Appendix

Eat, Sleep, Innovate’s appendix provides the following reference materials and tools:

  • Culture of Innovation Bookshelf:  Indispensable sources for learning more about creating a culture in which the behaviors that drive innovation success come naturally
  • Culture Change Literature Review:   A summary of our study of recent research and writing about culture change
  • Culture of Innovation Diagnostic:   A detailed diagnostic to help you assess the degree to which your organization has a culture of innovation
  • What’s the Status of Your Innovation Relationship?:  A quick diagnostic to assess the degree to which your organization is committed to innovation
  • Bag of 101 BEANs:  Brief descriptions of 101 BEANs, including the 42 that appeared in the main part of this book along with 59 additional ones

Culture of Innovation Bookshelf

The following “bookshelf” contains the authors’ favorite literature related to the topics in Eat, Sleep, Innovate.

Innovation

Innovation and Entrepreneurship by Peter Drucker (1985). Rereading Drucker is always amazing. He was way ahead of his time.

The Four Steps to the Epiphany by Steven Gary Blank (2005). Not as widely known as Eric Ries’s 2011 book The Lean Startup, but Blank served as Ries’s mentor and serves as the originator of the translation of academic research by Rita McGrath, Henry Mintzberg, and others into the world of startups.

Change by Design by Tim Brown (2009). A very useful overview of the principles and practices of design thinking by IDEO’s longtime CEO.

Business Model Generation by Alexander Osterwalder and Yves Pigneur (2010). A practical, visual guide to business models and a great companion to Reinvent Your Business Model by Innosight’s Mark Johnson (2018).

How Will You Measure Your Life? by Clayton Christensen et al. (2012). Clearly, many Christensen books could make this list, but this is the most accessible guide to his core research.

Seeing Around Corners by Rita McGrath (2019). Many McGrath books and articles could make this list as well. This is her most recent feature-length book and provides a good overview of her other work.

Behavior Change

The Power of Full Engagement by Jim Loehr and Tony Schwartz (2003). This book showcases the concept that, by focusing on energy and not on time, one can achieve peak performance and get more done by doing less.

Mindset by Carol Dweck (2006). Dweck’s research and cogent writing on fixed-versus-growth mindsets has influenced everything from organizational design to school curriculums.

Nudge by Richard H. Thaler and Cass R. Sunstein (2007). This book is academically rich while also driving real practical impact; it helped, for instance, to inform the formation of the “nudge unit” (formally known as the Behavioural Insights Team) in the UK government.

Switch by Chip and Dan Heath (2010). Like all the books by the Heath brothers, this is very accessible, providing a practical guide to behavior change.

Thinking, Fast and Slow by Daniel Kahneman (2011). The seminal work by the person who many consider the intellectual founder of behavioral psychology.

Culture

Organizational Culture and Leadership by Edgar H. Schein (first published in 1985). Schein’s work—particularly that on breaking culture down into artifacts, espoused values, and shared assumptions—has defined the field for two generations.

Change the Culture, Change the Game by Roger Connors and Tom Smith (2011). This book details how organizations can build and then sustain a new culture by fostering accountability across all levels and by considering the relationships between experiences, beliefs, actions, and results.

Collective Genius by Linda A. Hill, Greg Brandeau, Emily Truelove, and Kent Lineback (2014). A powerful book that details how “creative abrasion” can unleash innovation.

Creativity, Inc. by Ed Catmull with Amy Wallace (2014). The Pixar story told in this book is compelling and serves as a practical guide to creating a culture that spurs creativity.

The Fearless Organization by Amy Edmondson (2018). This is a great book that showcases how psychological safety encourages risk-taking and innovation.

Organizational Capabilities

Out of the Crisis by W. Edwards Deming (1982). A timeless classic that shaped the quality movement, which informed agile development, the lean startup, and more.

Managing to Learn by John Shook (2008). One of Paul’s nominees, this book goes deep into “A3 thinking,” one of the pillars of lean management. Paul’s review: “Amazing.”

Building a Growth Factory by Scott D. Anthony and David S. Duncan (2012). This is the shortest of the eleven books written by members of Innosight’s leadership team, and, dare we say, the dullest. But it provides (in our view!) a clear, cogent overview of how to think systematically about innovation.

