Authors and thought leaders, submit your scholarly and informative articles about innovation. Add them to your Innovative People profile, or submit them independently. Add original articles, or link to content already available on the internet.
The business case for diversity is clear. Diversity can boost innovation and employee engagement, and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels.
The best lead gen tools will always be people; having the opportunity to spend one on one time with targets, listening to their goals and frustrations is a dream for every sales person. But it’s not realistic. Luckily, organizations like LeadCrunch are enhancing AI-fueled lead-gen platforms that enable organizations to understand customers on an individual basis so that they can eventually connect with them, person-person throughout the sales cycle. Providing a holistic B2B demand generation solution, it uses an effective combination of AI technology and human verification to engage the best targets for your customer base.
The play instinct is something that everyone is born with. From a young age we want to explore, create, and have fun. However, some people become very good at honing this skill, at playing and fiddling so creatively that they develop revolutionary technologies. Sometimes these discoveries can come later in life, but many times it is younger individuals, who have held onto their playful spirit, who innovate in extraordinary ways and in the process, play a role in inventing the future.
Technology non-believers need to understand that innovation is rarely disruptive; the media and pundits have taken that word and made it meaningless. What is certain is businesses who were not born with a digital first perspective are currently being forced to make the transition to a digital business. Making this transition requires a new type of leadership; an exponential mindset.
There are a lot of myths out there about artificial intelligence (AI). The most common confusion may be about AI and repetitive tasks. Automation is just computer programming, not AI.
The question is how do retailers and other enterprises with decades (and even centuries) of history defend themselves against expanding tech companies? The standard answer is to embrace the latest technology and orient themselves towards what younger customers want today. Instead corporations have to learn from the competition while leveraging the one advantage they still have: scale.
There has never been a more exciting time for artificial intelligence in enterprises. In working with enterprises of various sizes in different verticals across the globe, I see a convergence of these six key driving factors for AI in the enterprise today. Yet AI is not a new concept. Why now?
By asking "why?" and deducing the actual cause of the problem, National Parks managers were able to devise the most effective solution to deal with the Jefferson Memorial being inundated with bird poop.
The fact is, going it alone, we believe, is simply not the way to go at all. Collaboration is the essential new secret sauce for startups and industry leaders alike. For true disruption to take hold, old and new must work together, playing to each other’s strengths.
Every business misses the future and gets disrupted by an outsider. This happens because the incumbents are stuck in their ways, doing the same thing over and over again and never zoom out to take a look at the macro view.
There are enormous benefits from Big Data analytics, but also massive potential for exposure that could result in anything from embarrassment to outright discrimination. Here's what to look out for — and how to protect yourself and your employees.
Researchers at DeepMind have published a paper illustrating how they are teaching artificially intelligent computer agents to traverse alien environments. While the results are slightly goofy, they represent a major step forward on the path to autonomous AI movement.
We cannot reject reason when we innovate, in fact we must rely on insight, intelligence, research and reason when we innovate. That's because the only way to encourage people to commit to new ideas is to demonstrate new insights, new needs or new experiences, which are all based on research, insights into unsolved problems or challenges or new technologies. This all appeals to reason - why would I choose an uncertain unknown over a predictable certainty? Only if the unknown is promising, compelling and valuable.
Artificial intelligences don’t make decisions in the same way that humans do. Even the best image recognition algorithms can be tricked into seeing a robin or cheetah in images that are just white noise, for example. It’s a big problem.
Often it is within the strategies that should be outlined, lies the potential new spaces to play for innovation’s design. Yet how often do we fail to connect the innovation’s we design and execute specifically aligned to the strategic need?
The theory of disruptive innovation applies in some circumstances but not others. In mastering the theory, we master the practice. In mastering the practice, we learn how to connect strategy with tactics. The risk of indulging in dogma around theory exists, always. The risk of being rudderless—a death sentence in the Digital Age for firms—is far greater, however.
Let’s face it – most people just don’t like change. We like things being the way that they are – even the word “upset” has a negative connection – to turn over the “set” to break with the established order. The only problem is – there are so many things we have the ability to just SOLVE, only we would be willing to “upset” things.
The default state of every new idea is no, and every single innovator has to figure out a way to turn that no into a yes. It’s not easy because people are resistant to technology because they’re afraid of losing what they’ve built, what sustains them. This is “the messy part about innovation“, what no one talks about because they opted for an easier path. But the truth is change is messy, and no one is immune to it.
