Just for fun: the Matrix remix

HT to Maria Popova (@brainpicker), mostly off topic though this reinforces Stephen Johnson’s ideas about adjacent possibility as the source of great ideas. Plus I’m a huge fan of The Matrix and will have to watch it again after seeing this.

The video is a scene-by-scene mashup of where things came from in The Matrix. Great fun.

Innovation isn’t really like apple pie

No one dislikes “innovation” as a concept.  It’s like mom and apple pie (in the US at least) – no one will ever, ever stand up and say, “I’d like us to innovate less!!”

No, that would be too obvious.  Instead they say, “Of course we want innovation but let’s….

…make sure we don’t go over anyone’s head.

…ensure we don’t surprise people, or offend anyone.

…get buy in from all potential stakeholders.

…form a working group to think it through a little more.

…dot every i and cross every t.

…not go too fast.

Sorry but it doesn’t work this way.

Not all innovation is about lone wolves in back rooms – in fact the most innovative cultures are highly collaborative.  At the same time, you have to decide what you value, and be willing to make tradeoffs to protect it; add one thing too many to the mix (that extra approval, that check and balance, that unwillingness to step on a few toes) and you extinguish the flame.

Everyone loves the idea of innovation, but most people are unwilling to take their culture to a place where innovation thrives.

That’s why it’s so rare.

The power and limits of controlled experiments

The Freakanomics blog is running a fun contest asking readers to predict whether providing more factual evidence of impact increases or decreases donations.  Dean Karlan, co-author with Jacob Appel of More Than Good Intentions is running an experiment in partnership with Freedom From Hunger.  Dean wants to understand whether sharing, with donors, cold hard facts about the proven effectiveness of a business training program run by Freedom From Hunger increases or decreases donations.

As context, there is a well-documented study conducted by Deborah Small, George Loewenstein, and Paul Slovic that tests how potential donors respond to generalized factual information about hardship versus the story of an individual girl, named Rokia, in Mali.  The punchline is that the story of Rokia elicits about 2x the donations as does a brief with summary factual information about poverty.

Put another way: stories sell, facts don’t.  (remember, we think with our brains, but…)

Dean Karlan’s experiment is designed to test whether “story + facts” is more or less effective than “story.”   To test this, Freedom from Hunger sent out two mailers.  The control mailer just has the story of Rita, and it starts:

Many people would have met Rita and decided she was too poor to repay a loan.  Five hungry children and a small plot of mango trees don’t count as collateral.  But Freedom from Hunger knows that women like Rita are ready to end hunger in their own families and their communities…

The treatment mailer has different copy:

In order to know that our programs work for people like Rita, we look for more than anecdotal evidence.  That is why we have coordinated with independent researchers to conduct scientifically rigorous impact studies of our programs.  In Peru they found that women who were offered our Credit with Education program had 16% higher profits in their businesses than those who were not, and they increased profits in bad months by 27%!  This is particularly important because it means our program helped women generate more stable incomes throughout the year.

These independent researchers used a randomized evaluation, the methodology routinely used in medicine, to measure the impact of our programs on things like business growth, children’s health, investment in education, and women’s empowerment.

The question is: which mailer will have a higher response?

My guess is that the first one wins (even though this mailer is being sent to repeat donors, who have probably heard this story before – and it’s fair to guess that I’m wrong, otherwise why would they have blogged the contest in this way?).

Whether or not I’m right, I’d like to see a better-designed study. It feels misleading to me to describe this as testing “story” versus “story + facts.”  I’d instead say it’s testing “good letter” versus “only OK letter,” and if my take is right, the generalizability of these results will be low indeed.

This is on my mind because last week I had the chance to hear Esther Duflo speak about some of the examples from her book, Poor EconomicsMany of them are highly compelling – particularly those in which the treatment being tested (e.g. de-worming) is clear and readily measurable.

But the risk of the randomized-control trial rage (which is, very appropriately, a hot and exciting topic in our field right now, and Esther and Abhijit have been champions of high-quality, clear thinking) is that we over-extend our definition of “treatment” that can meaningfully be assessed in this way.  For example, one of the examples Esther cited in her talk was about whether poor farmers were willing to pay enough for a weather insurance product to make the product commercially viable.  In this test, farmers were offered a relatively simple and straightforward product that would pay them a certain amount if recorded rainfall at the weather station dropped below a certain level.  The conclusion, as described by Esther in the talk (and stated more strongly than she does in the book), was that farmers wouldn’t pay enough – and I heard her take this to mean that the insurance market for the poor might not be viable without significant subsidy.

Not having dug into the research – but having heard Esther’s description – I was left worried that in this case, like in the Dean Karlan study about the mailer, we run a real risk of overreaching in the conclusions we draw.  It may well be that market-based insurance for the poor doesn’t work; it may be that government needs to provide a subsidy; it may also be that in a market in which there is a limited track record of insurance, little history of or confidence in payouts, no competition and almost no trust, the study showed that willingness to pay was low – which wouldn’t be in the least bit surprising.