Scaling Up Excellence by Robert Sutton and Huggy Rao (2014). A useful, scientifically grounded guide to what it takes to scale and spread good ideas in established organizations.

Measuring What Matters by John Doerr (2018). This recent book is an accessible guide to the ideas that longtime Intel CEO detailed in the classic book High Output Management, most notably the power of OKRs (objectives and key results).

Culture Change Literature Review

There is no shortage of advice for the culture-change-seeking leader. The word cloud that follows (shaped like a butterfly to indicate “change”) resulted from an Innosight team analyzing twenty-two articles on culture change. The articles were published between 2014 and 2019 in the Harvard Business Review, the Sloan Management Review, and the McKinsey Quarterly, and in literature by design consulting company IDEO. Ten of the articles had some variant of the word “innovation” in the title. Ten themes appeared across multiple articles and stand as reasonable principles for driving culture change:

  1. Align strategy with culture:  Too often a company’s strategy is at odds with the ingrained practices and attitudes of its culture. A strategy’s effectiveness depends on cultural alignment, and leaders must clearly connect their desired culture with their strategy and business objectives.
  2. Communicate effectively:  Leaders must make sure the target culture is clearly articulated and communicated throughout the organization. Effective communication links to challenges that matter with employees and provides opportunities to help people better understand and connect to the change imperative.
  3. Secure buy-in:  Culture change requires strong senior-leadership support. Unless there is vocal and consistent support from the top of the company, managers tend to default to doing what is easy, which is to keep doing what they are currently doing.
  4. Focus on the customer:  Leaders should remain customer-centric and put the customer’s point of view among their top considerations. Customer needs should be understood at the outset and their feedback sought continually.
  5. Value teamwork and openness:  Today’s problems are far too complex to be solved by a lone genius working in isolation and require people who can collaborate, listen, and build strong networks. Unnecessarily narrowing the backgrounds, experiences, and outlooks of the people on a team limits the solution space and risks creating an echo chamber that normalizes and reinforces inherent biases. Unvarnished candor ensures that ideas evolve and improve. If people are afraid to criticize, openly challenge superiors’ views, debate the ideas of others, and raise counter-perspectives, change can be crushed.
  6. Encourage experimentation:  Culture change struggles in a risk-averse environment that punishes failure. Small experiments that allow people to fail quickly and cheaply and to share their learning helps accelerate change.
  7. Give people autonomy:  While senior leaders can set a broad direction for employees to set their sights on, they must provide autonomy to enable those deeper in the organization to localize the culture change to their specific context.
  8. Walk the talk:  Leaders should make sure they are setting the kind of behavioral example they want the organization to emulate. In particular, they should show a sense of inquiry and curiosity, in which they accept new ideas and avoid being dismissive of change.
  9. Celebrate quick wins:  The easiest way to quash criticism is to demonstrate success. Quick wins build momentum for broader change.
  10. Measure and monitor:  Culture is ephemeral enough to begin with. Finding ways to measure and monitor change helps employees understand how their contributions are being evaluated, developed, or deployed. This encourages accountability at all levels.

Culture change literature review word cloud.

Culture of Innovation Diagnostic

Are your Happy Harrys fearful of expressing themselves? Have they broken through their individual shackles but lack the skills to successfully innovate? Or is there yet another barrier standing in the way of creating a culture where the behaviors that drive innovation success come naturally? The culture of innovation diagnostic goes through five areas to help you answer these questions.

1. Perceptions

The perception battery has twelve items:

  1. I feel confident that I understand how to innovate.
  2. Our leaders regularly “act as innovators.”
  3. I believe that our organization truly puts the customer first when making strategic decisions.
  4. We are expected to voice our opinions.
  5. We are empowered to make decisions.
  6. I feel that teams take ownership of their actions.
  7. Decision-making in our organization is guided by data.
  8. Our organization makes it “safe” to take well-thought-out risks, even if we might fail.
  9. I am confident that the ideas I work on will move forward and help the organization.
  10. I get energized and excited by being in this organization.
  11. When I think about innovation, I get energized and excited.
  12. I am allowed to be creative with a job I have to accomplish.

Respondents are given seven answer choices for the above questions:

  • Completely disagree (1 point)
  • Mostly disagree (2 points)
  • Somewhat disagree (3 points)
  • Neither agree nor disagree (4 points)
  • Somewhat agree (5 points)
  • Mostly agree (6 points)
  • Completely agree (7 points)

The total score for this section ranges from 12 to 84.

