It’s been a week since returning from the Overlap conference (entitled "Exploring new methods for business and innovation") and my head is still swimming with new ideas, even more questions, and a revised sense of direction.

Unlike most other conferences out there, Overlap has a refreshing approach:

"Overlap aims for an experience that is multidisciplinary, collaborative, pragmatic and ultimately human. The essential value of the Overlap lies in the conversation of a community of peers and in the full participation and engagement of all attendees. Session leaders play a critical role in provoking thought, creating avenues for conversation, and cultivating an environment that is safe and open for everyone to share their ideas. Each session aims to initiate spirited debate and focused consideration that moves the entire conversation forward."

It was a true Threeminds experience – here are some of my personal takeaways and thoughts: 

• On the relationship between design, innovation and business: design is the signal of human intention, innovation is the shift propelling us forward, and business is the mechanism for change. The common threat connecting all three? Messiness.

• Design thinking is integrative thinking. For any problem, the goal is determining the optimal balance between a (scientific) management approach (quantitative, analytical, and objective) and the humanistic (empathy, understanding, and imagination).

• The relationship between innovators and inventors. Inventors come up with new ideas. Innovators select and organize the right people and skill sets to implement them successfully.

• Why? Because we can.

• On design research: all the answers are already out there, the challenge is determining the right questions to ask.

• Questioning the business value of design: how can we measure design’s effect on business if its value is (all too often) still tied to shareholder performance? One option: design must be an integral part of business model innovation.

• In comparison to technology and/or market-driven approaches to innovation, social innovation considers both economic and human value.

• “Innovation” is more than a disruption. In most cases, it is about sustained organic growth and the progressive transformation of business models through subversive activities across organizational culture and processes. Innovation involves focusing on little changes and leveraging existing resources to make small improvements over time.

• Sustainable strategies adapt and focus on shaping behaviors rather than trying to predict the (unpredictable) future.

• Design is necessary but not sufficient for innovation.

• Design stewardship (rather than facilitation).

Join me at next year's event!

Audrey Carr