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Killer Innovations with Phil McKinney

Killer Innovations with Phil McKinney

著者： Phil McKinney
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 Step into the world of relentless creativity with the Killer Innovations Podcast, hosted by Phil McKinney. Since 2005, it has carved its niche in history as the longest-running podcast. Join the community of innovators, designers, creatives, entrepreneurs, and visionaries who are constantly pushing boundaries and challenging the status quo. Discover the power of thinking differently and taking risks to achieve success. The podcast covers a wide range of topics, including innovation, technology, business, leadership, creativity, design, and more. Every episode is not just talk; it's about taking action and implementing strategies that can help you become a successful innovator. Each episode provides practical tips, real-life examples, and thought-provoking insights that will challenge your thinking and inspire you to unleash your creativity. The podcast archive: KillerInnovations.com About Phil McKinney: Phil McKinney, CTO of HP (ret) and CEO of CableLabs, has been credited with forming and leading multiple teams that FastCompany and BusinessWeek list as one of the “50 Most Innovative”. His recognition includes Vanity Fair naming him “The Innovation Guru,” MSNBC and Fox Business calling him "The Gadget Guy," and the San Jose Mercury News dubbing him the "chief seer."See http://philmckinney.com 経済学
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  • Why Your Best People Give You The Worst Information

    Why Your Best People Give You The Worst Information
    2025/07/01
    The $25 Million Perfect Presentation Picture this: You're in a conference room with 23 executives, everyone has perfect PowerPoint presentations, engineering milestones are ahead of schedule, and you're about to sign off on a $25 million bet that feels like a sure thing. That was the scene at HP when we were developing the Envy 133—the world's first 100% carbon fiber laptop. Everything looked perfect: engineering was ahead of schedule, we projected a $2 billion market opportunity, and the presentations were flawless. Six weeks after launch, Apple shifted the entire thin-and-light laptop market, and our "sure thing" became a $25 million cautionary tale about decision-making. The Information Filter Problem Here's what I discovered: Your people aren't lying to you—they're protecting you. Every layer of management unconsciously filters out inconvenient truths. We had two massive blind spots: Competitive intelligence about Apple's roadmap had been sanitized before reaching decision-makersManufacturing complexity of carbon fiber production was presented as routine when it required entirely new processes Information in organizations goes through more filters than an Instagram photo. Each management layer edits out inconvenient truths—not from malice, but from basic human psychology. People want to be helpful, to be problem-solvers, to avoid being bearers of bad news. The Three Information Temperature Checks I started treating information like a scientist treats data, using three temperature checks: Emotional Temperature: Real market insights carry emotional weight. If presentations feel sanitized and emotionally flat, you're getting processed information.Granularity Temperature: Can people provide specific names, exact dates, and direct customer quotes? "Several customers" should become "Show me the Austin focus group transcript."Contradiction Temperature: Market reality is messy. If everything points in one direction, someone edited out the complexity. Five Battle-Tested Truth-Telling Techniques Technique 1: Pre-Mortem Confessions Anonymous submission of biggest fears before major decisions. Read aloud without attribution to remove personal risk and stress-test plans against criticisms. Technique 2: Messenger Reward System Formally reward people who bring bad news, not just problem-solvers. Recognition in leadership meetings and promotion consideration. Within six months, intelligence quality improved dramatically. Technique 3: Devil's Advocate Rotation Assign someone to formally challenge assumptions in every major presentation. Rotate among team members to institutionalize dissent and make doubt safe to express. Technique 4: Customer Voice Channel Spend 25% of time with direct customer contact. This included executive briefings but also weekends in retail stores watching real customer behavior. The gap between what customers wanted and what product teams assumed was staggering. Technique 5: Failure Story Requirement Every presentation must include one failure story—not dwelling on failures, but incorporating lessons from setbacks into decision-making. The Truth-Telling Scorecard I developed a six-factor scorecard (1-5 scale) to measure information quality: Signal Clarity: Specific details vs. high-level summariesEmotional Authenticity: Genuine weight vs. sanitized presentationsContradiction Comfort: Acknowledging messy reality vs. clean narrativesBad News Frequency: How often you get genuinely concerning informationMessenger Diversity: Multiple organizational levels vs. hierarchical channels onlySpeed of Uncomfortable Truth: How quickly market shifts reach you Review quarterly—scores below 3 signal information silos are forming. Five Questions Every Leader Should Ask When did someone last challenge my assumptions with specific, verifiable data?Are my presentations carrying emotional weight or feeling sanitized?What contradictory information am I not seeing?Who am I rewarding—problem-solvers or truth-tellers?How many management layers are filtering my market intelligence? Key Takeaway Building a truth-telling culture isn't about finding better people—it's about creating better systems for handling difficult information. The market will always contain signals that contradict your plans. The question is whether those signals can survive the journey to your desk. This Week's Challenge: Try one technique—run a pre-mortem confession on your next major decision or assign a devil's advocate to your next presentation. Small changes in how you handle information can prevent million-dollar mistakes. For the complete Truth-Telling Scorecard and detailed frameworks, visit Phil's Studio Notes on Substack. For the full backstory on the HP Envy 133 project, including all the details, check out the complete article there. Subscribe to the Killer Innovations Podcast | Watch on YouTube
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    20 分
  • 3 Innovation Decision Traps That Kill Breakthrough Ideas (And How to Avoid Them)