2. Proficiencies

This battery asks respondents about the degree to which they individually possess fourteen specific skills that help to drive innovation success.

  1. Ethnographic research (the process of spending time in the field to develop a rich, nuanced understanding of customers and stakeholders)
  2. Ideation (developing innovative ideas to address identified problems)
  3. User experience design (designing products and services in ways that help prospective customers adopt and use them)
  4. Business and technology scouting (looking externally to identify interesting companies or technological developments before they become mainstream)
  5. Business model design (developing ways to support compelling products with methods for delivering and capturing value at scale)
  6. Entrepreneurial finance (capably using mechanisms, such as Eric Ries’s idea of “innovation accounting” or Rita McGrath’s concept of “reverse income statements,” to gain financial insight into early-stage ideas without getting lost in overly detailed, and surely incorrect, financial forecasts)
  7. Assumption identification (being able to separate out the few things you truly know about an idea from the greater number of explicit and implicit assumptions you have about it)
  8. Data analytics (designing, executing, and interpreting numerical analyses to inform strategic decisions)
  9. Prototyping (creating a “good enough” version of an idea; this could be a physical prototype of a product, a mockup of a digital service, or a test market of a business model)
  10. Experiment design and execution (designing and executing robust tests to learn about critical assumptions)
  11. Summarizing and acting on learning from experiments (comparing results of tests against initial hypotheses and determining whether to keep exploring, change course, or stop the effort)
  12. Pitching ideas (summarizing and sharing an innovative idea in a way that quickly captures its essence and motivates action)
  13. Launching ideas (moving from testing and prototyping to implementation)
  14. Scaling ideas (creating a robust, repeatable idea that delivers sustainable value)

For more information on these skills, see The First Mile, The Lean Startup, Discovery-Driven Growth, and The Innovator’s DNA.

Respondents are given four answer choices to use for the questions above:

  • Not aware of the skill (0 points)
  • Can describe what the skill is (3 points)
  • Can do it on my own (4.5 points)
  • Can teach others how to do it (5 points)

The total score for this section ranges from 0 to 70.

3. Practices

This section asks respondents about the last time they engaged in twelve specific innovation practices.

  1. Spent time with a customer (external or internal) without a formal agenda to better understand “what makes them tick”
  2. Went to an external trade show or conference
  3. Visited a startup
  4. Had a supplier, customer, or partner share an innovative idea with them
  5. Shared a rough idea for a new product, service, or process/internal improvement with a work colleague
  6. Talked to someone at their organization about their interesting habit or background
  7. Worked on a cross-functional project team with colleagues outside of their function, division, or geography
  8. Used an innovative product or service launched by a competitor
  9. Ran an experiment at work
  10. Received praise for taking a risk at work
  11. Read a book, watched a movie/video, or listened to a podcast to learn more about innovation
  12. Had hands-on experience designing or launching a new product, service, or process/internal improvement

Respondents are given four answer choices:

  • Never (0 points)
  • At some point in my life (3 points)
  • Within the last year (4 points)
  • Within the last month (5 points)

The total score for this section ranges from 0 to 60.

4. Enablers

This section asks respondents about their work experiences to gauge the presence of fifteen specific innovation enablers.

  1. I have a clear understanding of my organization’s vision.
  2. I know how my role helps achieve my organization’s vision.
  3. I have a clear understanding of how my work impacts the business functions and customers.
  4. We have a common understanding of what we mean by “innovation” in this organization.
  5. There are formal structures or groups in my organization to help identify new ideas and develop solutions.
  6. I have a clear understanding of why innovation ideas are accepted or rejected by leaders.
  7. I can get the resources I need to innovate.
  8. I have sufficient time and space on my calendar to innovate.
  9. The way in which I am appraised (e.g., KPIs) supports the vision and culture we want to create.
  10. I can easily access tools to help with experimentation and innovation.
  11. We have good tools to assess the value of, and make decisions about, uncertain ideas.
  12. We have a formal mechanism that seeks to extract lessons from failures.
  13. I know where to find support and coaching to help with innovation-related activities.
  14. I have a clear understanding of the reporting structures in my organization.
  15. Our office space and environment is conducive to collaboration.

The answer choices are the same as those in the perceptions section. The total score for this section ranges from 15 to 105.

