Innovative ideas create a ripple effect—one great idea can guide innovation in a completely different industry, changing the future of that industry forever.

Consider smart phones. Touch screen technology evolved from a great idea to lead the development of smart phones into an entirely new era. Now, every time you touch an iPhone screen, you complete a circuit, and a small jolt of electricity shoots through your skin resulting in curser movement. Today it seems old-hat, and most people don’t think twice about it when they tap, swipe, swish, or drag.

Disney Senior Research Scientist, Ivan Poupyrev saw an opportunity with this technology and had a theory: What if he sent a broad spectrum of AC current through everyday objects? Would those objects be able to sense touch? The answer was yes, and he and his team developed Touché, a sensor system that takes “touch-technology” to a whole new level. Imagine the ripple effect that will come from this new idea!

Two simple words in Poupyrev’s theory are key to thinking creatively, generating new ideas and driving innovation at Disney: “What if…?”

In some organizations, Ivan’s question might be met with:

• “That’s a crazy idea”
• “That will never work”
• “Yeah, but …”

At Disney, a likely response would be, “Yes, and …” followed by another idea, or ideas, that build on the original.

“What if …,” and “yes, and …,” are simple, yet powerful, concepts requiring a disciplined approach. In fact, at Disney Institute we believe that creativity is not an escape from disciplined thinking; it is an escape with disciplined thinking.

To develop more disciplined thinking, we must, in many cases, re-train the right side of our brain—the side that is best at expressing emotions and creative tasks. So, while we believe that everyone is inherently creative, sometimes it helps to to intentionally nurture right-brain creativity. As Walt Disney once said, "Every child is blessed with a vivid imagination. But just as a muscle grows flabby with disuse, so the bright imagination of a child pales in later years if he ceases to exercise it."

Who knows, you might have the next Ivan Poupyrev on your team!




Voted one of the “Most Creative People in 2013” by Fast Company, Ivan Poupyrev and his research team are changing the stakes for the future of touchscreens. You can read more about it on the Disney Research site.

Disney Institute, the business-insights and advisory segment of The Walt Disney Company, draws on more than 80 years of experience operating a vast array of diverse business operations. Disney Institute exists to inspire new thinking, culturally transform organizations, and drive sustained excellence. To learn more, visit the LinkedIn page, “Like” them on Facebook or follow them on Twitter.

As we head into Father’s Day Weekend, it’s hard to forget the things dad does to make that relationship so special. Growing up, it seemed like my father had an answer for every problem, he was a fixer — he taught me the right way to do things.

So it probably comes as no surprise that the best leaders have a few things in common with dad. Here are five of those instances:

1. Leading by example: It’s every child’s go-to retort, “But why don’t YOU have to drink milk with dinner?” Leadership choices may not always regard a dinnertime beverage choice, but leaders who enact a “Do as I say, not as I do” policy are inviting distrust and uncertainty into their circles. Remember, your behaviors tell a story about what you value as a leader.

2. Recognition: I always knew when I had messed up because I was told I had done so. But I also remember the exhilarating feeling I had when my father told me, as he put it, “You done good, partner.” It’s all too easy to point out missteps — the best leaders take the time to recognize employees for a job well done.

3. Seeing the Bigger Picture: I remember trying my hand at assembling a piece of furniture for our family room television to sit atop. I had completed about 2/3 of the assembly when I realized that I had installed an integral panel backwards, requiring me to disassemble the entire piece and leaving a host of unnecessary screw holes. Frustrated and in a huff, I announced that I had ruined the furniture and was ending my “career” as an installer as quickly as it had begun. But there was my father to show me that the disassembly might not take as long as I had anticipated and that the screw holes would not be visible at distance that guests would view the television from.

In times of turbulence, leaders resist the temptation for short-term expediency. Their ability to “see the forest from the trees” refocuses a situation that could otherwise detract from the overall goals and values of the collective group.

4. Making 1-on-1 Time a Priority: I remember when my father would take me out to eat after a ball game, or how he invited me to run errands with him so we could chat and catch up during the car ride. What made those moments special was that he had dedicated time just for me. Leaders who set aside regular time for their employees show their commitment to that employee’s well-being and personal development — don’t think that time is unappreciated, employees know all too well how busy their leaders truly can be.

5. The Ability to Inspire: We all have our moments of doubt, the ones where our goals and ambitions begin to feel out of reach. Like dad, leaders remind you of the work you have accomplished to get to where you are, they point out the unique qualities that set you apart from the crowd, and ultimately, they inspire you to get back on your feet and tackle each new day as an individual challenge just waiting for you to conquer it.

I’ll leave you with one final thought as we head into the weekend regarding a leaders legacy: the best legacy is not one that is only fondly remembered, but one that is actively emulated.

What leadership characteristics did you learn from your father? Share your favorite lessons in the comments below.

“In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.”  - Howard Schultz

The lifetime value of a customer is a popular term in marketing circles. It substantiates efforts by companies to go above and beyond, even at a short-term profit loss, to please their customers — with the hope that that customer will reward the brand with their future loyalty.

Walt Disney recognized that the first step to creating enduring customer loyalty is to understand what people need and want, and to then build products to meet those needs and wants. Above everything else, Walt emphasized the importance of creating an authentic relationship with a customer, and continually renewing that relationship in meaningful ways.

Three ways Disney drives customer loyalty:

1. Guests associate with Cast Members: People are innately drawn to human interaction. Providing it in a friendly manner that demonstrates a willingness to go above and beyond to meet the wants and needs of each unique Guest renews that Guest’s relationship and trust in the Disney brand.

2. Magical Moments: Memories are the essence of the Disney brand and Magical Moments allow Cast Members to take a routine task, such as a package delivery, and make it special by awarding a “Guest of the Hour” certificate and pin or having an impromptu hula hoop party.

3. Value Alignment: Relationships are strengthened when the Guest’s personal values align with the values of the organization. This is one reason Corporate Social Responsibility has become an expectation of companies.

Gallup is still several weeks away from releasing their State of the American Workplace results, but they have begun to preview some of their data showing changes in employee engagement from 2009 to 2012. The data represents responses from some 150,000 workers varied by industry and location.
 
The key takeaway — only 30% of respondents say they are fully engaged at work.
 
The study broke respondents down into three categories:
 

• Engaged (30%): Employees who have a connection and emotional stake in their work.
• Disengaged (54%): Employees with less of an emotional stake in their work; more likely to put forth a minimum amount of effort.
• Actively Disengaged (18%): Employees who are actively against the goals of their organization and/or boss.

One of the key drivers of employee engagement is the feeling that the organization and the employee’s leader genuinely care for their well-being and success. Caring for your people creates an emotional connection that drives commitment to goals and overall engagement in the organization.
 
Consider the ripple effect of care:

• Employees are more likely to stay
• Customers of more likely to stay
• Customers have a higher intent to recommend
• You have an engaged, committed workforce which exhibits the behaviors your organization desires

What impact could higher levels of employee engagement have on your organization? Share your thoughts and experiences in the comments below.

Yesterday, Disney Institute co-hosted a D’Think Chat on employee selection, training, and engagement with Doug Conant, Chairman of Avon, Founder & CEO of ConantLeadership and former President and CEO of Campbell Soup Company. Scroll through the tweets below for insights from yesterday’s discussion and share your own thoughts in the comments below.



D’Think Chats are generally held the first Wednesday of each month at noon ET and give participants the opportunity to engage with a Disney Institute facilitator. Join us on July 10 as we talk creativity and innovation with Ben Reed.