal to some two reasons con, I strike out the three. If l judge some two reasons con equal to some three reasons pro, I strike out the five; and thus proceeding I find at length where the balance lies; and if after a day or two of farther consideration nothing new that is of importance occurs on either side, I come to a determination accordingly. And though the weight of reasons cannot be taken with the precision of algebraic quantities, yet when each is thus considered separately and comparatively, and the whole lies before me, I think I can judge better, and am less likely to make a rash step; and in fact I have found great advantage from this kind of equation, in what may be called moral or prudential algebra.

'The Benjamin Franklin Reader' by Walter Isaacson (ISBN 743273982) Ben Franklin’s humble tool for decision-making is now known as the T-Chart. It is widely used to examine two opposing facets of a topic, object, situation, circumstance, or event under consideration. T-Charts are particularly helpful for analyzing advantages and disadvantages, as well as strengths and weaknesses.

Recommended Reading: For a great collection of the writings of Benjamin Franklin, including his “Autobiography”, see Walter Isaacson’s “A Benjamin Franklin Reader”.

Wondering what to read next?

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  2. Question the Now, Imagine the Next
  3. Disproven Hypotheses Are Useful Too
  4. Howard Gardner’s Five Minds for the Future // Books in Brief
  5. Creativity by Imitation: How to Steal Others’ Ideas and Innovate

Filed Under: Great Personalities, Mental Models, Sharpening Your Skills Tagged With: Creativity, Decision-Making, Discipline, Thinking Tools, Thought Process

Reframe Your Thinking, Get Better Answers: What the Stoics Taught

September 29, 2015 By Nagesh Belludi Leave a Comment

The solution to many a difficult problem can be found merely by reframing the problem, thereby changing or adjusting your perception of the issue.

Reframing is a very effective technique to shift your view of a specific problem, event, or person. When you approach a situation from another perspective, you are likely to reevaluate your intentions and find alternative, acceptable solutions to your situations.

Reframing helps in two ways:

  • Reframing allows you to consider a problem within a positive—rather than a negative—context. For example, if you’re trying out a diet, you can reframe it by asking yourself “What are some foods I like that I should eat more of? What new foods can I experiment with?” rather than wondering, “What foods must I give up?” Reframing can help turn a problem into an opportunity, a weakness into a strength, an impossibility into a work-around, and a conflict into a mere lack of understanding.
  • Reframing can also broaden a problem’s context, thus helping you recognize its systemic contributors. In other words, by reframing, you look at a problem within its larger context. For example, you could reframe an individual issue, “Why won’t Tom gel with our team?” to a systemic problem, “What are the attributes of our team that make Tom feel excluded?”

“Redirect your prayers … and watch what happens”

The great Roman Emperor and Stoic Philosopher Marcus Aurelius wrote in “Meditations” (trans. Gregory Hays,)

'Meditations: A New Translation' by Marcus Aurelius (ISBN 0812968255)Either the gods have power or they don’t. If they don’t, why pray? If they do, then why not pray for something else instead of for things to happen or not to happen? Pray not to feel fear. Or desire, or grief. If the gods can do anything, they can surely do that for us.

But those are things the gods left up to me.

Then isn’t it better to do what’s up to you—like a free man—than to be passively controlled by what isn’t, like a slave or beggar? And what makes you think the gods don’t care about what’s up to us?

Start praying like this and you’ll see.

Not “some way to sleep with her”—but a way to stop wanting to.

Not “some way to get rid of him”—but a way to stop trying.

Not “some way to save my child”—but a way to lose your fear.

Redirect your prayers like that, and watch what happens.

Idea for Impact: Reframe, Always Reframe

If you find yourself stuck with a problem or difficult situation, try reframing your view of that problem. Consider alternate perspectives, revise your goals, and reconsider how you see the way forward.