5. Innovation Performance

The section asks five questions about the degree to which a company’s innovation efforts are creating value.

  1. We are better than our industry peers at driving growth through innovation.
  2. We are a global leader (across industries) at driving growth through innovation.
  3. We are responding to marketplace changes faster than our competition.
  4. Our innovation efforts are delivering meaningful commercial results.
  5. We are ahead of our peers at driving transformation.

The answer choices are the same as those in the perceptions section. The total score for this section ranges from 5 to 25.

Calculating the Culture of Innovation Score

Our culture of innovation score gives equal weight to perception, skills, behaviors, and enablers. Performance is not part of the score. To calculate the score, we divide each section by its maximum score, and multiply by 25. See the table below for an example calculation.

Section score

Max section score

Percent of max score

Weighted score (out of 25)

Perception

50

84

59.5%

14.9

Proficiencies

35.5

70

50.7%

12.7

Practices

49

60

81.7%

20.4

Enablers

48

105

45.7%

11.4

The resulting score in this case is a 59.4 out of 100.

The full survey also asks basic demographic questions around an individual’s geographic base and job role. Adding on customized choices, such as a division or home office, allows an analysis of how culture-of-innovation scores vary across an organization.

The survey is available on this book’s companion website (www.eatsleepinnovate.com). Fill it in yourself to get an individual score. Send it to a few of your colleagues. If you can get ten or more people to take the survey (and you contact us to let us know), we’ll send you a customized report showing how your organization scored.

The culture of innovation diagnostic is still an emergent instrument and not the result of rigorous academic research. As such, the results, particularly if the survey is self-administered, should be viewed as directional and illustrative.

What’s the Status of Your Innovation Relationship?

The culture of innovation diagnostic is a serious instrument. And innovation—something different that creates value—requires a serious ongoing commitment. But many leaders who think they are seriously committed to innovation are really just flirting with it. There’s nothing wrong with flirting—or even with taking the next step and having an innovation fling—as long as leaders recognize that they aren’t likely to get significant returns without making a more serious commitment.

Unfortunately, because innovation is so frequently confused with creativity or the generation of ideas, many companies dramatically overestimate their commitment to innovation. That leads to disappointment when creative ideas don’t translate into impact. The short quiz below, inspired by the somewhat tongue-in-cheek quizzes that populate fashion magazines, is a simple way to assess your organization’s commitment level to innovation.

Flirting

A Fling

Committed

Who is working on innovation?

What’s innovation? (If this is your answer, you might want to stop the quiz now!)

Some people spend bounded time on innovation (like on Free Thinking Fridays).

We have dedicated resources who eat and sleep innovation.

What are the backgrounds of the people working on it?

Some of our best performers.

Internal employees who have demonstrated a history of successful innovation.

A blend of internal talent and external hires who have a proven track record.

What are they working on?

Nothing specific—it takes a thousand flowers, right?

All hands are on deck for a single make-or-break “bet the company” initiative.

We have a portfolio of efforts ranging from day-to-day improvements to more strategic opportunities.

Where does the money come from?

Our budget is focused on operating priorities, so there isn’t any money for it.

We don’t have a budget for innovation, but we find money when we need it.

We have a dedicated budget for innovation.

What’s in it for them?

Suffering—it’s their job. If they screw up, they’ll feel it.

Glory—the spotlight shines bright when they succeed.

Riches—we have specific incentive programs for innovation.

What is leadership’s role?

Get out of the way—we don’t want to constrain it.

We have a special quarterly meeting where senior leaders talk about it.

We have a member of the executive committee or board who owns it.

Word association: “Innovation is …”

Random! We just hope for the best.

Fun! We support it but don’t constrain it.

A discipline! We approach it systematically.

Give yourself a point for every answer in the left column, three points for every answer in the middle column, and five for every answer in the right column. Use your total score find where you stand on the scale below.

  • Fewer than 10 points:  You tease! You are still just flirting with innovation.
  • Between 10 and 25 points:  All right, you’ve had your innovation fling. Are you ready to get serious?
  • More than 26 points:  Congratulations! You have made the lifelong commitment to innovation.

Bag of 101 BEANs

BEANs are behavior enablers, artifacts, and nudges that hack habits, encourage innovative ways of working, and drive cultural change that sticks and scales. This book included detailed writeups of these forty-two BEANs.

