growth-mindset-vs-fixed-mindset

Growth Mindset vs. Fixed Mindset

  • An individual with a growth mindset believes their intelligence and talents can be developed over time. Conversely, an individual with a fixed mindset believes their intelligence and talents are fixed traits that cannot be developed. The two mindsets were developed by American psychologist Carol Dweck while studying human motivation.
  • Both mindsets are comprised of conscious and subconscious thought patterns established at a very young age. In adult life, they have profound implications for personal and professional success.
  • Individuals with a growth mindset devote more time and effort to achieving difficult goals and by extension, are less concerned with the opinions or abilities of others. Individuals with a fixed mindset are sensitive to criticism and may be preoccupied with proving their talents to others.
AspectGrowth MindsetFixed Mindset
Beliefs About Abilities– Believes that abilities and intelligence can be developed and improved through effort, learning, and persistence. – Embraces challenges and views failures as opportunities to learn and grow.– Believes that abilities and intelligence are largely fixed traits, predetermined at birth or early in life. – Avoids challenges to protect self-esteem and sees failure as a reflection of inadequacy.
View of Effort– Values and embraces effort as a path to mastery and improvement. – Sees effort as a necessary and positive part of the learning process.– May view effort as pointless if abilities are fixed. – Tends to avoid effort to avoid potential failure or embarrassment.
Response to Challenges– Welcomes challenges and views them as opportunities for growth and development. – Maintains resilience in the face of setbacks and setbacks.– Avoids challenges to maintain a sense of competence and avoid the possibility of failure. – May become anxious or defensive in the face of challenges.
View of Failure– Sees failure as a natural part of the learning process. – Views mistakes and failures as opportunities to learn, adapt, and improve.– Tends to perceive failure as a reflection of one’s inherent inadequacy. – May feel shame, embarrassment, or disappointment in the face of failure.
Response to Criticism– Accepts constructive criticism as a means of growth and development. – Values feedback and uses it to improve.– May become defensive or dismissive in response to criticism, as it threatens the self-image of competence. – May avoid situations where criticism is possible.
Persistence and Resilience– Demonstrates persistence and resilience in the face of challenges and setbacks. – Continues to pursue goals and learning despite obstacles.– May give up easily when faced with challenges or setbacks. – Tends to avoid situations where failure is a possibility.
Long-Term Goals– Sets and pursues long-term goals with a focus on continuous improvement. – Embraces the journey of learning and development.– May set conservative goals or avoid setting goals altogether to prevent potential failure. – Focuses on maintaining existing competence.
Success and Achievement– Associates success and achievement with effort, learning, and growth. – Celebrates personal development and progress.– May associate success with inherent talent or luck rather than effort. – May not fully appreciate achievements and focus on avoiding failure instead.
Openness to Learning– Maintains a sense of curiosity and a willingness to learn new things. – Values learning and sees it as a lifelong pursuit.– May resist learning or trying new things that challenge existing competence. – May have a fixed mindset even in specific domains.
Similarities– Both mindsets influence attitudes and behaviors related to learning, achievement, and personal development. – Both mindsets can coexist in different areas of life.– Both mindsets reflect core beliefs about abilities and influence responses to challenges and setbacks. – Both can be influenced and changed over time.
Differences– Growth Mindset emphasizes the potential for growth, development, and adaptability. – Fixed Mindset emphasizes the stability and limitations of one’s abilities. – Growth Mindset embraces challenges and failures, while Fixed Mindset may avoid them.– Fixed Mindset tends to maintain a static view of abilities and may avoid challenges and failures to protect self-esteem. – Growth Mindset values effort, learning, and resilience as pathways to improvement.
When Observed– Often observed in individuals who are open to learning, value effort, and seek personal development. – Common among individuals who embrace challenges and view failures as opportunities for growth.– Often observed in individuals who fear failure, avoid challenges, and have a strong desire to maintain a sense of competence. – Common among those who are resistant to change or new experiences.

What are a growth mindset and a fixed mindset?

Individuals with a growth mindset believe their intelligence and talents can be developed over time.

They are willing to tackle challenges and have a passion for learning.

