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" But in 2009, even as the British track cycling team was preparing for the London Olympics, Brailsford embarked upon a new challenge. He created a road cycling team, Team Sky, while continuing to oversee the track team. On the day the new outfit was announced to the world, Brailsford also announced that they would win the Tour de France within five years. Most people laughed at this aspiration. One commentator said: “Brailsford has set himself up for an almighty fall.” But in 2012, two years ahead of schedule, Bradley Wiggins became the first-ever British rider to win the event. The following year, Team Sky triumphed again when Chris Froome, another Brit, won the general classification. It was widely acclaimed as one of the most extraordinary feats in British sporting history. How did it happen? How did Brailsford conquer not one cycling discipline, but two? These were the questions I asked him over dinner at the team’s small hotel after the tour of the facilities. His answer was clear: “It is about marginal gains,” he said. “The approach comes from the idea that if you break down a big goal into small parts, and then improve on each of them, you will deliver a huge increase when you put them all together.” It sounds simple, but as a philosophy, marginal gains has become one of the hottest concepts not just in sports, but beyond. It has formed the basis of business conferences, and seminars and has even been debated in the armed forces. Many British sports now employ a director of marginal gains. "
― Matthew Syed , Black Box Thinking: Why Some People Never Learn from Their Mistakes - But Some Do
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" There is an ongoing debate in the political, scientific, and business worlds about whether to focus on the bold leaps that lead to new conceptual terrain, or on the marginal gains that help to optimize one’s existing fundamental assumptions. Is it about testing small assumptions or big ones; is it about transforming the world or tweaking it; is it about considering the big picture (the so-called gestalt) or the fine detail (the margins)? The simple answer, however, is that it has to be both. At the level of the system and, increasingly, at the level of the organization, success is about developing the capacity to think big and small, to be both imaginative and disciplined, to immerse oneself in the minutiae of a problem and to stand beyond it in order to glimpse the wider vista. "
― Matthew Syed , Black Box Thinking: Why Some People Never Learn from Their Mistakes - But Some Do
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" Anumber of things jump out about the Dyson story. The first is that the solution seems rather obvious in hindsight. This is often the case with innovation, and it’s something we will come back to. But now consider a couple of other aspects of the story. The first is that the creative process started with a problem, what you might even call a failure, in the existing technology. The vacuum cleaner kept blocking. It let out a screaming noise. Dyson had to keep bending down to pick up bits of trash by hand. Had everything been going smoothly Dyson would have had no motivation to change things. Moreover, he would have had no intellectual challenge to sink his teeth into. It was the very nature of the engineering problem that sparked a possible solution (a bagless vacuum cleaner). And this turns out to be an almost perfect metaphor for the creative process, whether it involves vacuum cleaners, a quest for a new brand name, or a new scientific theory. Creativity is, in many respects, a response. "
― Matthew Syed , Black Box Thinking: Why Some People Never Learn from Their Mistakes - But Some Do
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" This aspect of the creative process, the fact that it emerges in response to a particular difficulty, has spawned its own terminology. It is called the “problem phase” of innovation. “The damn thing had been bugging me for years,” Dyson says of the conventional vacuum cleaner. “I couldn’t bear the inefficiency of the technology. It wasn’t so much a ‘problem phase’ as a ‘hatred phase.’” We often leave this aspect of the creative process out of the picture. We focus on the moment of epiphany, the detonation of insight that happened when Newton was hit by the apple or Archimedes was taking a bath. That is perhaps why creativity seems so ethereal. The idea is that such insights could happen anytime, anywhere. It is just a matter of sitting back and letting them flow. But this leaves out an indispensable feature of creativity. Without a problem, without a failure, without a flaw, without a frustration, innovation has nothing to latch on to. It loses its pivot. As Dyson puts it: “Creativity should be thought of as a dialogue. You have to have a problem before you can have the game-changing riposte. "
― Matthew Syed , Black Box Thinking: Why Some People Never Learn from Their Mistakes - But Some Do