To reframe, simply step back from your present viewpoint and alter the “lens” through which you perceive the reality. Discover your unspoken assumptions, challenge your beliefs, change the attributes of your perception of the problem, and downplay or emphasize various elements of the situation. By “looking at it another way” you can derive new meanings and define different courses of action.

Wondering what to read next?

  1. Stuck on a Problem? Shift Your Perspective!
  2. Howard Gardner’s Five Minds for the Future // Books in Brief
  3. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  4. Finding Potential Problems & Risk Analysis: A Case Study on ‘The Three Faces of Eve’
  5. Good Questions Encourage Creative Thinking

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Philosophy, Stoicism, Thinking Tools, Thought Process, Winning on the Job

Creativity & Innovation: The Opportunities in Customer Pain Points

September 15, 2015 By Nagesh Belludi Leave a Comment

The Opportunities in Customer's Pain Points

Ellis Paul Torrance, the American psychologist who devoted his career to researching and teaching creativity, observed that “the process of sensing gaps or disturbing missing elements and formulating hypotheses” is pivotal to the creative process.

This is especially true of solving customer’s problems. Many innovative ideas are born of a reliable formula: prudent attention to and empathy with customers’ experiences, as well as applying resourceful imagination to solve customers’ pain points.

Many an innovator—either as a provider or as a consumer—develops deep empathy for customers’ pain points and sees an underexploited customer-need for convenience. The innovator contemplates, “This customer’s experience does not have to be expensive, protracted, hard, or inferior, as it is with the incumbent provider.” The innovator then uses his/her imagination to convert that understanding into a business idea with broad potential.

Consider the following cases of innovation that could be traced back to customer pain points:

  • Crispy Potato Chips. Legend has it that in the 1850s, Chef George Crum of New York’s Saratoga Springs created potato chips. A cranky customer at Moon’s Lake House frequently sent Crum’s fried potatoes back to the kitchen complaining that they were mushy and not crunchy enough. To appease the customer, Crum sliced the potatoes as thin as possible and deep-fried them. The customer loved them. Before long, “Saratoga Chips” became popular throughout New England.
  • Airtight Packaging for Potato Chips. When potato chips were first mass-produced for home consumption, they were packaged and distributed in metal containers, in which the chips would quickly go stale. During the 1920s in Monterey Park, California, Laura Scudder conceived of packaging potato chips in sealed bags. Scudder’s employees ironed wax paper into the form of bags and fill them up with potato chips. This airtight packaging not only kept the chips fresh and crisp longer, but also reduced crumbling. After the invention of the moisture-proof cellophane wrap by DuPont a few years later, chips were packaged in polymer bags. Then, nitrogen gas was blown in to prevent oxidation, extend shelf life, and prevent chips from being crushed as they were handled and distributed.
  • Netflix. At the video rental chain Blockbuster, customers who were paying the most in late fees were also the company’s most prolific renters. Even as they continued to patronize Blockbuster, these customers vented their frustration to Blockbuster’s employees, as well as to other existing and potential customers. In fact, in the ’90s, almost $300 million or 20% of Blockbuster’s pretax profit came from late fees. In 1997, Reed Hastings, one devoted Blockbuster customer, was charged $40 in late fees on a VHS tape of the movie Apollo 13. Frustrated by his fees, Hastings started Netflix, a mail-distribution movie-rental service. As soon as the business caught on, Hastings eliminated late fees. Netflix grew quickly, drove Blockbuster into bankruptcy in 2010, and is now valued at $50 billion.
  • Google News. After 9/11, Google engineer Krishna Bharat and his teammates repeatedly visited ten to 15 news sites looking for a wide range of news reports. Using Google’s legendary “20% Time” policy that allows employees to spend one day a week on side projects and collaborate beyond their immediate teams, Bharat wrote an artificial intelligence software to crawl thousands of news websites, cluster news articles based on topics and keywords, and aggregate a summary. Other engineers at Google loved Bharat’s prototype software and joined the effort to build Google News.
  • Corning’s Gorilla Glass for Smartphones. By 2007, cell phone makers and consumers were frustrated with the screens on their cell phones. The plastic screens broke too easily when the handsets were dropped, and keys and other objects left deep scratches. Sensing a business opportunity, some engineers at Corning dug into their corporate archives. They dredged up the formulation of a super-strong, flexible glass, Chemcor, which was unsuccessfully prototyped for automobile windshields during the 1960s. The engineers spent $300,000 to produce a trial run of Chemcor and discussed the results with cell phone manufacturers. The resulting cell phone glass was called Gorilla Glass and was widely adopted by Samsung, LG, Motorola, and other cell phone manufacturers. Gorilla’s thinness, strength, and resistance to scratches became the defining feature of touch-screen operation. Later Gorilla Glass became a core component on the iPhone, smartphones, tablets, and other portable devices. For Corning, Gorilla Glass has become a significant revenue stream.
  • Uber. In 2008, during a snowy night on a trip to attend a tech conference in Paris, American entrepreneurs Garrett Camp and Travis Kalanick had trouble getting a cab. Garrett purportedly said in frustration, “Why can’t we just tap a button and get a ride?” Before long, during a brainstorming session on ideas for new startups, Camp and Kalanick thought of starting a taxi company with a smartphone app to summon taxis. Instead, they built an app to hail taxi-rides on-demand and opened their app for use by established taxi companies as well as by casual autonomous drivers. In 2010, they launched UberCab in San Francisco. Uber is now worth $50 billion and operates in over 300 cities around the world.