Conversely, individuals with a fixed mindset believe their intelligence and talents are fixed traits that cannot be developed.

They tend to avoid challenges and give up easily.

Understanding growth and fixed mindsets

The idea of growth and fixed mindsets was first introduced by American psychologist Carol Dweck, a leading expert in human motivation. 

Approximately three decades ago, Dweck wanted to know why some children sought out challenges while others avoided failure at all costs. She began studying the traits of each group, describing her work as follows:

My work bridges developmental psychology, social psychology, and personality psychology, and examines the self-conceptions (or mindset) people use to structure the self and guide their behaviour. My research looks at the origins of these mindsets, their role in motivation and self-regulation, and their impact on achievement and interpersonal processes.

This work was later synthesized into a 2007 book entitled Mindset: The New Psychology of Success.

In the book, the reader is encouraged to consider how their conscious and unconscious thoughts affect what they want and whether they will succeed in attaining it.

Dweck suggested that altering even the simplest of these thoughts or beliefs could profoundly impact nearly every aspect of life.

One of the most fundamental of these beliefs pertains to how the individual views and inhabits what they consider to be their personality.

A fixed mindset assumes our personality is fixed, while a growth mindset considers personality to be fluid, dynamic, and evolving.

These beliefs are developed very early and have significant implications for personal and professional success.

Characteristics of growth and fixed mindsets

The main difference between each mindset is the belief in the permanence of intelligence and one’s own ability. 

A growth mindset considers these factors to be changeable in either direction.

In other words, there is potential for improvement and regression – with the latter used as a means of improvement through learning from mistakes.

A fixed mindset considers there to be little room for neither improvement or regression.

With that said, here are a few qualities that differentiate the two mindsets.

An individual with a growth mindset:

  • Perseveres after experiencing failure or rejection.
  • Finds inspiration in the success of others.
  • Considers criticism a valuable tool for personal development.
  • Has an interest and willingness to learn.
  • Persists in overcoming obstacles.

On the other hand, an individual with a fixed mindset:

  • Wants to prove their intelligence or talent with no desire to improve it. 
  • Avoids challenging circumstances for fear of failure.
  • Treats criticism as a personal attack and in so doing, ignores valuable feedback.
  • Feels threatened by the success of others.
  • Gives up easily in situations requiring hard work, stamina, persistence, or dedication.

Growth Mindset: My Personal Experience

As a digital entrepreneur who has built an online media business, I can share my experience.

When I started blogging a few years back, I had a very low tolerance for failure, as I identified with it.

However, over time, as I experimented more and more, I learned to make failure part of the process.

In other words, today, I have a workflow where I need to experiment, execute and iterate very quickly to stay on top of my game.

This has led me to various mistakes and many failures over the years.

While failing is not pleasing at all. Over time, I learned that this is part of the growth process.

And the most interesting part?

Some of the mistakes I’ve made led me to challenge many of the assumptions I had.

In short, thanks to a fast process of iterations, I often ended up making – what I thought – were mistakes that instead turned into successful – and counter-intuitive – tactics!

That is the most incredible part of the growth process.

As you learn to structure it in a way that you know that failure will happen. As you make many – hopefully minor – mistakes along the way.

A small percentage of these mistakes will turn into incredible and valuable lessons you could have not learned otherwise.

Take, for example, the process of what I like to define as SEO Hacking, which I used years back to grow this blog.

Fixed Mindset: How Did I Overcome it?

Back in the 2010s, as I finished my studies as a lawyer, I undertook my MBA as I wanted to shift path.

At the time, I mainly had a fixed mindset, I was in my early 20s and would take most of the failure as something personal.

It took me years to reshape my thinking.

And this process started when I was in San Diego, California, working as an analyst in 2013, and I started to learn about neuroplasticity.

At the time, I learned that our brain, based on the context and how much we’re motivated to accomplish something, can be re-wired.

Thus, I managed to build a growth mindset that, these days, helps me build processes in whatever business endeavors I get into.

Today I understand that to grow, you need to build playbooks, workflows, and processes and keep developing your way and style of doing things.

For that, look at my idea generation guide.