What I’m getting at is that sometimes our attitude about figuring out “what works” in poverty alleviation feels like designing studies, in the 1980s or 1990s, on the future of the tablet market based on intensive study of the Apple Newton and early tablet PCs.  Assuming everything is static, there’s no market.  But of course the whole point is NOT to let things be static – to create the development equivalent of the iPhone and the iPad through relentless innovation and a dogged unwillingness to fail.

This is an important point because at some fundamental level we must ask ourselves how much we believe in the power of innovation.  How far do we push, prod and experiment before we conclude that something does, or doesn’t, work?  In the simple example of the Freedom from Hunger mailer, I’m betting that some drastically better copy would have the desired effect (or a bigger desired effect) of using hard data to increase donations.  In the insurance example, I’d be interested in a lot more product development, market testing, and trust-building with smallholder farmers before drawing any broad conclusions.  And so it goes across the board with all the major interventions in the fight on poverty, from microfinance to girls’ education to de-worming to fortifying food to to HIV/AIDS prevention (where, shockingly, male circumcision is proving to be a very effective way to slow the spread of disease).

I don’t want to come out against testing, rigor, and “proof” – not at all.  We need all of these things, and need to have the ability to ask tough questions, to be willing to let things go quickly when they’re not working, and to over-resource things that are working even if they contradict our initial assumptions.  At the same time, our field – and, specifically, the injection of real innovation into our field – is nascent enough that it feels early in most cases to aspire to draw anything but narrow conclusions about what does and doesn’t work; where the poor are and are not willing to pay; and what interventions will have the greatest impact over time.  We’ve seen this play out most recently and most vociferously in the microfinance space – too-broad claims that it changes everything, and then equally broad claims that it does nothing – when surely the right answer is that when done right it can be valuable, when done wrong it can be destructive.   I’m sure we’ll see this same story play out time and time again, across interventions, across sectors, and across geographies.

My toothbrush was good enough

My toothbrush was good enough.  In fact, it had been good enough for a while.  I didn’t need the Colgate 360 toothbrush, and I doubt you did either.

Admittedly, it’s an impressive toothbrush.  Look at all the features packed into this baby: a tongue and cheek cleaner, multi-function bristles, polishing cups, a raised cleaning tip to “tackle those hard-to-reach places at the back of your mouth,” and (of course) those handy-dandy “raised rubber grips for better grip, and wide thumb grips for better control.”

I’ve got nothing against good oral hygiene.  Please brush and floss daily, with whatever toothbrush works for you.

My point is that it’s obvious that we are WAY down the curve of declining marginal benefits for innovation on the toothbrush as a product.  Do we need a no-slip handle with gel and little knobby bits?  No. I don’t think toothbrushes were flying across bathrooms across America, causing anger and frustration for millions, and leaving mouths full of unsanitary plaque and gingivitis.

Even if the handy-dandy Colgate 360 is demonstrably better than the straight-handled, one-type-of-bristle toothbrush I got for free from the dentist in the 70s, you’ve gotta believe that we are, today, somewhere near the pinnacle of how much better the manual toothbrush can get.

Yet the world is set up so that it makes good sense to keep on tricking out our toothbrushes.  On the back of the 360, Colgate’s share of the toothbrush market has jumped from 28% to 36% in the last two years.  The better brush is paying off for them, for now.

But what will the next 50 years bring?  How much better can our toothbrushes get?  We’re hitting a wall in terms of improvements here, yet that won’t stop armies of our best and brightest from fighting over toothbrush market share for the next few decades and beyond.

So the question becomes: how do we shift the frameworks and the incentives so that more of our massive ability to innovate gets applied to things that – we can all agree – matter more and are harder to tackle?    Because I for one am betting on the power of innovation, much more than more money, as the greatest lever in accelerating the fight on poverty and social exclusion.  Yes, the rise of social enterprise, the entry of the Gates Foundation on the scene, more progressive philanthropy and the overall improvement in the quality of analysis and thinking in our space are all encouraging, but we’re still getting lapped by the toothbrush-makers, the razor-blade improvers, and the folks rolling out ever-more-clever financial products.

So when I’m asked whether I think the social enterprise space has gotten too “hot” for its own good and whether there are too many people chasing too few jobs, I think nothing of the sort.  My hope is that we’re at the beginning of a generation-long trend in which our best and brightest feel a sense of calling, of responsibility, and of service that will fundamentally transform our labor force, how we live our values, and, ultimately, the societies we build here and around the globe.