In our experience, managers tend to focus their innovation efforts on processes that are either large in scale (new products and business models ) or swift in development (hackathons, rapid prototyping, or emerging platforms). There’s nothing wrong with this, per se, as both approaches can pay huge dividends. But there’s also another type of innovation that is more gradual and smaller in scale. We call it slow innovation.
Google is one of the most innovative companies in the world, because it actively pursues a culture of innovation. Google for years has worked to ensure that innovative ideas are continually flowing in order to position the company for success well into the future. What is Google doing, and how can we learn from their innovative culture?
Ideas are the seeds of innovation, and all people are creative. So, the answer is yes. But it comes with a caveat: Most every organization wants innovation but rejects creativity. Traditionally managed businesses with a short-term, profit maximization mindset are hard-wired to reject innovation.
We need to start treating innovation like other business disciplines — as a set of tools that are designed to accomplish specific objectives. Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks.
Mike Curtis did reveal that introducing a deep neural net to the search-ranking system boosted Airbnb's recent conversion rate by 1 percent. "One percent may not sound like a lot, but as you can imagine, a 1 percent increase in conversion rate compounds over time," he explained. Curtis doesn't just see Airbnb's use of cutting-edge technology in terms of ROI, but also as a hopeful sign regarding innovation's impact on the future.
To achieve better outcomes and to drive sustained growth we need different management practices. We require scalable participation (ecosystems) to relate to and generate new knowledge flows. We need to be increasingly responsive, adaptive and fluid in any design of structures and solutions.
What ends up happening in a brainstorming session is that a small number of people end up dominating the discussions and suggesting a lot of ideas. The truth is, even the quietest people often have ideas that are as good as, or often better, than the loudest people. You just need to find a way to let them share the ideas.
Universities, businesses and even cities and regions are talking about innovation and the need to create accelerators or innovation enablers. I'm glad that everyone is excited about innovation, and that they want to provide the means to help it flourish and help it move more quickly. But the thing is, like most late arrivals, they've got the wrong end of the stick as the Brits like to say.
Bill Janeway described the way AI could allow an elite group of firms to innovate at speeds the rest of the world could only dream about. When I listened to his interview with Kenneth Cukier, it made me wonder whether economic ideas could be applied to the world of big data.
Technology is approaching the man-machine and man-animal boundaries. And with this, society may be leaping into humanity-defining innovation without the equivalent of a constitutional convention to decide who should have the authority to decide whether, when, and how these innovations are released into society. What are the ethical ramifications? What checks and balances might be important?
Artificial Intelligence and Machine Learning are taking the Automobile industry(Car industry in particular) by storm while all the major automobile players are utilizing their resources and technology to come up with the best. The beauty of devices with artificial intelligence is that it tries to learn from sensor inputs like real sounds and images.
If governments are leading investors in blockchain applications it may tell you that there is indeed something different happening here. They see need and opportunity, and their uses can consolidate and prove that they hype is not hype.
“Innovation is an unpredictable process, but one with predictable features,” says Reeves. “It’s not just a matter of luck. It’s possible to have a strategy of innovation.”
Mark Zuckerberg, the man who created Facebook and dropped out of Harvard University, recently gave some surprising revelations about what it takes to have your ideas succeed when he gave the commencement address to the class of 2017.
We need to bring innovation and its process up to date. With cognitive computing, artificial intelligence, cloud-based solutions, purposefully designed apps and specific tools and frameworks, we do need to begin to stretch our imaginations further and flex our technology and app solutions more towards providing a better, more connected innovation process. I want to see a new innovation era happen.
Artificial intelligence is changing the world and doing it at breakneck speed. The promise is that intelligent machines will be able to do every task better and more cheaply than humans. And that raises an interesting question: when will artificial intelligence exceed human performance? More specifically, when will a machine do your job better than you?
So, can you be creative on purpose without waiting for lightining to strike?
Yes, you can be creative on command but in my experience two things have to be true for it to work:
1) A well defined problem;
2) Deep immersion and then distancing yourself from the challenge.
Honkela believes peace - not weapon - technologies should be prioritised and says applications utilising neural networks, big data and digital humanities will be fully at our disposal in some 20 years. Trailblazing advancements, he says, are already under way. At present, most artificial intelligence technologies are focused on business and marketing applications. We're using them while browsing through social media, calling service lines and typing text messages with text prediction. So what would a Peace Machine entail?