Examples of Growth Mindset vs. Fixed Mindset Scenarios:

  • Handling Criticism:
    • Growth Mindset: Jane received feedback on her project proposal. She took the constructive criticism on board, made revisions, and improved the overall quality.
    • Fixed Mindset: John received similar feedback but took it personally, believing he simply wasn’t good at creating proposals.
  • Facing Challenges:
    • Growth Mindset: Lisa encountered a problem she hadn’t faced before. She viewed it as a learning opportunity and sought resources to overcome it.
    • Fixed Mindset: Mark faced a similar challenge and avoided it, thinking he wasn’t naturally good at that sort of task.
  • Learning New Skills:
    • Growth Mindset: Sarah wanted to learn a new language. Despite initial struggles, she persisted, believing her language abilities weren’t fixed.
    • Fixed Mindset: Alex tried learning an instrument but gave up quickly, thinking he wasn’t a “musical person.”
  • Experiencing Failure:
    • Growth Mindset: Emily’s startup didn’t succeed. She analyzed her mistakes, learned from them, and started a new venture with those lessons in mind.
    • Fixed Mindset: Tom’s business also faced challenges. He concluded he wasn’t cut out for entrepreneurship and never tried again.
  • Comparing with Peers:
    • Growth Mindset: When Ryan saw his colleague succeed, he was inspired and asked for tips and strategies to improve his own performance.
    • Fixed Mindset: When Kevin saw his colleague’s success, he felt threatened and believed he just didn’t have the same innate talent.
  • Approaching Difficult Subjects:
    • Growth Mindset: Naomi struggled with math. However, she sought help, practiced regularly, and believed she could improve with effort.
    • Fixed Mindset: Derek also found math hard and assumed he’d always be bad at it, so he didn’t put in extra effort.
  • Dealing with Change:
    • Growth Mindset: Sophia faced major changes at her workplace. She embraced the change, believing she could adapt and grow with the new environment.
    • Fixed Mindset: Ethan resisted the same changes, thinking he just wasn’t cut out for the new system.
  • Setting Goals:
    • Growth Mindset: Clara set challenging goals for herself, knowing they’d push her to grow, even if she didn’t fully achieve them.
    • Fixed Mindset: Leo set only easily achievable goals, fearing failure and believing he had limited capabilities.
  • Seeking Help:
    • Growth Mindset: When Adrian didn’t understand a concept, he sought help, believing it was a part of the learning process.
    • Fixed Mindset: When Ben faced a similar issue, he didn’t ask for help, thinking it would reveal his lack of intelligence.
  • Career Development:
  • Growth Mindset: Megan always looked for training opportunities, believing she could always develop and enhance her career skills.
  • Fixed Mindset: Jake avoided additional training, thinking he was either good at something naturally or not at all.