Idea for Impact: Transform Customer Pain Points into Customer Delight

Customer pain points are a consistent pointer to potential opportunities not least because customers are usually willing to pay a premium to have their frustrations with a product or a service resolved.

Discover what opportunities may exist in your customers’ pain points. Examine product- and service-features that your customers find inadequate, more urgent, unpleasant, frustrating, or otherwise troubling. Consider how you could transform those product- and service-deficiencies into innovative features.

Don’t just satisfy customers; delight them by becoming more sensitive to their problems and reducing or eliminating their pain points.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Customer Service, Innovation, Parables, Persuasion, Problem Solving, Skills for Success, Thinking Tools, Winning on the Job

Creativity by Synthesis (Combining Ideas): A Case Study on the Darwin & Mendel Theorems in Biology

April 14, 2015 By Nagesh Belludi Leave a Comment

One of the fascinating aspects of invention is tracking the continuity of ideas across an arc of time and tracing the progression of ideas over time. My previous article examined how blending antecedent ideas to form new ones led to the invention of the Gutenberg’s press, the rotary steam engine, and the Wright Brothers‘ first powered flight. In this article, we will explore a related mental model for creativity.

A fundamental component of creative thinking is combining whole ideas (or just certain elements of ideas) to create a new concept. When we synthesize—i.e. fuse ideas to forge new ones—we mirror the footsteps of some of humankind’s most imaginative breakthroughs.

James Maxwell’s work on electromagnetic radiation developed from the synthesis of seemingly unrelated concepts such as electricity, magnetism, light, and motion. His theory of electromagnetism was one of the most significant discoveries of the nineteenth century. Albert Einstein described Maxwell’s work on electromagnetism as “the most profound and the most fruitful that physics has experienced since the time of Newton.”

Even more profoundly, Darwin and Mendel’s work exemplifies the most groundbreaking synthesis of ideas. Combined more than four decades after their deaths, their ideas shaped the foundation of life sciences, as we know it. Allow me to elaborate.

Theory of the Descent of Man - Darwin's Theories of Evolution

Charles Darwin’s Theory of Evolution

The word “evolution” was first used in English as early as 1647. Long before that, pre-Socratic Greek philosopher Anaximander (611–546 B.C.E) speculated that humans must have evolved from an animal and that this evolution must have sprung from the sea. By the end of the 18th century, naturalists conjectured that different life forms develop progressively from more primitive forms. They also hypothesized that all life forms were interrelated. Erasmus Darwin (1731–1802,) Charles Darwin’s grandfather and a natural philosopher and physiologist, as well as the French naturalist Jean-Baptiste Lamarck (1744–1829) argued along those lines. However, most of their thoughts on evolution and the relatedness of all life forms were purely speculative.