The most successful organizations are those that can prep for the future and push the envelope creatively to find the next innovative idea. But what if how we have been thinking about innovation is all wrong? Open innovation is a newer idea that is spreading across industries and changing how companies work together and plan for the future.
Researchers at the University of California, Berkeley, developed an “intrinsic curiosity model” to make their learning algorithm work even when there isn’t a strong feedback signal. The trick may help address a shortcoming of today’s most powerful machine-learning techniques, and it could point to ways of making machines better at solving real-world problems.
Walmart recently launched a trial using a blockchain to fight food poisoning and waste by tracking food from supplier to shelf. Say a salmonella outbreak hits Sioux City, Iowa. Walmart’s supply chain blockchain would let it irrefutably trace the tainted product back to a spinach farm in Salinas, California.
Tech companies think biology may solve a looming data storage problem. Computer architects at Microsoft Research say the company has formalized a goal of having an operational storage system based on DNA working inside a data center toward the end of this decade.
There is a significant transformation of the value lying within this extended system of collaborators and organization design. It is the ability to leverage, through technology the broader ecosystem of partners and internal collaborators by a more holistic view of sharing building ‘greater’ value together
To be considered truly innovative, a product or service must be “meaningfully unique” or be protected as intellectual property. “Meaningfully unique” is essential for small businesses. Large companies like Proctor & Gamble and AT&T can successfully release a new product because they have name recognition and an existing customer base. Small businesses have to rely on free press and word-of-mouth, which is why unique concepts are make-or-break for startups and small businesses.
Major technology companies and new startups are at war over having the most valuable artificial intelligence and at the core of this war is having unique high quality visual data. This battle will be won by owning the connected camera.
Everyone’s talking about artificial intelligence (“AI”). Most of the talk is wrong, misleading and often intended to frighten us about a future that’s unlikely to occur. AI will not steal our babies, hold us hostage for Bitcoins or start nuclear wars. But it will fundamentally change the labor market through the intelligent automation of many routine tasks individuals and companies perform all the time.
Can we be bolder and more determined to differentiate ourselves or do we stay tucked into the pack, like a long distant runner, waiting for something (someone) to break away, hopefully, able to equally ‘kick in’ and stay in touch, still hopeful we will be in a position to win but mostly remain a fast follower only?
Big data is moving to a new stage of maturity — one that promises even greater business impact and industry disruption over the course of the coming decade. As big data initiatives mature, organizations are now combining the agility of big data processes with the scale of artificial intelligence (AI) capabilities to accelerate the delivery of business value.
Machine learning is different. Instead of pointing a limited set of “dumb” algorithms at data, machine learning algorithms are capable of ingesting huge amounts of data and spotting patterns related to particular desirable or undesirable outcomes.
I’ve been touting concept blends in innovation for some time. My reason is simple, it’s a fast path to new and different ideas. From the Printing Press to the iPhone, big new market-creating innovation happens when concepts from two different domains are combined. These Mash-Ups are not intuitive for most people to do and maybe that’s why some people try it and fail. Take heart, smart people can do concept blends with careful mental scaffolding.
Many companies feel that innovation programs, innovation labs, and other innovation initiatives are great in good times, but are superfluous in tough times. The number of times I've heard that firms are axing or "re-purposing" their innovation personnel to work on "core product" or "core services" when times are tough, are legion.
Artificial intelligence has shown promise in helping doctors predict which patients may be susceptible to chronic diseases like Alzheimer’s. But despite the rapid advances, the healthcare industry is still in the early days of rolling out AI-powered treatments and drugs, Morten Sogaard, Pfizer’s vice president and head of genome sciences and technologies, said.
“Our intelligence resides not in individual brains but in the collective mind.” This “division of cognitive labor is fundamental to the way cognition evolved and the way it works today.”
Innovation appears to be a random, inherently unpredictable process. But what if we could understand the causal factors that contribute variability to the innovation process and learn how to control them? Would that bring predictability to innovation? The answer is yes—we have proven it can be done, but it requires new thinking.
When people talk about innovation they talk too expansively and without good definitions. Innovation always reverts to whatever Apple did recently, whatever cool new technology or product someone produced. We need to move beyond talking about innovation to actually doing more of it, and when we do it we need to do it with purpose and intent. But beyond that we need to move beyond this narrow definition of innovation - a new product or service - to a much more expansive definition of innovation possibilities.
