It’s hard to add to what has already been said from so many corners of the globe about the enormous contributions of Steven Paul Jobs to the fields of technology, movies, music, telecommunications, and design itself. But I do feel compelled to say something about Mr. Jobs. We just lost our country’s Chief Innovator.

Steve Jobs was a once-in-a-generation visionary who demonstrated a unique blend of design, business, and marketing savvy. He took a quirky, irrelevant computer company named after a fruit, which he co-founded in the 1970s, and turned it into a global business powerhouse boasting the largest market cap of any other company on the planet  – equaled only by Exxon Mobil.

The last decade, in particular, has been truly impressive as Jobs led Apple as it redefined the music industry via the iPod, wireless communication via the iPhone, and more recently, the computer itself via the iPad.

Jobs didn’t always get it right. In 1985, after being fired by Apple, he started the NeXT computer company. NeXT folded in 1996 after shipping only 50,000 units, but its high performance personal computers impressed many, including Apple, which re-hired Jobs in 1997.

Most important, Jobs learned from his mistakes and he wasn’t afraid to make them. At every turn in his career, he ignored traditional business school dogma, and chose to take a different path – always guided by what he felt the consumer wanted.

Jobs concluded that consumers would be willing to pay more for a product if it was well-designed and simple to use.  He was right, and Apple and its shareholders have benefited handsomely.

Business schools will be studying the “Jobs Effect” and his hyper-successful business methods for years to come, and rightfully so.

At some point, there will be another Steve Jobs. He or she will also achieve success by eschewing the safe path. And most likely, he or she too will succeed as a result of a keen focus on innovation, smart design, and creative business approaches.

After three years of delays, Boeing finally delivered its first 787 Dreamliner this past Sunday to its very patient customer, Japan’s Nippon Airways.

The Boeing Dreamliner is probably the most innovative aircraft in the company’s history. It successfully blends design, function, and energy efficiency. The Dreamliner’s lightweight carbon fiber design and use of new plastic-composites translate into a 20 percent fuel savings. Inside the cabin, there is more headroom and larger stow bins, dynamic LED lighting, and larger windows that can be dimmed electronically.

The accolades for the Boeing Dreamliner are already pouring in. Yesterday, it received “Best in Show” at the 2011 annual conference for the International Design Excellence Awards (IDEA) in New Orleans.

But these awards can’t top its most important measure of success. Boeing has already received 800 orders for the Dreamliner valued at $164 billion, making it “one of the most successful commercial airplane launches” in history.

So it appears that the wait was worth it for Boeing.

Your company may be in the process of dreaming up your next best product or service. You too may struggle with delivery delays, glitches, and unexpected turbulence along the way.

Yet, it’s vitally important to push your team to improve upon what already has made your company successful.

Otherwise, you might find yourself stuck on the Tarmac wishing you had a better flight plan.

I was recently in Rome where I toured the artistic creations of the 173-year-old marble floor company, Ditta Medici.

Located on Via dei Papareschi not far from the Tiber, Ditta Medici has been designing and restoring marble floors for some of the most discriminating clients on the globe since 1838. Clients have included the Vatican, Westminster Cathedral, St. Patrick’s Cathedral, the Getty Museum, several Bulgari stores, and hundreds of private clients.

Priscilla Grazioli Medici is the latest family member to run the oldest marble workshop in Rome, who gave me a tour of her factory. She showed me some beautiful and unique marbles, which I have not seen in the States — some of which have not been quarried for two thousand years.

Ditta Medici has a number of floor designs which they can customize to your floor, or they can work with you to design a completely one-of-a-kind floor using the rarest of marbles.

You clearly pay a premium for custom and unique. It’s always been this way. Yet, what is a relatively new phenomenon in today’s flatter world is less emphasis on creativity and design, and more on instant gratification, low cost and sameness.

Today, you can buy the same designer label dress or suit in London, Tampa, Minneapolis or Beijing. Is this ubiquity a bad thing? Yes, if it means that many small, individual designers are pushed to the curb in the process.

Have you happened to stroll through the storied neighborhood streets of Greenwich Village in Manhattan in the last two years? Gone are many of the decades-old, sole proprietor shops where you could find rare books, clothing, art, and household items. They have been replaced by global designer brand stores that drive up the rent for everyone else, and in turn, drive out the eclectic and the exceptional.