'The Origin of Species' by Charles Darwin (ISBN 0451529065) Darwin’s most notable scientific contribution was his vast body of evidence supporting the aforementioned hypotheses. Even more significantly, Darwin identified natural selection as the mechanism that determines evolutionary change. In his seminal treatise, “Origin of Species” (1859,) Darwin distilled the theory of evolution through two foundational concepts:

  1. In any ecosystem, individuals of the same species are likely to differ in their measurable characteristics. Such variations tend to be inherited.
  2. Living beings—plants and animals—reproduce more quickly than nature can impart the resources for their survival. Individuals of a species must therefore compete in order to live and reproduce in a competitive ecosystem.

Charles Darwin’s work on evolution was really a synthesis of concepts from comparative anatomy, paleontology, geology, geography, and animal breeding.

Advancing his theories further, in “The Descent of Man” (1871,) Darwin described humans as an outcome of evolution. Humans have the same general anatomical and physiological principles as animals and are in fact an advanced animal form whose superior traits are a consequence of evolutionary progression. Darwin hypothesized that humans share a common ancestry with animals, more specifically evolving from primates.

The Big Gap in Darwin’s Theory: Lack of an Explanation for Heredity

'The Descent Of Man' by Charles Darwin (ISBN 1463645961) In the introduction to The Descent of Man, Darwin wrote, “It has often and confidently been asserted, that man’s origin can never be known: but ignorance more frequently begets confidence than does knowledge: it is those who know little, and not those who know much, who so positively assert that this or that problem will never be solved by science.”

Darwin’s theories about the evolution of humankind created an instant uproar among advocates of Christian theology and its concept of a wise, benevolent, and omnipotent Creator as laid out in the Book of Genesis. Since then, few scientific theories have been as hotly debated among nonscientists as evolution and its opponent, creationism (and recently, intelligent design.)

After The Descent of Man, it was more than a decade before Darwin’s work came to be scientifically established. Darwin’s work remained deficient—if natural selection was to have lasting effects, these advances had to be conserved and passed on from one generation to the next. He agreed with scientists who argued that his evolutionary theory failed to explain how variations are transmitted from parents to their offspring.

Mendelian Inheritance in Andalusian Fowls - Cross-breeding Experiments by Gregor Mendel

Cross-breeding Experiments by Gregor Mendel: Evidence of Heredity

Between 1856 and 1863, independent of Charles Darwin (1809–1882,) Moravian monk Gregor Mendel (1822–1884) conducted extensive pea plant breeding experiments in his monastery’s garden. He systematically studied what farmers had known for centuries: that crossbreeding animals and plants creates “hybrid” offspring with desirable traits. Based on his pea plant experiments, Mendel laid the foundational rules of genetic inheritance and heredity.

Synthesis of Darwin and Mendel’s Work as the Foundation of Life Sciences

It was not until the 1930s, long after both Darwin and Mendel’s deaths, that biologists started to study Mendel’s work on heredity in conjunction with Darwin’s theory of natural selection. Scientists were then able to understand how variation of characteristics is passed on to new generations and how evolution is a process of descent with modification. Mendel’s laws provided justification of inheritance, thereby completing Darwin’s theory of natural selection. Subsequently, Darwin’s theory became the basic mechanism of evolution—evolutionary genetics was established as biology’s central theorem and the bedrock concept of all life sciences. From that point on, Darwin became one of the most influential persons in human history.