Organization and BEAN name

Description

Adobe—Kickbox (chapter 3)

A physical box with step-by-step experiment guides and a prepaid $1,000 debit card

Airbnb—Live from Day 1 (chapter 7)

Direct encouragement to push code to the website on a coder’s first day

Amazon.com—Empty Chair (chapter 6)

The ritual of leaving an empty chair to remind meeting participants of the importance of the customer

Amazon.com—Future Press Release (chapter 3)

The practice of describing ideas via “future press releases” from a customer perspective

Asana—No Meeting Wednesday (chapter 8)

Guidelines to have one day a week where employees can do “deep work”

Atlassian—Premortem (chapter 7)

Team discussions over what factors could lead projects to fail, helping them to anticipate issues before they happen

BNP Paribas—Innovation Book and Awards (chapter 6)

An idea contest where the best ideas are collated into a book

Boehringer Ingelheim—Lunch Roulette (chapter 3)

An easy-to-use website to set up “lunch dates” with new people

Bridgewater—transparent employee ratings (chapter 7)

An employee-rating mechanism to publicly determine each employee’s strengths and weakness and to share ratings on virtual “baseball cards”

Danfoss—Man on the Moon (chapter 5)

An innovation competition to encourage expansive thinking

DBS—Culture Canvas (case study after chapter 3)

A ritual where a team fills in and then signs a poster-sized template with business goals, team roles, and norms

DBS—Culture Radar (chapter 7)

A mechanism to visualize and track experiments related to culture change.

DBS—Gandalf Scholarship (chapter 3)

Employees can receive S$1,000 (US$740) to study any topic of interest, as long as they teach it back to the organization

DBS—Joy Space (chapter 8)

An open infrastructure to encourage agile ways of working and to spark collaboration

DBS—Kiasu Committee (chapter 8)

A mock courtroom in which any employee can “sue” the owner of a policy or process that is unnecessarily standing in the way of getting things done

DBS—MOJO (case study after chapter 2)

A way to bring greater discipline and inclusivity to meetings by routinely designating a Meeting Owner (“MO”), who sets the agenda and ensures wide participation, and a Joyful Observer (“JO”), who intervenes if people are distracted and provides public feedback to the MO

DBS—70:20:10 (case study after chapter 3)

A framework borrowed from a similar program at Google suggesting that developers spend 70 percent of their time on day-to-day work, 20 percent on work-improvement ideas, and 10 percent on experiments and pet projects

DBS—Team Temp (case study after chapter 3)

Teams use a web-based app to gauge a project team’s mood, both quantitatively and qualitatively

DBS—Wreckoon (chapter 7)

A PowerPoint slide randomly appears during meetings, with questions to prompt candid discussions

Google—Bureaucracy Busters (chapter 5)

Organization-wide ideation sessions to source ideas for reducing organizational red tape

Google—#MonkeyFirst (chapter 7)

A mantra and ritual to focus attention on the hardest problem first

HubSpot—Unlimited Free Books (chapter 5)

A program through which anyone can get any book free of charge

Innocent—Just Go with It (chapter 7)

A practice in which employees who are 70 percent confident in an idea are encouraged to try it out

Innosight—Innosight Different (chapter 3)

Visible cartoons and an annual award to reinforce following values like humility and collaboration, supported by a regular survey that nudges leader role-modeling

Innosight—First Friday (chapter 3)

A monthly ritual where the organization gathers, thoughtfully designed and supported to spur collaboration

Intuit—innovation catalysts (chapter 8)

Trained employees who act as coaches for up to 10 percent of their time

LinkedIn—InDay (chapter 8)

A ritual where employees invest one day a month on themselves and their passion projects

MetLife—LumenLab Wall of Customers (chapter 5)

A structured way to help employees better relate to customers

Nordstrom—“Yes, and …” (chapter 6)

The practice of having critique come in the form of “Yes, and …”

Optus—Close-Ups (chapter 5)

A program where people spend a day in a store with the customer relations team

Pixar—Braintrust (chapter 6)

A group of diverse thinkers who ritualistically provide honest critiques on work-in-progress movies

Pixar—intersection-supporting infrastructure (chapter 6)

Office design with open infrastructure that encourages chance meetings and spurs creativity

Pixar—Plussing (chapter 6)