Unfortunately, a similar fate may await Ditta Medici of Rome and many exclusive and creative shops around the globe.

But I’m not counting out the creative class just yet.

All of us should do what we can to celebrate the artisans and innovators still among us, and those young artists and designers who aspire to make a career in the creative arts.

I’m still convinced that the most creative businesses will not only succeed, but will far outlast the competition. Much like the lasting beauty of a fine Italian marble floor.

Winners were chosen in 12 categories across interactive media, film, motion picture, and traditional media. For example, Laura Bordin of Venice, Italy won in the Mobile Design category for her design work on “Heart Lift,” which is a telemonitoring system for heart patients.

Since ADAA’s inception in 2001, nearly 20,000 students from 52 countries have participated in the annual competition. This year’s winners received a $3,000 cash prize and free copies of Adobe’s high-end designer software.

Adobe Senior Vice President, Ann Lewnes, notes that “the Adobe Design Achievement Award competition attracts the best student designers in the world. We feel fortunate to be able to shine light on these future creative leaders.”

At New Lantern, we feel fortunate to shine light on these creative leaders as well, which is at the heart of our mission.

It was back on August 5th when the copper mine in Copiapo, Chile collapsed, leaving 33 men trapped 2,300 feet below the earth’s surface. Seventeen days passed before rescuers received any sign of life, when the eighth test bore drill came back to the surface with notes attached to the drill bit stating that 33 miners were indeed alive.

At that point, the world rallied to help Chilean officials and mine experts craft complex plans to rescue the miners. Three drill plans — A, B, and C — were launched using different drilling technologies in an effort to reach the miners with a shaft just large enough for their escape. Meanwhile, medicine, liquid food, and oxygen were sent nearly half a mile down via the tiny bore hole as the three drilling rigs worked for weeks around the clock.

NASA developed and built a special transport cylinder to bring the miners to the surface that was a mere 21 inches in diameter inside. Some miners, who had lost over 20 pounds during the first 17 days, were later put on a special diet to ensure that each could fit into the slender rescue tube. Miners were also put on an exercise regimen to minimize muscle atrophy. Mental health experts were consulted on how to engage the miners in certain routines to address the severe mental stress from the ordeal.

In the end, it was the “Plan B” drill that finally reached the small refuge area on October 9th where the miners were located. The “Plan B” drill used a special drill bit from a Pennsylvania company with a hammering mechanism never before used by the Chilean mining industry.

The Chilean government, including its President and its Mining Minister, deserve a lot of credit for the unprecedented rescue. Against enormous odds, they put together a plan of action that embraced both the known and the unknown, while giving themselves necessary contingencies. They also were willing to accept critical input, assistance, and know-how from around the globe, yet remained in control of one of the most complex and intensive rescue operations in history. They proceeded to relentlessly pursue their plan, and 33 lives were saved as a result.

It is a tribute to human ingenuity and the human ideal. When lives are at stake, I marvel at what humans can do when working together.

Corporate executives can learn from this survival phenomenon. The last two years have brought near-death experiences to many companies around the globe. Those companies whose managers and employees rally together, stay focused, and design necessary contingencies are more apt to come out of their hole alive.

It ultimately just might be your “Plan B” that saves your company.

INDEX: (yes, spelled with a colon) is a Danish-based non-profit organization started in 2002, whose motto is “Design to Improve Life.” INDEX: describes its mission as working “globally to promote and apply both design and design processes that have the capacity to improve the lives of people worldwide.”

INDEX: is best known for its lucrative biennial award for top designs in five life-changing categories: body, home, work, play and community. Its awards total 500,000 euros, split among the five categories, making it the largest monetary prize for design in the world.

According to its website, INDEX: was originally conceived by designer Johan Adam Lindeballe and Danish Permanent Secretary Jørgen Rosted as a “world event.” INDEX: promotes its “Design to Improve Life” objective via the biennial design award, a world-touring exhibition, a summer camp, conferences, and publications.

In 2009, INDEX: received over 700 nominations from 54 countries. The winners included the Freeplay fetal heart rate monitor that can be used in remote areas of the world, where electricity is scarce, and a person-to-person micro-financing company called Kiva. Past winners have included the One Laptop Per Child Foundation (2007) and Tesla Motors for its the all-electric Roadster sports car (2007).