Scientists continue to fine-tune humankind’s understanding of evolutionary biology as new evidence and fresh insights pour in from biochemistry, genetics, archaeology, neuroscience, and various other disciplines.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Scientists, Thought Process

Vincent van Gogh on Living Life with Zeal and Engaging Oneself in Work

April 1, 2015 By Nagesh Belludi Leave a Comment

Self-Portrait with Bandaged Ear - Vincent van Gogh

My article earlier this week presented a brief life story of the renowned Dutch painter Vincent van Gogh followed by inspirational quotations chosen from his letters to his brother Theo.

This article will explore his philosophy of work and his sense of devotion, as evidenced by extracts mainly from Vincent’s letters to Theo. I have interspersed fascinating bits of Vincent’s life in hopes that the story of this extraordinary man who achieved so much in the face of adversity may inspire you and, perhaps, elicit further admiration (recommended biography) and even sympathy.

The Letters of Vincent van Gogh

During most of his adult years, Vincent van Gogh wrote copious letters primarily to his brother Theo. Vincent wrote less frequently to his mother, one of his sisters, friends, and collaborators. The Van Gogh Museum in Amsterdam maintains a comprehensive compilation of his letters. I also recommend “Ever Yours: The Essential Letters”, a fascinating anthology of Vincent’s letters to Theo.

'Ever Yours: The Essential Letters' by Vincent van Gogh (ISBN 0300209479) The accessible correspondence between Vincent and Theo is mostly one-way communication. This is because Theo retained the great majority of Vincent’s letters; but Vincent, owing to neglect, retained just a few of Theo’s replies.

Vincent’s letters offer a profound, soul-searching description of the jagged life of a genius who achieved much in the face of adversity. His letters make a splendid record of his life, work, and philosophy. They have provided the primary source and substance of numerous scholarly studies, particularly by art historians and psychiatrists.

Vincent’s letters reveal the inner workings of his mind and heart like few others have done. His letters were extemporaneous ‘thinking aloud’ journals: he took paper everywhere and scribbled his thoughts spontaneously while he was thinking or creating art. For this reason, Vincent’s letters aren’t easy reads—his thoughts often appear unstructured and abstruse.

Vincent van Gogh on Finding Meaningful Work

Portrait of the Postman Joseph Roulin by Vincent van Gogh Vincent embarked upon his artistic career at the somewhat advanced age of 27. According to biographers, he showed no signs that he was precocious during his childhood. All through youth, Vincent struggled to find his place in the world and held various occupations where he proved deficient. Before resolving to devote his life to art, Vincent wrote,

We’ve talked quite a lot about what we feel to be our duty and how we should arrive at something good, and we rightly came to the conclusion that first of all our goal must be to find a certain position and a profession to which we can devote ourselves entirely.

And I think that we also agreed on this point, namely that one must pay special attention to the end, and that a victory achieved after lifelong work and effort is better than one achieved more quickly.

He who lives uprightly and experiences true difficulty and disappointment and is nonetheless undefeated by it is worth more than someone who prospers and knows nothing but relative good fortune. …

… Do let us go on quietly, examining all things and holding fast to that which is good, and trying always to learn more that is useful, and gaining more experience.

If we but try to live uprightly, then we shall be all right, even though we shall inevitably experience true sorrow and genuine disappointments, and also probably make real mistakes and do wrong things, but it’s certainly true that it is better to be fervent in spirit, even if one accordingly makes more mistakes, than narrow-minded and overly cautious. [Letter to Theo, April 1878]

Vincent van Gogh’s Concept of Work and Idea of Art

Core to Vincent’s philosophy was his belief that the concept for a work must precede the execution of the work. At the beginning of his tenure as an artist, Vincent outlined his idea of art,

Art is man added to nature … nature, reality, truth, but with a significance, a conception, a character, which the artist brings out in it, and to which he gives expression … which he disentangles, sets free and interprets. [Letter to Theo, June 1879]

Vincent van Gogh on the Primacy of Work

The tragic circumstances of Vincent’s life allowed him to pursue his calling for just 11 years, the time required by most artists to master their technique fully. During those 11 years, Vincent experimented and practiced art with a steady sense of purpose. He continued to paint right up until his fateful suicide. On deeming one’s work as one’s salvation, Vincent wrote,