When done right, business transformations can solve major problems, the kind that often force you to take a make-or-break leap into the future. When such transformations go wrong, even after months of careful planning and implementation, the results are dispiriting. And so the prospect of a transformation is understandably daunting. That’s why when company leaders ask me where they should start, I tell them to start asking questions.
There are some standout companies that are now making significant strides in how machine learning can be used, setting themselves well above others in their industry. Keep your eye on these eight incredible companies this year to see how they incorporate this technology.
We have to establish a way to map our ‘terrain of reality’ in not just how we are performing but what lost opportunities have slipped through simply because we lacked the awareness to seize on these opportunities when we first spotted them.
To know how valuable something or someone is to you, consider the world without. What would you miss? What wouldn’t happen? What would you do instead? What would we imagine if we didn’t ponder new solutions to problems? What would we daydream about if we didn’t consider an alternative future? What would the human race be without imagination?
While many people talk about persistence and hard work as the key to success, there are plenty of hard working persistent people who never succeed. Almost every super successful person, from Elon Musk to Mark Cuban, to Bill Gates, in addition to being persistent and hardworking, were catapulted to success by being in the right place at the right time with the right product. In short, luck played a huge role.
The Harvard Business Review article argues that companies can become industry leaders by going after one of these value disciplines (Customer Intimacy, Product Leadership, Operational Excellence), bb7 dares to argue that there is an area in business where you can succeed at all three value disciplines. That area is (naturally) product development. Yes; it's all about the product! We believe that, if your product development strategy scores in all three value disciplines, you will achieve market dominance.
Artificial Intelligence is already impacting every industry through automation and machine learning, bringing concerns that AI is on the fast track to replacing many jobs. But these fears aren't new, says Dan Jackson, director of Enterprise Technology at Crestron, a company that designs workplace technology. "I'd argue this is no different than when we moved from an agricultural to an industrial economy at the turn of the last century. The percentage of people working in agriculture significantly decreased, and it was a big shift, but we still have plenty of jobs 100 years later," he says.
Imagine a self-driving vehicle cruising down the road with a passenger in the front seat when a child suddenly darts out in front of it, Venable said. "Its only choices are to hit the child or swerve into a tree, which could injure its passenger. How do you program a computer to deal with these sorts of moral dilemmas?"
What sparks innovation? People. What sparks people? Inspired ideas that meet a need -- whether expressed or unexpressed -- ideas with enough mojo to rally sustained support. Is there anything a person can do -- beyond caffeine, corporate pep talks, or astrology readings -- to quicken the appearance of breakthrough ideas? Yes, there is. And what follows are 14 catalysts -- simple guidelines, principles, and approaches that will help you on your way.
We live in a society that values and rewards efficiency over creativity. Yet, the tasks that lead to efficiency are slowly being taken over by robots and bots leaving us humans to do things that are not repetitive in nature. As this happens, we’ll have more time to do what leads to creativity: daydreaming.
It takes two factors to make innovation real at an organization: concepts and culture. Work on both at the same time and the rest will emerge as a by-product of the process.
As the next generation of both patients and caregivers – including clinicians, doctors, nurses, specialists, even executives and administrators – starts taking a foothold in the healthcare workforce, hospitals looking for a first-mover advantage already know that AI is on the verge of becoming a critical component across the entire organization, and not just IT.
If your organization has lost the courage to move innovation to its center and has gotten stuck in a project – focused, reactive innovation approach, then now is your chance to regain the higher ground and to refocus, not on having an innovation success but on building an innovation capability. Are you up to the challenge?
I've developed a five step evolution for innovation in most organizations. With tongue firmly planted in cheek I'll relate these evolutionary steps to famous Hollywood productions. Perhaps you'll recognize your organization in one of these phases.
Artificial intelligence algorithms rely on training that involves thousands to trillions of data points. This means artificial intelligence doesn’t work all that well in situations where there is very little data, such as drug development. Vijay Pande, professor of chemistry at Stanford University, and his students thought that a fairly new kind of deep learning, called one-shot learning, that requires only a small number of data points might be a solution to that low-data problem.
We often forget it is our people that really make innovation work. They determine the ideas, drive these forward to deliver them as new innovation concepts into the world. People connect the fragmented pieces or dots within innovation from being random and intangible, into being explicit and tangible.
Innovation is what drives the world forward. It is what heals illnesses, protects individuals from danger, and makes life easier, more efficient, and more enjoyable. However, innovation does not just happen. It takes a catalyst, and one of the most robust catalysts for innovation is design. It moves an idea smoothly along its journey from a simple insight to a tangible, marketable product or service. Design provides the focus and structure that innovation so badly needs.