The practice of making sure critique is balanced with constructive suggestions

Qualcomm—My Pain Points (chapter 5)

A ritual where individuals share interesting articles or experiences to spark creativity

Qualcomm—Stumping Google (chapter 5)

A ritual of enabling creativity by trying to design a Google query that returns no results

Singtel—WITCH (chapter 4)

The ritual of regularly asking, “Who is the customer here?” “What is their concern?” and “What is the conclusion?” to reinforce customer-centricity

Spotify—Bets Board (chapter 8)

A centralized database containing all of Spotify’s innovation bets that all employees can access

Supercell—Cheers to Failure (chapter 7)

The standard process of celebrating success with beer and failure with champagne, with stories shared publicly

Tasty Catering—Great Game of Business (chapter 8)

A weekly game that associates play to learn more about how the business operates

Tata—Dare to Try (chapter 3)

An annual prize and public recognition for teams that failed but learned something valuable

Toyota—A3 Report (chapter 6)

A succinct communications tool in which essential information is captured on a single A3-sized page

Toyota—Andon Cord (chapter 8)

A mechanism by which employees are empowered to stop production when they see a problem

Innosight has collated another fifty-nine BEANs, which are detailed below.

Organization and BEAN name

Description

3M—Thou Shall Not Kill a New Product Idea

A management policy never to immediately reject new ideas proposed by employees

Airbnb—Elephants, Dead Fish, and Vomit

A common vocabulary to catalyze honest two-way conversations (“elephants” are big things no one is talking about, “dead fish” are incidents from a few years back that people can’t get over, and “vomit” represents issues that people just need to get out of their systems)

Alibaba Group—Aliway

An internal, rewards-based communications platform to solicit honest firmwide feedback on ideas

Alibaba Group—Kung Fu Nicknames

The practice of giving employees kung fu nicknames (founder Jack Ma’s was Feng Qingyang) to break down barriers and encourage collaboration1

Amazon.com—Disagree and Commit

A principle to encourage debates during decision-making but to give 100 percent commitment to the decisions made

Amazon.com—Institutional Yes

Formal mechanisms to discourage rejection of ideas without an explanation or suggestions to improve it

Amazon.com—memos over slides

The practice of sending memos for prereading instead of using PowerPoints during meetings to encourage focused discussions

Amazon.com—The “?” Email

A process in which CEO Jeff Bezos forwards customer complaints to relevant employees with a simple “?” as the subject line, with an expectation that a response will come in a few hours

Amazon.com—Two-Pizza Rule

A mantra and principle to keep teams small enough to be fed by two pizzas, in order to encourage collaboration and agility

Amazon.com—WOCAS Reports

An automated process to extract customer insights (“What our customers are saying?”) from contact centers and share them with the relevant departments

Apple—Monday is Review Day

A ritual to ensure an efficient and lean decision-making process during time-critical product-development cycles

Asana—Polish Week and Grease Week

A practice where employees spend a week each to improve customer experiences (polish) and back-end processes (grease)

Atlassian—Innovation Week

A weeklong hackathon to create a feature or prototype for a bounded strategic area

Atlassian—Shipit

A dedicated twenty-four-hour hackathon to question the status quo and create something new

Bank of America—data-based employee experience design

A program to collect behavior data using wearable devices and use that data to create better employee experiences, such as common lunch hours to facilitate knowledge sharing

Conductrics—Best Case, Worst Case

The practice of accelerating decision-making by articulating the best and worst outcomes for each idea

DBS—3S 1R

People presenting ideas need to have three suggestions (3S) and one recommendation (1R), which encourages divergent thinking and empowerment

Evernote—The Dialogue Box

A weekly ritual where senior leaders dedicate an hour to chat with employees

Facebook—Faceversary

An annual ritual of celebrating employee anniversaries

Google—café for interactions

An infrastructure to encourage interactions and collaboration

Google—Fixit Sprints

A twenty-four-hour sprint dedicated to fixing a specific problem

Google—Googlegeist

An annual firmwide survey to solicit feedback on a range of topics

Google—GUTS

A mechanism by which employees raise issues using the Google Unified Tracking System (GUTS) and leaders prioritize issues worth solving

Google—Noogler Hat

The ritual of making new employees feel welcome and at ease during their first firmwide meeting by having them wear a funny hat saying they are a new Googler, or “Noogler”