Anyone can nominate his or her favorite life-improving design for the 2011 INDEX: award, which will be determined by an “international jury of designers, design scholars and thinkers, business people, and curators.”

So what has improved your life or the lives of others this past year? Visit the INDEX: website to enter your nomination.

Global recognition is a powerful lure to encourage designers and inventors to reach new heights. The sweet smell of 500,000 euros doesn’t hurt either.

The New York City subway system is one of the oldest in the world. The first underground line from City Hall to the Bronx opened in 1904.

Today, the New York City subway is one of the largest and most complex systems of its kind, operating over 842 track miles, and serving the four boroughs of Manhattan, Queens, Brooklyn and the Bronx. It operates 24 hours a day, serves 468 stations on 26 interconnected lines, and averages 5 million passengers each weekday.

Not impressed yet? Try this one. New York’s subway system carries more passengers each year than all the other mass transit rail systems in the U.S. combined.

Now for the downsides. A New York subway is far from the cleanest. It’s definitely not the sleekest. Its hard plastic seats are clearly not the most comfortable. And the smells that sometimes waft from the nooks and crannies of the subway stations are not the most pleasant.

But there’s something special to me about New York City’s subway. It has a bit of charm thanks to the mosaic tile art that you’ll find in each station. Some of the art dates back to 1904. The artwork is unique to each station and centers around the station’s name. Sometimes you’re treated to other little splashes of tile art like the pink hat I am “wearing” in the photo above.

The Metropolitan Transportation Authority’s Arts for Transit program oversees the subway art, which also includes sculptures, murals, and live musicians.

Some of my non-New York City friends turn their noses up at the thought of taking the subway in any city, especially in New York. They think it’s beneath them. Well, it is, literally of course.

What they are missing out on is what I and millions of other New York City subway passengers know. It’s the quickest way to get around the city. It’s the cheapest way to travel. And it’s the most green way to travel when you compare it to all of the above-ground options.

But it also provides an opportunity to experience art on a whole new level — that is, the art of the underground.

Seven of the country’s most respected business leaders have formed the American Energy Innovation Council, including luminaries such as General Electric CEO, Jeff Immelt, and Microsoft Chairman, Bill Gates. Their message: the U.S. Government needs to “triple investments in clean-energy technologies to boost the nation’s economic competitiveness and protect the environment.”

We’ve heard similar calls for action on clean-energy investment in recent years from a variety of voices from business and academia. What makes last week’s announcement unique, however, is the coming together of major corporate leaders from disparate sectors around a common “business plan.” And the fact that it was announced against the backdrop of our nation’s worst oil spill in history adds further to the uniqueness of the moment.

The plan calls for a tripling in clean-tech funding in nuclear fission, solar, wind and fossil fuels. It also proposes the formation of an independent energy strategy board, which would develop an energy plan and oversee large-scale demonstration projects as part of the “New Energy Challenge Program.”

The Council recommends a $20 billion commitment over 10 years for the Challenge Program, which would “unleash significant private sector resources as projects are developed.” Additionally, it suggests that the Federal Government create Centers of Excellence to “foster multidisciplinary collaboration amongst scientists, universities, federal laboratories, and other public and private institutions.”

In addition to Immelt and Gates, the Council also includes: Chad Holliday, Chairman of Bank of America (and former CEO of DuPont); Ursula Burns, Chairman and CEO of Xerox; Norm Augustine, Chairman of Lockheed Martin; Tim Solso, Chairman and CEO of Cummins Inc.; and John Doerr, a leading energy venture capitalist and partner at Kleiner Perkins Caufield and Byers.

The group clearly faces some stout headwinds in making the case to Congress and the Obama Administration to spend more federal money on energy research at a time of unprecedented budget deficits. Yet, we know that the barking dog is usually the one who gets fed first. And when you have seven notable best-in-breed barkers, it’s hard not to at least give the group and their plan a serious look.

At a time when the public is less inclined to believe our corporate leaders, I am ready to take these leaders at their word. They know the path to energy security will be long, and as Jeff Immelt puts it, “the world is not going to wait for the United States to lead. This is about innovation; this is about competition; this is about energy security.”