Key Highlights: Growth Mindset vs. Fixed Mindset

  • Origin & Researcher:
    • Concept introduced by American psychologist Carol Dweck.
    • Developed while studying human motivation and children’s responses to challenges.
  • Basic Principles:
    • Growth Mindset: Belief that intelligence and talents can be developed over time.
    • Fixed Mindset: Belief that intelligence and talents are static traits, unchangeable.
  • Formation:
    • Both mindsets are established early in life.
    • Comprised of conscious and subconscious thought patterns.
  • Implications:
    • Profound effects on personal and professional success.
    • Growth mindset leads to more effort, perseverance, and resilience.
    • Fixed mindset can lead to avoidance of challenges and sensitivity to criticism.
  • Behaviors & Attitudes:
    • Growth Mindset: Embraces challenges, learns from criticism, inspired by others’ success, and perseveres through obstacles.
    • Fixed Mindset: Avoids challenges, gives up easily, sees effort as fruitless, feels threatened by others’ success, and may ignore useful feedback.
  • Mindset Origins & Exploration:
    • Carol Dweck’s research aimed to understand why some children sought challenges while others avoided potential failure.
    • Findings synthesized in her book “Mindset: The New Psychology of Success.”
  • Beliefs about Personality:
    • Growth Mindset: Views personality as fluid and evolving.
    • Fixed Mindset: Believes personality traits are set in stone.
  • Personal Anecdotes:
    • Emphasized the importance of embracing a growth mindset in business and personal endeavors.
    • Recognizing the value in learning from failures and iterative processes.
    • Shifting from a fixed to a growth mindset can be transformative.
  • Application in Real Life:
    • Growth mindset fosters continuous learning, adaptability, and resilience.
    • Fixed mindset can limit potential and opportunities for growth.
ContextGrowth MindsetFixed Mindset
EntrepreneurshipAn aspiring entrepreneur with a growth mindset views failures as learning opportunities, iterates on their business ideas, and adapts to changing market conditions to achieve success.An entrepreneur with a fixed mindset may become discouraged by setbacks and failures, believing that they lack the innate talent or luck required for success.
Health and FitnessAn individual with a growth mindset towards fitness and health continually seeks to improve their physical well-being, embraces challenges in workouts, and focuses on long-term health goals.Someone with a fixed mindset may avoid physical challenges and exercise, believing that they are inherently unathletic or unable to change their body shape.
Innovation and InventionAn inventor with a growth mindset persists in experimenting with new ideas, learning from prototypes that didn’t work, and ultimately creates breakthrough innovations.An inventor with a fixed mindset may give up easily when initial attempts fail, convinced that they lack the genius required for groundbreaking inventions.
Teamwork and CollaborationTeam members with a growth mindset are open to collaboration, believe in the collective potential of the team, and work together to solve complex problems and achieve common goals.Team members with a fixed mindset may resist collaboration, believing that they can do tasks better alone and that others’ contributions are limited or inferior.
Parenting and Child DevelopmentParents with a growth mindset encourage their children to take risks, learn from mistakes, and persevere in their pursuits, fostering resilience and a love for learning.Parents with a fixed mindset may overly praise their children’s abilities, fearing that acknowledging mistakes may harm their self-esteem or reputation.
Diversity and InclusionOrganizations that embrace a growth mindset towards diversity and inclusion actively seek to promote equity, inclusion, and diversity of thought, fostering an environment where all voices are heard.Organizations with a fixed mindset may resist diversity initiatives, believing that existing practices are sufficient and that diversity efforts may disrupt the status quo.
Environmental ConservationIndividuals with a growth mindset towards environmental conservation continuously explore innovative ways to reduce their ecological footprint, support sustainable practices, and advocate for change.Individuals with a fixed mindset may resist adopting eco-friendly habits, believing that their actions won’t make a significant impact on global environmental issues.
Conflict ResolutionMediators with a growth mindset facilitate constructive dialogue and help conflicting parties find common ground and resolution, believing in the potential for reconciliation and understanding.Mediators with a fixed mindset may approach conflicts with a win-lose mentality, focusing on assigning blame rather than seeking collaborative solutions.
Learning New LanguagesLanguage learners with a growth mindset persist in their language studies, practice regularly, and view language barriers as opportunities to expand their cognitive abilities.Language learners with a fixed mindset may give up when faced with language difficulties, convinced that they lack the innate talent for language acquisition.
Crisis ManagementLeaders with a growth mindset in crisis management remain adaptable, identify lessons from past crises, and leverage challenges as opportunities for organizational improvement.Leaders with a fixed mindset may resist change during crises, believing that their established methods and strategies are the only path to success.

What are examples of a fixed mindset?

In a fixed mindset, the person believes their intelligence and talents are fixed traits that cannot be developed. Take the case of a person building a digital business, yet, stopping as soon as that person sees that the effort into the business is not turning into growth and as soon as that person encounters a failure. A person with a growth mindset knows that to succeed, they will need a consistent process of growth made of many failures along the way.

What are examples of a growth mindset?

Take the case of a digital entrepreneur building a successful blog, newsletter, or YouTube channel, after five years of continuous experimentation and hundreds of small to more significant failures. The growth mindset person will have incorporated a framework and process which leads to small to more significant failures along the way, which turn into incredible growth over time.

Which is better growth or fixed mindset?

A fixed mindset might seem better in the short term as it helps you avoid failure. However, in the long run, a growth mindset is way better, as it empowers you to become the sort of person you wish and to build valuable things in the world.

Read Next: Business Model Innovation, Business Models.

