Unorthodox use of products is often the key to unlock- ing new value potential.The real purpose of a product is to do a job, and innovative thinking requires engaging the customer in the creative process to discover the jobs that need doing and the adaptations and innovations customers derive to get the job done.
Leaders need the backup of the organization and a global perspective to support the process of innovation. If we wish to encourage divergent thinking, thereby discov- ering new perspectives, we must tap into disparate cultural backgrounds. l