    3 Innovation Decision Traps That Kill Breakthrough Ideas (And How to Avoid Them)
    2025/06/24
    Every breakthrough innovation starts the same way: everyone thinks it's a terrible idea. Twitter was dismissed as "breakfast updates." Google looked "too simple." Facebook seemed limited to "just college kids." Yet these "stupid ideas" became some of the biggest winners in tech history. After 30 years making innovation decisions at Fortune 100 companies, I've identified why smart people consistently miss breakthrough opportunities—and how to spot them before everyone else does. Why Smart People Miss Breakthrough Ideas The problem isn't intelligence or experience. It's that we ask the wrong questions when evaluating new innovations. We filter breakthrough ideas through frameworks designed for incremental improvements, not revolutionary changes. Most innovation decisions fail because of three specific thinking traps that cause us to dismiss ideas with the highest potential for transformation. The 3 Innovation Decision Traps Trap #1: The Useless Filter The Question That Kills Innovation: "What existing problem does this solve?" Why It's Wrong: Breakthrough innovations don't solve existing problems—they create entirely new behaviors and meet needs people don't even know they have. Real-World Example: Airbnb seemed insane when it launched. Staying with strangers? Seeing them in the kitchen? The "problem" it solved—expensive hotels—wasn't what made it revolutionary. It created an entirely new behavior: experiential travel that hotels couldn't provide. The Better Question: "What new human behavior could this enable?" Trap #2: The Simplicity Dismissal The Question That Kills Innovation: "Where are all the features? This looks too basic." Why It's Wrong: Simplicity isn't a lack of sophistication—it's the hardest thing to achieve. When something is designed to be insanely simple to use, that signals massive effort and thought behind the design. Real-World Example: Google was just a white page with a search box while Yahoo crammed everything onto their homepage. Google looked unprofessional and incomplete, but it eliminated complexity everyone thought was necessary. The Better Question: "What complexity is this eliminating?" Trap #3: The Market Size Mistake The Question That Kills Innovation: "How big is the addressable market? Why limit yourself so severely?" Why It's Wrong: Breakthrough innovations don't serve existing markets—they create entirely new markets. The biggest opportunities come from ideas that seem too niche or focused. Real-World Example: Facebook was just for college students requiring .edu email addresses. Critics said the market was too narrow. But social media users didn't exist before Facebook—the company created the entire market. The Better Question: "What market could this create?" The Innovation Decision Framework When evaluating ideas that seem "stupid" or "too simple," use this three-question filter: What new behavior could this enable?What complexity could this eliminate?What market could this create? These questions force you to look beyond surface-level problems and features to identify transformational potential. How to Apply This Framework For Investors: Stop asking "What problem does this solve?" Start asking "What behavior does this create?" For Product Teams: Stop adding features. Start eliminating complexity. For Leaders: Stop looking for big existing markets. Start looking for new market creation potential. For Innovators: Stop following what everyone else thinks is smart. Start looking for ideas that violate conventional wisdom. The Pattern Recognition Advantage The current AI boom follows the exact same pattern as the dot-com bubble. Every company is racing to add AI to their pitch, just like they added ".com" in 1999. But the real breakthrough opportunities? They're probably something completely different—ideas that look terrible to everyone following the AI herd. The companies that will win are those that can recognize breakthrough potential when it violates everything the market thinks is smart. The Courage to Act on "Stupid" Ideas Recognition is only half the battle. The hardest part is having the courage to act on opportunities when they contradict expert opinion and market consensus. The biggest question isn't whether you can spot these opportunities—it's whether you'll have the conviction to pursue them when everyone else thinks they're terrible ideas. Because twenty years from now, someone will be writing about the "stupid idea" they missed in 2025 that became the next trillion-dollar company. Want the Behind-the-Scenes Story? This framework came from some painful (and expensive) lessons about dismissing breakthrough ideas. I share the full story—including how I wrote off the team that created Twitter after Apple destroyed their original business—in this week's Studio Notes. Listen to the full analysis: Subscribe to the Killer Innovations podcast for deeper dives into innovation decision frameworks. See the framework in action: Watch my case ...
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    15 分
  • The $1.2 Billion Innovation Disaster: 5 Decision Mistakes That Kill Breakthrough Technology (HP WebOS Case Study)

