A few days after returning from a speaking engagement at the Innovate for Excellence Summit in Chicago last September, I spoke to Susan, an old classmate. We chatted for a while, and naturally the conversation drifted toward innovation—something we’re both passionate about. She asked me about my presentation, and I mentioned how often I use the phrase, “Been there, done that,” in my talks about TRIZ (a Russian acronym for Teoriya Resheniya Izobretatelskikh Zadatch, which translates to “theory of inventive problem solving”). The perplexed look on her face made it clear I needed to explain further.

I shared with her one of my favorite techniques that’s deceptively simple yet incredibly powerful: the “back of the napkin” approach. I’ve used it many times over the years, whether I’m brainstorming with a client or troubleshooting a problem. It’s about capturing ideas quickly, often while sitting across a table from someone, jotting down notes and sketches on whatever’s handy, like a napkin. The simplicity of this informal approach often leads to new insights and shifts in perspective—without the constraints that can sometimes stifle creativity in more formal settings.

Why it works

As I explained to Susan, the “back of the napkin” technique strips away the pressure to be perfect. It allows for the free flow of ideas, encourages creativity, and lowers the stakes. When you’re not bound by rules or worried about whether your drawing is precise, you’re more open to new ways of thinking. That’s where the magic happens.

The technique works especially well when you’re brainstorming with a small team. Sitting around a table, maybe with coffee in hand, and casually sketching ideas together often leads to collaboration and open dialogue. I find that this kind of informal setting makes it easier for everyone to contribute, and it helps break through the limitations we often place on our own thinking.

I gave Susan a couple of examples—like the classic “nine-dot problem” that challenges you to think outside the box, or the story of the “elephant and the six blind men,” which illustrates how different perspectives can lead to a more complete understanding of a situation. These simple, casual exercises can be powerful tools for expanding our problem-solving space.

Famous napkin moments

Susan asked whether anyone else had used this approach. That’s when I shared some of the more famous “back of the napkin” moments from history:

• Jack Dorsey sketched out the idea for Twitter on a napkin, capturing the essence of short, real-time updates that revolutionized communication.
• Paul Buchheit drew up the initial concept for Gmail on a napkin, envisioning a streamlined, easy-to-use email platform that changed the way we interact with our inboxes.
• Richard Branson has shared stories of how he jotted down ideas for Virgin Group ventures on napkins in cafes, visualizing business concepts that would later grow into major successes.
• Walt Disney and his team used napkins to sketch out the first concepts for Disneyland, turning a simple idea into a world-famous theme park.
• Albert Einstein famously jotted down groundbreaking theories on scraps of paper, proving that profound ideas can emerge from the most informal settings.

These examples demonstrate that the “napkin” approach isn’t just some quirky trick. It’s a genuine method for capturing ideas quickly and effectively, often laying the foundation for major innovations.

Bringing it into quality management

I’ve found this technique works just as well in quality management as it does in innovation, and I’ve used it to solve problems across various industries. Let me give you a few examples.

Lean manufacturing

When I first introduced value-stream mapping to a client, we didn’t start with elaborate diagrams. We began with a simple sketch. Sitting next to a couple of executives in their conference room, I used rough drawings to illustrate where inefficiencies were lurking in their processes. That sketch turned into a full team exercise where we expanded our visualization onto large sheets of brown paper—a process the client loved so much they called it the “brown paper process.”

Six Sigma

At an electronics manufacturing company, our six sigma brainstorming sessions began with basic sketches on napkins. These early visuals helped identify bottlenecks in the production processes before we moved on to formal process flow diagrams. The informal start helped the team relax and get involved, especially those who were initially hesitant about diving into the complexities of Six Sigma.

Agile development

I also worked with a university software development team, where we used napkins and whiteboards to sketch out user stories and workflows. This hands-on, informal approach allowed the team to iterate quickly and address potential quality issues early in the development cycle, helping them improve their product quality faster than a more rigid approach would have allowed.

So, why does it work?

The “sketch on a napkin” technique works because it’s not about being perfect; it’s about capturing the essence of an idea quickly. The informality reduces the pressure to be right, allowing creativity and collaboration to flourish.

This approach is especially effective in quality management, where complex processes often need simplification before improvements can be made. By starting with informal sketches, teams can quickly align around a problem, brainstorm solutions, and then expand on those ideas in more structured ways. It’s a low-tech, high-impact method that anyone can use—no fancy tools or software required.

A lasting impression

As we wrapped up our conversation, Susan said something that stuck with me: “I can see how powerful a simple medium can be for capturing innovative thoughts. I’m definitely going to try this the next time I need to clear my head.”

That’s the beauty of the rough-sketch approach. It reminds us that many of the most powerful ideas have humble beginnings. Sometimes all it takes is a scrap of paper, a pen, and a willingness to begin.