Connected Leadership Concepts And Frameworks

Leadership Styles

leadership-styles
Leadership styles encompass the behavioral qualities of a leader. These qualities are commonly used to direct, motivate, or manage groups of people. Some of the most recognized leadership styles include Autocratic, Democratic, or Laissez-Faire leadership styles.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Adaptive Leadership

adaptive-leadership
Adaptive leadership is a model used by leaders to help individuals adapt to complex or rapidly changing environments. Adaptive leadership is defined by three core components (precious or expendable, experimentation and smart risks, disciplined assessment). Growth occurs when an organization discards ineffective ways of operating. Then, active leaders implement new initiatives and monitor their impact.

Blue Ocean Leadership

blue-ocean-leadership
Authors and strategy experts Chan Kim and Renée Mauborgne developed the idea of blue ocean leadership. In the same way that Kim and Mauborgne’s blue ocean strategy enables companies to create uncontested market space, blue ocean leadership allows companies to benefit from unrealized employee talent and potential.

Delegative Leadership

delegative-leadership
Developed by business consultants Kenneth Blanchard and Paul Hersey in the 1960s, delegative leadership is a leadership style where authority figures empower subordinates to exercise autonomy. For this reason, it is also called laissez-faire leadership. In some cases, this type of leadership can lead to increases in work quality and decision-making. In a few other cases, this type of leadership needs to be balanced out to prevent a lack of direction and cohesiveness of the team.

Distributed Leadership

distributed-leadership
Distributed leadership is based on the premise that leadership responsibilities and accountability are shared by those with the relevant skills or expertise so that the shared responsibility and accountability of multiple individuals within a workplace, bulds up as a fluid and emergent property (not controlled or held by one individual). Distributed leadership is based on eight hallmarks, or principles: shared responsibility, shared power, synergy, leadership capacity, organizational learning, equitable and ethical climate, democratic and investigative culture, and macro-community engagement.

Ethical Leadership

ethical-leadership
Ethical leaders adhere to certain values and beliefs irrespective of whether they are in the home or office. In essence, ethical leaders are motivated and guided by the inherent dignity and rights of other people.

Transformational Leadership

transformational-leadership
Transformational leadership is a style of leadership that motivates, encourages, and inspires employees to contribute to company growth. Leadership expert James McGregor Burns first described the concept of transformational leadership in a 1978 book entitled Leadership. Although Burns’ research was focused on political leaders, the term is also applicable for businesses and organizational psychology.

Leading by Example

leading-by-example
Those who lead by example let their actions (and not their words) exemplify acceptable forms of behavior or conduct. In a manager-subordinate context, the intention of leading by example is for employees to emulate this behavior or conduct themselves.

Leader vs. Boss

leader-vs-boss
A leader is someone within an organization who possesses the ability to influence and lead others by example. Leaders inspire, support, and encourage those beneath them and work continuously to achieve objectives. A boss is someone within an organization who gives direct orders to subordinates, tends to be autocratic, and prefers to be in control at all times.

Situational Leadership

situational-leadership
Situational leadership is based on situational leadership theory. Developed by authors Paul Hersey and Kenneth Blanchard in the late 1960s, the theory’s fundamental belief is that there is no single leadership style that is best for every situation. Situational leadership is based on the belief that no single leadership style is best. In other words, the best style depends on the situation at hand.

Succession Planning

succession-planning
Succession planning is a process that involves the identification and development of future leaders across all levels within a company. In essence, succession planning is a way for businesses to prepare for the future. The process ensures that when a key employee decides to leave, the company has someone else in the pipeline to fill their position.

Fiedler’s Contingency Model

fiedlers-contingency-model
Fielder’s contingency model argues no style of leadership is superior to the rest evaluated against three measures of situational control, including leader-member relations, task structure, and leader power level. In Fiedler’s contingency model, task-oriented leaders perform best in highly favorable and unfavorable circumstances. Relationship-oriented leaders perform best in situations that are moderately favorable but can improve their position by using superior interpersonal skills.

