Jeremy Utley

Creativity is vital for innovation, but many organizational leaders don’t know how to tap it among their employees. Instead, they shower them with meetings and whiteboard sessions that go nowhere. Instead, the authors recommend finding new ways to give your employees the time and space they need to generate new ideas. Their five strategies include generating lots of ideas (including bad ones), creating a space for failure, blocking off unscheduled calendar time, focusing on problem-finding, and… Show more

Creativity is vital for innovation, but many organizational leaders don’t know how to tap it among their employees. Instead, they shower them with meetings and whiteboard sessions that go nowhere. Instead, the authors recommend finding new ways to give your employees the time and space they need to generate new ideas. Their five strategies include generating lots of ideas (including bad ones), creating a space for failure, blocking off unscheduled calendar time, focusing on problem-finding, and delaying decisions. Show less

For all the hype that innovation gets, the secrets of breaking through remain shrouded in mystery. Methods beat muses, and methods can be learned.

“Is this idea any good?” We get this question hundreds of times a year from students at Stanford. In what has become something of a pilgrimage at the university, aspiring entrepreneurs make their way to LaunchPad Office Hours to see if they have what it takes to build a new company, wondering whether their idea is good enough. But it’s not just start-up founders who wonder about the merits of their ideas. It’s a question that plagues individual contributors, managers, and executives in… Show more

“Is this idea any good?” We get this question hundreds of times a year from students at Stanford. In what has become something of a pilgrimage at the university, aspiring entrepreneurs make their way to LaunchPad Office Hours to see if they have what it takes to build a new company, wondering whether their idea is good enough. But it’s not just start-up founders who wonder about the merits of their ideas. It’s a question that plagues individual contributors, managers, and executives in commercial settings, too. Show less

After a dozen years at the helm of Stanford's Design Thinking executive programs, we've learned innovation has more to do with discipline than luck.

Cramming everyone into a conference room to "spitball" is a disaster. But with some structure and a system, literally thousands of ideas are within reach.

Fairchild Semiconductor put the silicon in Silicon Valley. But by the 21st century, it needed to reimagine itself. Tools we've pioneered while corporate advisors and instructors at Stanford's d.school, like “Wonder Wanders” and “Analogous Explorations,” made the difference.

“Teams succeed to the degree that there is a free flow of ideas. Read this book to learn how to bring out the best in others—and in yourself.” — Scott Galloway, bestselling author of The Four and Post Corona

Ideaflow: the number of ideas you or your team can generate in a set amount of time

We all want great ideas, but few actually understand how they’re born. Innovation doesn’t come from a sprint or a hackathon–it’s a result of maximizing ideaflow.

Jeremy Utley and Perry… Show more

“Teams succeed to the degree that there is a free flow of ideas. Read this book to learn how to bring out the best in others—and in yourself.” — Scott Galloway, bestselling author of The Four and Post Corona

Ideaflow: the number of ideas you or your team can generate in a set amount of time

We all want great ideas, but few actually understand how they’re born. Innovation doesn’t come from a sprint or a hackathon–it’s a result of maximizing ideaflow.

Jeremy Utley and Perry Klebahn of Stanford’s renowned Hasso Plattner Institute of Design (aka the “d.school”) offer a proven strategy for coming up with great ideas by yourself or with your team, and quickly determining which are worthy. Drawing upon their combined decades of experience leading Stanford’s premier Launchpad accelerator and advising some of the world’s most innovative organizations, like Microsoft, Michelin, Keller Williams Realty, and Hyatt, they’ll teach you how to:

• Overcome dangerous thinking traps
• Find inspiration in unexpected places
• Trick your own brain to be more creative
• Design and deploy affordable experiments
• Fill your innovation pipeline
• Unleash your own creative potential, as well as the potential of others

Perhaps you have experienced low ideaflow. Have you been in that quiet conference room, with a half-filled whiteboard, and an unmet business target?. With the proven system in this book, entrepreneurs, managers, and leaders will learn how to tap into surprising and valuable ideas on demand and fill the creative pipeline with breakthrough ideas. Show less