Most innovation is just reframing, and that’s a truth that often gets overlooked in the pursuit of the next big thing. We tend to think of innovation as a dramatic leap—a new technology, a disruptive product, a groundbreaking idea that changes everything. But in reality, many of the most impactful innovations don’t come from inventing something entirely new. They come from seeing something familiar in a new way. Reframing is the art of shifting perspective, of asking different questions, of challenging assumptions. It’s subtle, but it’s powerful. And in business, it’s often the difference between stagnation and progress.
Reframing works because it unlocks value that’s already there. It doesn’t require starting from scratch—it requires looking at what you have through a different lens. Consider the example of Airbnb. The company didn’t invent home rentals. People had been renting out spare rooms and vacation homes for decades. What Airbnb did was reframe the idea. Instead of positioning it as a niche or informal arrangement, they framed it as a global hospitality network. They didn’t just offer places to stay—they offered experiences, community, and a sense of belonging. That reframing turned a fragmented practice into a scalable business model.
In product development, reframing can be just as transformative. A feature that seems unnecessary in one context might become essential in another. A tool designed for one audience might find new life with a different group. Slack, for instance, began as an internal communication tool for a gaming company. It wasn’t built to be a workplace platform. But when the team reframed its use case, they saw its potential as a broader solution for team collaboration. That shift in perspective turned a side project into a billion-dollar business. The product didn’t change overnight—the context did.
Reframing also plays a critical role in strategy. When companies face challenges, the instinct is often to fix what’s broken. But sometimes, the real opportunity lies in reframing the problem. Instead of asking “How do we compete with bigger players?” a small business might ask “How do we serve customers they’re overlooking?” That shift opens up new possibilities. It changes the narrative from one of limitation to one of advantage. Strategy becomes less about reacting and more about redefining the playing field.
Even in marketing, reframing can be a game-changer. Brands that succeed often do so by telling familiar stories in unfamiliar ways. Dove didn’t invent soap, but it reframed beauty. Instead of selling a product, it sold a message—real beauty, self-esteem, and authenticity. That emotional reframing resonated deeply with consumers and differentiated the brand in a crowded market. The product stayed the same, but the meaning changed. And meaning is what drives loyalty.
Internally, reframing can shift culture. A company struggling with employee engagement might reframe its approach from managing performance to enabling purpose. That subtle shift changes how people feel about their work. It turns tasks into missions, roles into identities. When employees see their contributions in a new light, motivation follows. Reframing isn’t about spin—it’s about clarity. It helps people connect the dots between what they do and why it matters.
Reframing also fosters resilience. In uncertain times, businesses that can reframe challenges as opportunities are better equipped to adapt. A downturn might be reframed as a chance to streamline operations or explore new markets. A failed product might be reframed as a learning experience that informs future success. This mindset doesn’t ignore reality—it reinterprets it. It allows companies to stay agile, optimistic, and forward-looking even when circumstances are tough.
The beauty of reframing is that it’s accessible. You don’t need a massive R&D budget or a team of futurists. You need curiosity, empathy, and the courage to question the obvious. It starts with listening—really listening—to customers, employees, and partners. It involves asking “What if?” and “Why not?” and “Could this be something else?” These questions open doors. They reveal insights that data alone can’t capture. And they lead to innovations that feel inevitable in hindsight.
Of course, reframing isn’t a shortcut. It requires discipline and discernment. Not every new angle is valuable, and not every shift in perspective leads to progress. The key is to reframe with purpose. To look for angles that align with your strengths, your values, and your market. When done well, reframing doesn’t just change how you see the world—it changes how the world sees you.
Ultimately, most innovation is just reframing because innovation is about relevance. It’s about making something matter in a new way. Whether it’s a product, a message, or a strategy, the goal is the same: to connect with people, solve problems, and create value. And often, the best way to do that isn’t to invent—it’s to reimagine. To take what’s already there and see it differently. That’s not a lesser form of innovation—it’s the essence of it. Because when you change the frame, you change the game.