How much sadness there is in life! Nevertheless one must not become melancholy. One must seek distraction in other things, and the right thing is to work. [Letter to Theo, September 1883]

Echoing Martin Luther and John Calvin’s emphasis on conscientiousness and hard work (now labeled ‘Protestant work ethic‘,) Vincent believed that work is life’s highest reward and worthy of submission:

I believe more and more that to work for the sake of the work is the principle of all great artists: not to be discouraged even though almost starving, and though one feels one has to say farewell to all material comfort. [Letter to Theo, February 1886]

He firmly believed that art—or more generally, work—like religion, was a way to communion with God.

To try to understand the real significance of what the great artists, the serious masters, tell us in their masterpieces, that leads to God; one man wrote or told it in a book; another, in a picture. [Letter to Theo, July 1880]

Vincent’s letters provide a profile of the shifting quality of his moods. Later, as a mature artist, he regarded his ability to create more sacrosanct than his godliness,

I can very well do without God both in my life and in my painting, but I cannot, ill as I am, do without something which is greater than I, which is my life—the power to create. [Letter to Theo, September 1888]

Starry Night Over the Rhone by Vincent van Gogh

Vincent van Gogh on the Sense of Achievement and Identity that it Brings

Throughout his life, Vincent struggled to find meaning and establish some kind of harmonious relationship with the outer world. He seemed governed entirely by emotions (“the little emotions are the great captains of our lives and we obey them without realizing it,” he once wrote to Theo.) People found him awkward and unreasonable; he even didn’t tend to his physical appearance. He acknowledged,

It is possible that these great geniuses (Rembrandt, Delacroix, Zola, Balzac, Millet) are only madmen, and that one must be mad oneself to have boundless faith in them and a boundless admiration for them. If this is true I should prefer my insanity to the sanity of others. [Letter to Emile Bernard, July 1888]

He caused anger, strife, or embarrassment wherever he went. He struggled in his professional and romantic relationships. However, he was determined to seek his sense of social identity through work. He wrote,

What am I in the eyes of most people? A good-for-nothing, an eccentric and disagreeable man, somebody who has no position in society and never will have. Very well, even if that were true, I should want to show by my work what there is in the heart of such an eccentric man, of such a nobody. … Everyone who works with love and with intelligence finds in the very sincerity of his love for nature and art a kind of armor against the opinions of other people. [Letter to Theo, July 1882]

Vincent van Gogh on “the Secret of Beautiful Work”: Utmost Sincerity

Do you know that it is very, very necessary for honest people to remain in art? … To a great extent the cause of the evil lies in the fact that the intentions of the great landscape painters have been misconstrued. Hardly anyone knows that the secret of beautiful work lies mainly in truth and sincere sentiment. [Letter to Theo, December 1882]

One of the keys to Vincent’s greatness is his incredible sincerity to his work. He exhibited his sense of extreme sincerity in two vocations he held before he decided to devote his life to being an artist. In both these instances, he proved deficient by giving too much of what the circumstances demanded of him.

  • At age 13, Vincent apprenticed with a leading art dealer in Paris where he assisted in the sale of paintings, photographs, and lithographs. This was his first experience with art. Within months, he began discussing unreservedly his opinions about the qualities of artwork with potential customers and frequently talked them out of sales. Within a year, his employer fired Vincent for conducting himself in a manner antithetical to the interests of the art dealership.
  • At age 26, Vincent started work as a lay preacher in a mining community in southern Belgium. Vincent was seized with compassion for the miners who toiled in darkness and exposed themselves to filthy dust. Having fully committed himself to this job and wanting to be like the poor miners, he even smeared his hands and face with soot and dirt. He gave away his belongings, lived on bread and water, and slept on a sack spread out on the floor of his miserable shed. The church’s committee of elders reprimanded Vincent for carelessness in dress and lack of dignity in the conduct of his office. They chastised him for his excessive zeal and dismissed him. His mother complained of his uncompromising stubbornness: “He will never comply with the wishes of the committee, and nothing will change him.”