Google—Nooglers, Xooglers, and Spooglers

Standard terms used to refer to employees and their families: a Noogler is a new employee, a Xoogler is a former employee, and an employee’s spouse or significant other is a Spoogler

Google—OKR sharing

Product-development teams publicly share objectives and key results to create alignment and accountability

Google—Tech Talks

A series of talks on diverse topics to infuse diversity in thinking and curiosity

Google—10X Thinking

A guiding principle and ritual that encourages people to think about what it would take to come up with something ten times better than current solutions

HubSpot—JEDI: “Just Effing Does It”

An award to recognize an ownership mindset and proactive actions

HubSpot—Unlimited Free Meals Program

A fully sponsored lunch program to encourage curiosity and collaboration

HubSpot—SFTC: “Solve for the Customer”

A mantra and guiding principle to encourage customer-centricity

IBM—Innovation Jam

A large-scale online platform to solicit opinions and suggestions on varied topics

IDEO—Tea Time

The ritual of sharing knowledge and exchanging ideas over sponsored tea and snacks

Jobvite—Rookie Cookies

A ritual in which new-hires bring cookies on their first day to share with colleagues and encourage introductory conversations

Johnson & Johnson—Creative Engagement Community

A community program and tools to encourage employees to develop themselves and their ideas

Kraft—Foodii

A online employee community for conducting market research, generating ideas, and testing new concepts

LinkedIn—company all-hands

Biweekly full-company meetings to encourage open communication and collaboration

LinkedIn—Space Lift

An annual workplace decoration competition to encourage humor and a sense of belonging

Nestlé—reverse mentoring

A reverse mentoring program, where insights and business concepts are exchanged between young and senior executives

OOG Rotterdam Eye Hospital—Team-Start Huddles

A daily team huddle to encourage open communication and collaboration

OXO—Glove Wall

Lost gloves, signifying the different hands that touch OXO’s products, are displayed on the wall to nudge customer-centricity

P&G—Heroic Failure Awards

An award ceremony to recognize intelligent risk-taking and failures

Pixar—effective postmortems

Data-informed after-action review sessions to capture learnings

Pixar—Failure Gallery

Artifacts from failed projects that are displayed in a gallery to celebrate failures and nudge experimentation

Pixar—Incomplete Works

The ritual of sharing unfinished work at team meetings to catalyze creativity

Pixar—Notes Day

An all-hands-on-deck day dedicated to improving operational efficiency

Porch—Around-the-Porch

A weekly ritual of discussing experiments and their outcomes

Porch—Mr. Sparkles

A ritual in which employees who try something big and bold but spectacularly fail proudly display a stuffed animal, named Mr. Sparkles, on their desks for a week

Qualcomm—Flux

An employee-driven ideation ritual where diverse groups spend ninety minutes every two weeks to discuss user needs worth solving

Rite-Solutions—Mutual Fun

A gamified employee upvoting system to prioritize projects and make investment decisions via an internal ideas stock market

Spotify—experimentation weeks

Weeklong “unbounded” hackathon events to drive experimentation and risk-taking

Spotify—Fail Wall

The ritual of showcasing and discussing failures to capture learning and encourage risk-taking

SWA—Culture Wall

A physical wall with photos of people, inspirational ideas, trends, news stories, and current work projects to remind employees of the world beyond their desks and office

Toyota—5 Whys

A ritual of arriving at the root cause of the problem by asking “Why?” five times

Toyota—TCISS

A platform called Toyota’s Creative Idea and Suggestion System (TCISS) to collect ideas augmented by an award ceremony to recognize the best ones

Toyota—Impossible Goals

The practice of setting audacious goals to inspire employees and encourage expansive thinking

Twitch—new-employee videos

An employee onboarding process in which new-hires share a video about themselves at companywide events

Twitter—weekly launch meetings

Weekly team meetings where experiment data is used to drive launch decisions

Vivint—full-scale model home

A large-scale physical replica of a customer’s home to support customer-centricity

1. We’re not sure this counts as a kung fu nickname, but a team once gave Scott a bobblehead with his head on the body of Yoda from the Star Wars movies, leading to the nickname … wait for it … Scoda.

You can see more complete descriptions of the 101 BEANs listed here and download BEANstorming cards from our companion website at www.eatsleepinnovate.com.

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