A big piece of this will be a shift in incentives, in what we value, and in who we hold up as heroes.  The faster we can make this shift, the better, because I for one am not looking forward to the inevitable wunder-razor that no doubt will dominate supermarket shelves in 2050 (thanks Russell!!):

1/100th the cost

Faithful readers will recall that two months ago I gave in to years of craving and ditched my BlackBerry for an iPhone.   What I’ve discovered since then is that the iPhone is a Trojan Horse, an uber-device pretending to be a phone.  This is why the “there’s an app for that” campaign makes so much sense.  With a big screen, a fast processor, and a 3G network, this device can perform some amazing tricks.

While I’m not a big app user, I can’t help but crow about an app I just found, called MotionX-GPS Drive.   Quite simply, it delivers the full functionality of a portable GPS device – with turn-by-turn directions, a voice telling you when to make the turn, a map that updates your location in real time, etc. – and you can do all this while still listening to music on your iPod.   For my needs, this does essentially the same thing as a $350 Tom Tom for $2.99.  That’s right, two dollars and ninety nine cents.  It costs 1/100th of the price of the product it aims to displace (plus $2.99/month subscription.).

Outside of being excited that I have an additional $347.01 in my pocket, this got me thinking about disruptive innovations in the nonprofit sector.  CK Prahalad introduced the concept of radically lower costs structures as necessary for creating solutions for the poor that will have massive potential for scale and impact — citing among other things the Jaipur foot, an artificial limb which costs $40 and sets an amputee walking again.  But is there really a world of “1/100th the cost” innovations out there, waiting to be discovered, or are the real gems the 1/2 or 1/3 or 1/6th the cost interventions that, if discovered across multiple sectors – healthcare, housing, water, energy, agriculture, even education – together hold the potential for a radical shift in the livelihoods of millions?

Put another way, is “1/100th” the cost just about the economics of Moore’s law and software development, or would we find many more of these if the right economic incentives were in place?

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The core skill of innovators

In reflecting on how we create innovation in the social sector, I came across this great talk by Randy Nelson of Pixar University.  He starts off by describing the problem NASA had: when they were looking to hire someone to walk on the moon, they faced the problem that no one was deeply qualified for that job.

If you want people to do new things, he asks, how do you screen for that?  One of the many money quotes in this talk:  “The core skill of innovators is error recovery, not failure avoidance.”

I love it.

And, by the way, this mindset is not, generally speaking, how the nonprofit sector (NGOs and funders both) thinks about itself.  We need more risk takers.

Other thoughts he shares on what he looks for:

1. Depth. Preference for the “proof of a portfolio rather than the promise of a resume.”

2. Breadth.  “We want someone who is extremely broad…we want someone who is more interested than they are interesting.”

3. Communication.  “Communication involves translation….do the translation at the sending end so it doesn’t have to be translated at the receiving end.” (techie to artist communication, for example)

4. Collaboration. “The amplification you get by connecting up a bunch of human beings who are listening to each other; interested in each other; bring separate depth to the problem….”

How to find great people to do new things and who can translate from one world to another.  That certainly sounds like the kind of thing we should know more about in the social sector.

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LIFE photo archive now available on Google

In its continued quest to organize the world’s information, Google images now has never-before-seen images from the LIFE photo archive.

I categorize this under “just plain cool,” and it’s a reminder that new, interesting, and useful information is available daily if you know where to look.

For example, here’s a fabulous picture I found with three clicks: Cassius Clay fighting Oscar Bonavena at Madison Square Garden on December 7, 1970.

(Hat tip to the Dollar Short blog for this one.)

Dr. Sono and Anant Kumar: leaders who are changing the world

You’ve probably never heard of Dr. Sono Khangharani or Anant Kumar, but they are two truly incredible leaders who have devoted their lives to making the world a better place for the poor in Pakistan and India.

Pakistan’s Dawn paper just wrote a profile of Dr. Sono.  This is the kind of news we don’t get out of Pakistan, and it’s important to hear and remember that everywhere at any time, there are outstanding individuals doing amazing things to make the world a better place.

And just yesterday at the Acumen Fund Investor Gathering we were lucky enough to have Anant Kumar speak to us about his plans to grown LifeSpring Hospitals from 6 to 30 high-quality, low-cost maternal hospitals in India in the next two years.  I wrote about LifeSpring hospitals here on the Acumen Fund blog.

What strikes me most about Dr. Sono and Anant Kumar is their quiet grace, passion, and humility — and their undying respect for each and every person.

Do you have someone whose job it is to say no?

I’ve worked in organizations big and small, and what’s interesting about the big ones is that there are often a few people whose principal function seems to be to say “no” to things.  Sometimes they are lawyers but it really could be anyone whose refrains go something like: It’s too risky. We’ve never done it this way before.  But have you thought about….

Naysayers are fine if they are contributors to the debate.  But if the people whose job it is to say no actually have veto power you’ve got a problem and you will never innovate.

Seem obvious?  Then fire the no-ers.  Or make them into contributors who don’t have the final say.

Sound drastic?  Your other option is to give up entirely on innovation.