Management vs. Leadership

management-vs-leadership

Cultural Models

cultural-models
In the context of an organization, cultural models are frameworks that define, shape, and influence corporate culture. Cultural models also provide some structure to a corporate culture that tends to be fluid and vulnerable to change. Once upon a time, most businesses utilized a hierarchical culture where various levels of management oversaw subordinates below them. Today, however, there exists a greater diversity in models as leaders realize the top-down approach is outdated in many industries and that success can be found elsewhere.

Action-Centered Leadership

action-centered-leadership
Action-centered leadership defines leadership in the context of three interlocking areas of responsibility and concern. This framework is used by leaders in the management of teams, groups, and organizations. Developed in the 1960s and first published in 1973, action-centered leadership was revolutionary for its time because it believed leaders could learn the skills they needed to manage others effectively. Adair believed that effective leadership was exemplified by three overlapping circles (responsibilities): achieve the task, build and maintain the team, and develop the individual.

High-Performance Coaching

high-performance-coaching
High-performance coaches work with individuals in personal and professional contexts to enable them to reach their full potential. While these sorts of coaches are commonly associated with sports, it should be noted that the act of coaching is a specific type of behavior that is also useful in business and leadership. 

Forms of Power

forms-of-power
When most people are asked to define power, they think about the power a leader possesses as a function of their responsibility for subordinates. Others may think that power comes from the title or position this individual holds. 

Tipping Point Leadership

tipping-point-leadership
Tipping Point Leadership is a low-cost means of achieving a strategic shift in an organization by focusing on extremes. Here, the extremes may refer to small groups of people, acts, and activities that exert a disproportionate influence over business performance.

Vroom-Yetton Decision Model

vroom-yetton-decision-model-explained
The Vroom-Yetton decision model is a decision-making process based on situational leadership. According to this model, there are five decision-making styles guides group-based decision-making according to the situation at hand and the level of involvement of subordinates: Autocratic Type 1 (AI), Autocratic Type 2 (AII), Consultative Type 1 (CI), Consultative Type 2 (CII), Group-based Type 2 (GII).

Likert’s Management Systems

likerts-management-systems
Likert’s management systems were developed by American social psychologist Rensis Likert. Likert’s management systems are a series of leadership theories based on the study of various organizational dynamics and characteristics. Likert proposed four systems of management, which can also be thought of as leadership styles: Exploitative authoritative, Benevolent authoritative, Consultative, Participative.

Related Innovation Frameworks

Business Engineering

business-engineering-manifesto

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Types of Innovation

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Business Competition

business-competition
In a business world driven by technology and digitalization, competition is much more fluid, as innovation becomes a bottom-up approach that can come from anywhere. Thus, making it much harder to define the boundaries of existing markets. Therefore, a proper business competition analysis looks at customer, technology, distribution, and financial model overlaps. While at the same time looking at future potential intersections among industries that in the short-term seem unrelated.

Technological Modeling

technological-modeling
Technological modeling is a discipline to provide the basis for companies to sustain innovation, thus developing incremental products. While also looking at breakthrough innovative products that can pave the way for long-term success. In a sort of Barbell Strategy, technological modeling suggests having a two-sided approach, on the one hand, to keep sustaining continuous innovation as a core part of the business model. On the other hand, it places bets on future developments that have the potential to break through and take a leap forward.

Diffusion of Innovation

diffusion-of-innovation
Sociologist E.M Rogers developed the Diffusion of Innovation Theory in 1962 with the premise that with enough time, tech products are adopted by wider society as a whole. People adopting those technologies are divided according to their psychologic profiles in five groups: innovators, early adopters, early majority, late majority, and laggards.

Frugal Innovation

frugal-innovation
In the TED talk entitled “creative problem-solving in the face of extreme limits” Navi Radjou defined frugal innovation as “the ability to create more economic and social value using fewer resources. Frugal innovation is not about making do; it’s about making things better.” Indian people call it Jugaad, a Hindi word that means finding inexpensive solutions based on existing scarce resources to solve problems smartly.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Growth Matrix

growth-strategies
In the FourWeekMBA growth matrix, you can apply growth for existing customers by tackling the same problems (gain mode). Or by tackling existing problems, for new customers (expand mode). Or by tackling new problems for existing customers (extend mode). Or perhaps by tackling whole new problems for new customers (reinvent mode).

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Idea Generation

idea-generation

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.
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