Portrait of Dr. Gachet by Vincent van Gogh

Vincent van Gogh on Giving Everything One’s Got to One’s Work

After nine years of meticulous experimentation and assiduous practice, Vincent developed his artistic expertise to a level where he could execute art swiftly. For the next two years, he focused on his artwork and produced masterpieces notwithstanding debilitating bouts of mental illness.

On investing in learning technique and mulling over ideas, Vincent said,

I consider making studies like sowing, and making pictures like reaping. [Letter to Theo, September 1882]

Successful people have the ability to concentrate on a single problem for extended periods of time. Vincent wrote,

The sooner one seeks to become competent in a certain position and in a certain profession, and adopts a fairly independent way of thinking and acting, and the more one observes fixed rules, the stronger one’s character becomes, and yet that doesn’t mean that one has to become narrow-minded.

It is wise to do that, for life is but short and time passes quickly. If one is competent in one thing and understands one thing well, one gains at the same time insight into and knowledge of many other things into the bargain.

It’s sometimes good to go about much in the world and to be among people, and at times one is actually obliged and called upon to do so, or it can be one way of ‘throwing oneself into one’s work unreservedly and with all one’s might’, but he who actually goes quietly about his work, alone, preferring to have but very few friends, goes the most safely among people and in the world. One should never trust it when one is without difficulties or some worry or obstacle, and one shouldn’t make things too easy for oneself. …

… Launching out into the deep is what we too must do if we want to catch anything, and if it sometimes happens that we have to work the whole night and catch nothing, then it is good not to give up after all but to let down the nets again at dawn.

And not troubling ourselves too much if we have shortcomings, for he who has none has a shortcoming nonetheless, namely that he has none, and he who thinks he is perfectly wise would do well to start over from the beginning and become a fool. [Letter to Theo, April 1878]

Vincent van Gogh Found Solace and Meaning in Painting

When he lived in the town of Arles in Southern France, he suffered his first attack of mental disturbance and cut off his own ear after a dispute with another artist during Christmas 1888. By May of 1889, he had already suffered two horrifying episodes of psychotic illness. Following a complaint about his conduct by the townspeople of Arles, he was terrified of the possibility of compulsory incarceration. He voluntarily joined the Saint-Paul Asylum in Saint-Remy-de-Provence.

Vincent could not paint during periods of mental illness while at the asylum. On the road to recovery, Vincent sought peace in nature. He found solace and meaning in painting. He drew inspiration from nature and painted some of his well-known works here, including The Starry Night, and Wheat Field series. To Vincent, budding flowers symbolized the cycle of life and butterflies represented hope. Even the metamorphosis of a caterpillar into a butterfly symbolized the ability of humans to transform,

… since nothing confutes the assumption that lines and forms and colours exist on innumerable other planets and suns as well, we are at liberty to feel fairly serene about the possibilities of painting in a better and different existence, an existence altered by a phenomenon that is perhaps no more ingenious and no more surprising than the transformation of a caterpillar into a butterfly or of a grub into a maybug. [Letter to Emile Bernard, July 1888]

Vincent van Gogh on the Frustration of Inactivity and Incoherence

One of the most impressive features of Vincent’s letters is the depth of his self-analysis, even about his debilitating illness and his helplessness with social wellbeing. Even when growing up, he possessed a difficult temper and lacked self-confidence. He wrote,

Do not imagine that I think myself perfect or that I think that many people taking me for a disagreeable character is no fault of mine. I am often terribly melancholy, irritable, hungering and thirsting, as it were, for sympathy; and when I do not get it, I try to act indifferently, speak sharply, and often even pour oil on the fire. I do not like to be in company, and often find it painful and difficult to mingle with people, to speak to them. But do you know what the cause is —if not at all, of a great deal of this? Simply nervousness; I am terribly sensitive, physically as well as morally, the nervousness having developed during those miserable years which drained my health. [Letter to Theo, July 1882]