The internet has revolutionised a lot of aspects in our lives; it has not only made several things accessible, but also changed the way we do many things. IoT or the Internet of Things is beyond just connectivity. It is a connection that is mobile, virtual and instantaneous and which is going to make things in our lives ‘smart’. IoT, coined by Kevin Ashton, revolves around increased machine-to-machine communication built on cloud computing and network of sensors that gather data.
The American Medical Association’s CEO James Madara, MD, famously called digital health the “snake oil of the early 21st century.” Rather than improving care and boosting professional satisfaction, many digital tools, he wrote, don’t work that well, and actually impede care, confuse patients and waste everyone’s time. Has data become a “four-letter word”?
EHR is one of the most sensitive pieces of information about a person and such data can wreck havoc in their lives if nefarious elements are able to access it. Blockchain solves the issue with secure storage of this data. Since there is only one source of truth for the data, each node (healthcare provider) in the system derives from it and stores a local copy with it. Each trusted node has a secret private key and a public key that acts as an openly visible identifier. A patient’s private key would be required to access the relevant information from the blockchain.
“Does the machine understand?” is highlighted in any current generation consumer machine learning algorithm such as an online chatbot, a translator function in your mobile phone or home speech assistant is that the current natural language processing consists of largely transactional one-way responses. It is perhaps a similar question that Alan Turing raised in the introduction of his 1950 paper “Can machines think?”. Yet “understanding” something within a context could mean different things to the act of “thinking” both narrowly or more broadly depending on the problem or frame space.
What comes into your mind when you think of creativity? An artist painting beautiful works of art? A designer with imagination and skills for contemporary architecture? An original thinker of the type lauded as a genius? Of course, creativity is all of these, but creative people also think of valuable and practical ways of doing things. They solve problems on a regular basis by employing creative thought. That is the kind of creativity that is exceedingly helpful in business and an incredible transferable skill for anyone who can master it.
While you may not necessarily need to make artificial intelligence the core of your operations right now, most experts agree that AI's role and importance in business will only continue to grow. Nine members from Forbes Technology Council each shared a way that companies can begin preparing for AI right now.
Disruptors face a fundamental paradox. To survive and grow, they need the support of the very incumbents whose industry they seek to revolutionize. After all, a TiVo box wouldn’t have been much good without a compatible TV or cable system to hook up to. But established firms have every reason to resist or even retaliate against an upstart firm that threatens their way of doing business.
What sets high-performing teams apart? Strong leadership? Skilled team members? Shared goals? Maybe. But what if we told you that one of the key drivers of team performance was how many women were on the team? Numerous studies continue to show the value that gender diversity has proven in boosting productivity and the bottom line within all levels of a company.
The recurring theme of failing to innovate in a corporate setting has more to do with the failure to find things and discover things. I'd like to address what you need to find and discover, because if we can name the barriers or challenges, we may be able to eliminate them and accelerate innovation.
I believe we’re moving towards a future where financial services and healthcare organizations will not be known as financial services and healthcare organizations any longer, but as technology companies. These technological disruptions are upping the stakes on the playing field, making it more important for companies to stay on top of their game, and to push the boundaries of what’s possible.
In an era of low growth, companies need innovation more than ever. Leaders can draw on a large body of theory and precedent in pursuit of innovation, ranging from advice on choosing the right spaces to optimizing the product development process to establishing a culture of creativity. In practice, though, innovation remains more of an art than a science. But it doesn’t need to be.
A study from Oxford University says that A.I. will replace upto 45 per cent of jobs within 20 years. There is a lot of talk about how such intelligent systems and chatbots will eliminate low level jobs, customer service and repetitive tasks. Let’s review, as examples, some actual practices where Artificial Intelligence (AI) is already changing the way jobs are performed.
While an innovation strategy that suggests throwing a party to celebrate a failed idea seems outrageous, the message from the pharma companies is that it’s smart business. Even if your innovation success rate is dramatically higher, motivating employees to embrace risks vital for innovating can be challenging. Let’s suspend judgement and see the innovation strategy decisions certain pharma players are introducing to motivate taking risks.
How can we establish Innovation as the vital link to a process of change and strategic direction options? One that lifts the debates of managing today’s business by linking it into the future and then turning this thinking into a series of plausible and coherent set of activities?
