Innovation Tree Model
Innovation as a finite resource
The Innovation Tree Model, proposed by Jonathan Huebner, suggests that innovation is a finite resource, and that we have already climbed past the trunk of the tree and gone out on its major limbs, mining most of the really big, game-changing ideas. This model implies that it will become increasingly difficult to discover new, life-changing inventions.
- Innovation is a finite resource
- We have already discovered most of the major, game-changing ideas
- It will become increasingly difficult to discover new, life-changing inventions
- Understand the current state of innovationRecognize that we have already discovered many of the major, game-changing ideas, and that it will become increasingly difficult to discover new ones.Pro tipFocus on refining and improving existing ideas rather than trying to come up with completely new ones.WarningBe aware that this model may lead to a pessimistic view of the potential for future innovation.
- Identify areas for refinement and improvementLook for areas where existing ideas and technologies can be refined and improved, rather than trying to come up with completely new ones.Pro tipCollaborate with others to bring different perspectives and expertise to the table.WarningBe careful not to get stuck in a mindset of only incremental improvement, and miss out on potential breakthroughs.
The electric car is an example of an existing idea that has been refined and improved over time, rather than a completely new invention.
The Innovation Tree Model was first proposed by Jonathan Huebner in his 2005 paper, 'A Possible Declining Trend in Worldwide Innovation'. Huebner, a physicist at the Pentagon's Naval Air Warfare Center, was motivated by his observation of the lack of significant innovation in the post-dot-com era.