Invisible Solutions Book | 3-min Introduction by Stephen Shapiro

Introduction A Left Brained Approach to Innovation Growing up, I was not cool. The more popular kids picked on me. In hindsight, I understand why. I loved chemistry, physics and calculus. I was a member of the math club. Even my artistic endeavors, like marching band, were uncool. Let's face it, I was a nerd. My love of all things geeky continued through college where I majored in industrial engineering. I learned about statistics, probability and computer simulations and how all of that applies to manufacturing productivity. The early part of my career with Accenture, a global management consulting firm, focused on these engineering style activities. All of my work involved analysis, technical skills and methodology. I spent my first years as a computer programmer and in the early 1990s I got involved with process improvement work to make companies more efficient business process reengineering. This work was so geeky it even had the word engineering in it. I quickly learned that if companies optimize their processes, they will downsize their workforce. The tipping point came in 1995 when I was working on a project that resulted in 10,000 people losing their jobs. I had an existential crisis. It impacted me so deeply that I decided to take a six month sabbatical to look back on my contributions to the world, both positive and negative. After several months of reflection, I had an epiphany. I wanted to shift gears. I no longer wanted to eliminate jobs. I wanted to create jobs. I decided to dedicate my business life to innovation, creativity and helping companies grow. But I found one problem. It was difficult being a left brained engineer in this right brained world. In the minds of many business leaders, innovation and creativity are artistic endeavors that involve free thinking, lack of critical judgment and little structure. But being a process guy at heart, I felt a little out of place. I craved structure. Soon after, I shifted my focus to innovation. I took part in a brainstorming session that felt like we were going nowhere fast. Lots of ideas, little value. The group mantra was no idea is a bad idea. I did not share that opinion. My engineering soul craved a more predictable approach. I didn't want to stifle the creative process, but I did want to make it more efficient like I had with other business processes. So I reverse engineered the results companies wanted. And I quickly discovered that the best way to get there was indeed an engineering style approach. The process for driving better results doesn't start with great ideas. It starts with better questions. When I tested this approach with others, I saw that innovation was not just the domain of the naturally creative. Anyone can contribute, even nerds like me. Everyone is creative and innovative, just in different ways.