Steven Johnson, author of "Where Good Ideas Come From: A Natural History of Innovation" did a recent talk on US NPR and discussed his theories for tracking and mapping innovation. Clearl, his definition is wider than the organisational focus of management science, where innovation hits the bottom line and arises out of entrepreneurs or firms. (Sometimes, innovation is merely a descriptive backchannel for discussing entrepreneurial activity without offending economists).
Johnson is a more interesting writer. He views innovation as a consequence of open systems and sets out why limits on what is possible at any one time can lead to notions of simultaneous discovery: his concept of the 'adjacent possible'. Yet to read the book, but the linked transcript does not pay many dues to a whiggish interpretation. Any book on innovation runs the danger of a teleogical quicksand.
Yeah. I think one of the problems we have - and I think maybe this is true in the U.S. more than other places - that we have this assumption that the primary driver of innovation is the kind of competitive forces of the market.
This is a statement with some problems involved: since a political economy of research funding, co-operation and competition all inform the development of innovative cultures. A fairer statement would be that countries without competitive markets are far less open and far less innovative: liberty stands at the centre of creativity and discovery. Yet that is a liberty in thought, not drowned by rules or hierarchy. It does not need a state, only a structure steeped in privilege to ossify and punish free thought. It is that ability to challenge received ideas and authority that underpins all innovation. Even something seemingly as trivial as the built environment can prove critical:
You know, one of the environments that I talk about is this legendary building at MIT called Building 20, which I wouldn't be surprised if you've talked about it on the show in the past. And Building 20 was a building designed as a temporary structure in World War II at MIT to house all the work that was going to happen around the war effort. And they built it - it's, you know, the ugliest building you've ever seen, had no architectural value, whatsoever. And it was designed to be torn down after five years, or whatever. And it ended up lasting about 50 years. And the reason was that it basically out-innovated all the other buildings on the MIT campus.....
And the argument - and Stewart Brand talks about this in his wonderful book, "How Buildings Learn." The argument is that because the building was temporary, it - the people who are in it were free to kind of adapt it to whatever, kind of, the shape that their ideas required. So they'd - you know, their group would expand. And so they'd tear down a wall or they'd punch a hole in the ceiling or they'd drill something into the side of the wall, because nobody cared about the space.