I hope someone listens and heeds the call.

Maybe it’s the proximity of Canada to the U.S. and the friendly sports rivalry between the two countries. Maybe it’s the beauty of Vancouver and the surrounding area, which I visited in 2007. Or, maybe it’s the fact that I still have nearly two feet of snow in my yard from the recent blizzard in DC that has put me in the Olympic spirit.

Whatever the reason, I’ve enjoyed the diversion from the bad economy, the political discord in Washington, Tiger Woods, and the late night talk show melodrama.

I admit, I feel a bit nostalgic when I watch the Olympic Games. It harkens back to a time in my youth when I dreamed of being a famous downhill skier. There’s something about watching the world’s best athletes compete their hearts out, not for a paycheck or a corporate sponsorship, but for the sole purpose of winning — and standing on a podium to proudly represent his or her country.

It boggles the mind to think about the thousands of hours and years of practice that many athletes invest to become the best at what they do. And more boggling is that all that work may come down to a mere 60 to 120-second performance.

What drives a person to work that hard for a reward only of recognition?

The Olympics are unique in this regard. A company or organization could never, ever replicate this level of drive and dedication from its employees. Employment is work. It is a compulsory activity whose purpose is to make a living, provide for one’s family, and ideally save towards retirement.

With that said, there’s a lot that a company could learn from the Olympic ideal. Creating a healthy, competitive environment is a good thing. Rewarding those employees who excel and distinguish themselves is a worthy exercise and will drive increased performance across the ranks.

A corporate culture that celebrates achievement, both of individuals and of teams, is one that will lead to long-term success. It also creates an environment where employees are more likely to enjoy their work, and not dread coming to it.

Seek to ignite a fire within your employees. Light a cauldron that can serve to fuel creativity and innovation. I bet you’ll like the results and the golden opportunity it will provide your company to best your competitors.

With its cover entitled, “Your Next Big Idea: Spotlight on Innovation,” the entire edition of December’s Harvard Business Review magazine is dedicated to business innovation. A number of the articles go right to the heart of New Lantern’s founding principle: employees, if properly motivated and stimulated, are a company’s single most important innovation source.

As HBR’s editor-in-chief Adi Ignatius puts it, “Genius CEOs can’t do all the work of innovation – and in truth, people and culture both matter a lot.”

In one of the lead articles, “The Innovator’s DNA,” authors Jeffrey Dyer, Hal Gregersen, and Clayton Christensen, highlight the five “discovery skills” that “separate true innovators from the rest of us.” These skills include: Associating, Questioning, Observing, Experimenting, and Networking.

The authors interviewed 25 innovative entrepreneurs, and surveyed over 3,000 executives and 500 individuals, who had started innovative companies or invented new products. They charted these individuals against the five discovery skills and found a high correlation among leading innovators.

For example, under the “Associating” skill, entrepreneur Frans Johansson cited the importance of the “Medici effect” when it comes to innovation. He was referring to the Medici family of Florence during the 15th through 17th centuries, who helped usher in a “creative explosion” by bringing together successful people from wide ranging disciplines such as: sculptors, scientists, poets, philosophers, painters, and architects.

According to the article, “as these individuals connected, new ideas blossomed at the intersections of their respective fields, thereby spawning the Renaissance, one of the most inventive eras in history.”

Likewise, many leading innovators seek to spend time around a network of thought leaders and individuals from a variety of different perspectives in an effort to “extend their own knowledge domains.” For example, they attend conferences such as TED, Davos, and the Aspen Ideas Festival, which brings together artists, entrepreneurs, academics, politicians, adventurers, scientists, and thinkers from all over the globe.

Kent Bowen, who founded the innovative ceramic composite company, CPS, cites this credo which he asks his employees to follow: “The insights required to solve many of our most challenging problems come from outside our industry and scientific field.”

Finally, the authors make the point – as we have made in numerous blog posts on this site – that whereas innovative thinking may seem innate to some, “it can also be developed and strengthened through practice.” They note that corporate executives should “put aside time for you and your team to actively cultivate more creative ideas.”

Let New Lantern design an innovation program for your company that would make the Medici family proud – and in doing so, put you in the best position to make your next big idea a reality.