Vincent’s lifestyle exacerbated his mental condition and compounded his problems. Towards the end of his life, he was deeply upset by the inability to paint and the incoherence in his creative process during periods of illness. After taking to work again during his stay at the Saint-Paul asylum in Saint-Remy-de-Provence, he wrote,

Life passes in this way, time does not return, but I am working furiously for the very reason that I know that opportunities for work do not recur. Especially in my case, where a more violent attack could destroy my ability to paint for good. … I am trying to recover, like someone who has meant to commit suicide, but then makes for the bank because he finds the water too cold.[Letter to Theo, September 1889]

Conceivably, at the brink of death, Vincent was conscious about his mortality.

Theo van Gogh and Johanna van Gogh-Bonger

No discussion of Vincent van Gogh (1853–90) would be complete without mention of the extraordinary devotion of his brother Theo van Gogh (1857–91) and the zeal of Theo’s wife Johanna van Gogh-Bonger (1862–1925.)

Portraits of Vincent van Gogh and Theo van Gogh

Theo van Gogh, the Devoted Brother

Vincent wouldn’t have been an artist had it not been for a squabble he had with his brother Theo who was visiting Vincent after he’d been fired from his job as a lay preacher in 1880. Until then, he held a variety of occupations—art dealer, schoolteacher, book seller, priest—where he proved deficient. Theo declared that the van Gogh family was worried about Vincent’s lack of direction in life, especially after several false starts in various vocations. Vincent once wrote,

Either inside or outside the family, they will always judge me or talk about me from different points of view, and you will always hear the most divergent opinions about me. And I blame no one for it, because relatively few people know why an artist acts as he does. [Letter to Theo, April 1881]

The ensuing dispute between Theo and Vincent marked a serious turning point in Vincent’s life: he resolved to become an artist. He would build on what was once a mere pastime. He would finally find his place in the world.

For the next eleven years, until Vincent’s tragic suicide from a self-inflicted gunshot, Theo supported Vincent not only emotionally, but also provided him a monthly stipend in exchange for his artworks.

The tragedy of Vincent’s life overwhelmed Theo. After losing his adored brother for whom he’d dedicated his life, Theo seemed no more himself. He suffered a stroke that led to paralysis. His health deteriorated rapidly and he died at the age of 33, just six months after Vincent’s death.

Johanna van Gogh-Bonger, the Determined Sister-in-Law

Vincent van Gogh signed only a few of his pieces “Vincent” but did not sign his name in full. He said,

Van Gogh is such an impossible name for many foreigners to pronounce; if it should happen that my pictures found their way to France or England, then the name would certainly be murdered, whereas the whole world can pronounce the name Vincent correctly. … they will surely recognize my work later on, and write about me when I’m dead and gone. I shall take care of that, if I can keep alive for some little time. [Quoted by Anton Kerssemakers, April 1912]

Johanna van Gogh-Bonger, Vincent van Gogh’s sister-in-law and Theo van Gogh’s wife, played a pivotal role in initiating the legacy and renown of Vincent. Johanna inherited all of Vincent’s artwork from Theo. Theo hadn’t been able to save much money because Vincent had been a perpetual drain on Theo’s earnings as an art dealer. Even though Johanna needed money to live on, she did not sell Vincent’s art.

Johanna came from a wealthy family with connections to artists throughout Europe. In the few years after Vincent’s death, Johanna contributed his art pieces to many exhibitions. She compiled 650 of his letters to Theo and published them in three volumes in 1914. She even wrote the first memoir of Vincent. She shared Theo’s conviction that, one day, Vincent’s artistic genius would be widely acknowledged. She lived to see that day.

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Filed Under: Great Personalities, Inspirational Quotations, The Great Innovators Tagged With: Artists, Christianity, Creativity, Philosophy

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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