The utilization of crowdsourcing in machine learning helps in efficiently analyzing unprecedented amounts of data. It is thus poised to revolutionize the way machine intelligence functions.
One of the reasons big companies can’t innovate is they grow inert and can’t match the dynamism of the market. Markets are dynamic, companies are not. It’s very hard for companies to match the velocity, variance and selection of markets. As a business leader, a good question to ask yourself is: Are we changing as fast as the world is changing?
If AAPR and UNC can get 100 people to show up for pizza and soda for several hours of their own time to work on solving a problem, why can't businesses do a better job sponsoring innovation and tapping into the wealth of ideas and energy of their own people?
Innovation has been rapidly changing and much of its basics have been swallowed up by some newly defining frameworks that have raced up to the top of the innovation agenda. They have driven much of our thinking and reacting. It is right that we all respond to these but we often forget much of the rest of what innovation needs to be built upon.
The uncertainty advantage is an approach in which corporate leaders leverage disruptive change by making targeted, bold moves toward new market opportunities. It's a strategy that compels managers to perceive the unknown as a market differentiator and an opportunity to unleash innovative solutions that appeal to customers, investors, strategic partners, regulators, and competitors.
A large-scale study has just been published in the Chinese Language Journal of Quality. In effect what this study is showing are the close connections between having a learning culture, a concern with creativity and innovation capability and the performance of the organization. This is strongly suggesting that efforts to promote and develop a learning culture and develop innovation capability will enhance the performance of the organization.
The utilization of big data is the future. The companies that are embracing this are the ones that are thriving and creating truly game-changing innovations. In fact, 65 percent of the top innovators are either using social networks or big data to mine for ideas. Apple, Tesla, Netflix, Google, and more all know that it’s their consumers, unwittingly through their data, who will give them the next earth-shattering innovation. And because they know this and indulge it, they consistently stay at the top of their industries.
Innovators often create technologies or products, which have interesting capabilities or features, but rarely do they think through the actual use of the products and understand how they fit in with other products, services, infrastructure, channels and data that exist in a customer's life. These new products are often interesting but not "seamless" - customers encounter challenges when attempting to use these new solutions in their everyday settings.
We spend far too much time copying others and not deliberately setting about building our own ‘distinct’ capabilities and capacities to innovate, building the necessary building blocks through our own learning experiences. These are always shaped by the context and content of your innovation, the organization’s position, its resources, commitment and leadership appetite for innovation. Each of our choices takes up on our own evolutionary paths, we can never truly understand other ones because we never really “walk in someone else’s shoes” Copying only renders us the same, not a great ‘winning position in highly competitive market conditions, is it?
Open innovation will take on a new meaning as AI will scan internal and open data to find the best ideas. A.I. will replace up to 45 per cent of jobs within 20 years. There is a lot of talk about how such intelligent systems and chatbots will eliminate low level jobs, customer service and repetitive tasks. Let’s review, as examples, some actual practices where Artificial Intelligence (AI) is already changing the way jobs are performed.
Probably the most persistent myth about innovation is that it is the product of a lone genius who experiences a magical moment of epiphany and changes the world. This can be incredibly appealing because it implies that, if we are one of the chosen, a great idea will come to us in a flash and the job will be done. Like unicorns, the Eureka! Moment is mostly a myth.
Soon everything will be connected and addressable — from thermostats to refrigerators to doorknobs. This will enable automation, even bigger data and new technology that is currently unfathomable. But this is just the beginning. Everything means everything and that includes us.
The project team has canvassed 5 500 leaders from within business, government and civil society across five continents, and asked them to rank 15 sustainability opportunities. Within these they found 120 solutions and existing projects around the globe to showcase practical and inspirational solutions to global challenges.
Open innovation–introduced by Henry Chesbrough, an adjunct professor and faculty director of the Center for Open Innovation at the Haas School of Business at the University of California, Berkeley–focuses on a more open and collaborative framework for developing products, services, and more. By plugging in outside ideas along with internal thinking, it’s possible to take innovation to a new and better level. In many cases, open innovation intersects with startups, business incubators, joint ventures, spin-offs, and even crowdsourcing.
Ever felt the electricity of the group in an idea building session? That’s what true collaboration feels like. At the end of the session, no one individual feels like they own the idea/solution/concept. It has resulted from the contributions and building-block approach of the whole.
These three words, “I don’t understand…” alert us to niches. When designing products and services, we must play in those niches . And as we’ve seen, those niches can be comprised of millions and millions of people.