    The $1.2 Billion Innovation Disaster: 5 Decision Mistakes That Kill Breakthrough Technology (HP WebOS Case Study)
    2025/06/10
    In 2011, HP killed a $1.2 billion innovation in just 49 days. I was the Chief Technology Officer who recommended buying it. What happened next reveals why smart people consistently destroy breakthrough technology—and the systematic framework you need to avoid making the same mistake. HP had just spent $1.2 billion acquiring Palm to get WebOS—one of the most advanced mobile operating systems ever created. It had true multitasking when iOS and Android couldn't handle it, an elegant interface design, and breakthrough platform technology. I led the technical due diligence and recommended the acquisition because I believed we were buying the future of mobile computing.We launched it on the HP TouchPad tablet. Then, the CEO killed it just 49 days after launch. Here's a question that should keep every innovation leader awake at night: How do you destroy breakthrough technology worth over a billion dollars in less than two months? The answer isn't what you think. It's not about bad technology, poor market timing, or insufficient resources. It's about systematic thinking errors that intelligent people make when evaluating innovation under pressure. And these same patterns are happening in companies everywhere, right now. I'm going to show you exactly how this happens, why your company is vulnerable to the same mistakes, and give you a proven framework to prevent these disasters before they destroy your next breakthrough innovation. On my Studio Notes on Substack, I share the personal story of watching this unfold while recovering from surgery. In this episode, I want to focus on the systematic patterns that caused this disaster and the decision framework that can prevent it. Here's my promise: by the end of this episode, you'll understand the five thinking errors that consistently destroy innovation value, you'll have a complete decision framework to avoid these traps, and you'll know exactly how to apply this to your current innovation decisions. Because here's what this disaster taught me: intelligence doesn't predict decision quality. Systematic thinking frameworks do. The Pattern That Destroys Billion-Dollar Innovations Let me start with the fundamental problem that makes these disasters predictable. When the HP Board hired Leo Apotheker as CEO, they created what I call a "cognitive mismatch," and it reveals why smart people make terrible innovation decisions. Apotheker came from SAP, where he'd run a $15 billion software company. HP was a $125 billion technology company with breakthrough mobile platform technology. The board put someone whose largest organizational experience was half the size of HP's smallest division in charge of evaluating platform innovations he'd never encountered before. But here's the crucial insight: the problem wasn't his experience level. The problem was how his professional background created mental blind spots that made him literally unable to see WebOS as an opportunity. Here's what's dangerous: Apotheker couldn't see WebOS as valuable because his entire career taught him that software companies don't do hardware. His brain was wired to see hardware as a distraction, not an advantage. To him, WebOS represented exactly the kind of hardware business he wanted to eliminate. Your expertise becomes your blind spot. You literally can't see opportunities outside your professional comfort zone. And this is the first critical principle: Your job background creates mental filters that determine what opportunities you can even see. And this pattern is happening in your company right now. Your finance team evaluates platform investments using metrics designed for traditional products. Your marketing team rejects concepts they can't explain with existing frameworks. Your engineers dismiss breakthrough ideas that don't fit current technical roadmaps. The pattern is always identical: intelligent people using the wrong thinking frameworks to evaluate breakthrough technology. Let me show you exactly how this destroys innovation value. The Five Systematic Thinking Errors That Kill Innovation WebOS died because of five predictable cognitive errors that occur when smart people evaluate breakthrough technology under pressure. These aren't unique to HP—I've seen identical patterns destroy innovation value across multiple industries. Error #1: Solving the Wrong Problem The most dangerous mistake happens before you evaluate any options: framing the wrong decision question. Apotheker was asking "How do I transform HP into a software company?" when the strategic question was "How do we build competitive advantage in mobile computing platforms?" When you optimize solutions for the wrong problem, you get excellent answers that destroy strategic value. The Warning Sign: Your team jumps straight to evaluating options without questioning whether you're solving the right challenge. Error #2: Identity-Driven Decision Making Your professional background creates systematic blind spots about breakthrough ...
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    30 分

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