Innovation
ARTICLES

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.


What Innovation Resources are Needed to Thrive?

Aug-11-16. By Phil McKinney

In order to achieve this innovation—to start creating ideas, processes, services, and products that are forward-thinking and unique—companies need to make permanent allocations of money, people, time, and equipment that are dedicated to the sole mission of innovating.


The Five Myths of Innovation

Aug-11-16. By Jorge Barba

Innovation isn’t easy, and there are all types of myths on how to make it work and not make it work. In this webinar, Professor Julian Birkinshaw talks about his research on the myths and realities of innovation in large organizations.


Solving Useful Problems: Innovation at Work

Aug-10-16. By Travis Barker

Identifying which problems to solve is open to your business’ core competencies, industry, and values. The ability to identify problems worth solving can thus be used to differentiate essential business product or services versus those that are nice to have. The difference between these two can be substantial as the former category is arguably more sustainable and has the potential to have a larger impact in the customer’s life.


The Growing Value in that Crowd - Encourage it Out

Aug-09-16. By Paul Hobcraft

Crowdsourcing does offer increasing value as a contributor into our innovation management system. It can open up a real rich potential of tapping into diverse opinions that were difficult to reach in the past. Yet it does, from my perspective, need thoughtfully working through in its application and the expected end results, as each will challenge the initial assumptions and that is exactly what you will be looking for, challenging the accepted knowns and revealing the many unknowns.


Innovation Myths Debunked: Part II

Aug-09-16. By Peter Brooke

Today’s business world is buzzing with talk about innovators and innovation. While it’s a good thing that innovation is on the forefront of people’s minds, popular thinking about innovation and the culture of innovation in business is often substantially misguided. There are widespread myths about innovation and innovators that lead to significant misconceptions and can ultimately even hinder or destroy the innovation process.


How to Optimize Your Team for Productivity

Aug-05-16. By May Chau

As a manager, the ultimate goal is to build trust within a team and facilitate higher levels productivity. But how do we go about optimizing our teams for maximum productivity? In Margaret Heffernan’s TED talk Why it’s time to forget the pecking order at work, she argues that social cohesion is what builds the greatest teams. She demonstrates the issue of companies running “the superchicken model” that essentially means encouraging competition and only rewarding top performers:


Innovation Myths Debunked: Part I

Aug-02-16. By Peter Brooke

But for all the buzz-worthy chitchat and media and corporate attention given to innovation, there is nevertheless a massive amount of misinformation concerning innovation—as if innovation is a secret society shrouded in mystery and only accessible to the elite or those lucky enough to be in the know. This has led to the perpetuation of many popular myths about innovators and innovation. Not only are these myths leading to the spread of false information but also these myths are slowing down innovation and holding back would-be innovators and innovation in business.


How to Unleash Sustainable Innovation that Matters

Jul-25-16. By Jay Friedlander

Here are some of the fifteen tactics that industry leaders, Nobel Laureates, and disruptive upstarts have used to build mutual prosperity for shareholders, the planet and the local community. Most of these efforts are less than ten years old, yet have resulted in millions, even billions of dollars in savings and sales across industries around the world.


Four Ways to Make Your Business Embrace Innovation

Jul-25-16. By Mark Samuels

How does the IT organisation go from managing tech to building the next big thing? At the recent TCS Innovation Forum in London, speakers suggested four best practice lessons for C-suite executives looking to respond quickly and effectively to the demand for creativity


How to Protect Your Business from Creative Disruption

Jul-23-16. By Ira Kalb

Depending on the year you start counting, the lifespan of a Fortune 500 company has gone from 75 years to just 15. In our fast-moving ever-changing world, new technologies and products are disrupting businesses and entire industries at an accelerating rate.


Futures Thinking is an Essential 21st Century Skill: We Need to Cultivate it Widely

Jul-19-16. By Jorge Barba

What do we mean when we say we must innovate or die. Do we say that to sound smart and interesting? Do we say it to jump on the bandwagon? How about a sense of urgency because we actually believe that there is a better way? Yes, we need to innovate. But based on an obsession with betterment, not with selling more stuff to people.


Fundamentals of Sustaining Innovation in Your Business

Jul-19-16. By Peter Brooke

Every business needs to keep an eye on the market to stay ahead of the competition. One of the easiest ways to do this is to encourage a culture of sustain innovation amongst employees. Whether a business is big or small, everyone can innovate at some level as long as the staff is allowed time to do so. Take a look at some of these best practices to sustain innovation to determine which ones to put in place right away.


Fundamentals of Sustaining Innovation in Your Business

Jul-19-16. By Frank Laughlin

Every business needs to keep an eye on the market to stay ahead of the competition. One of the easiest ways to do this is to encourage a culture of sustain innovation amongst employees. Whether a business is big or small, everyone can innovate at some level as long as the staff is allowed time to do so. Take a look at some of these best practices to sustain innovation to determine which ones to put in place right away.


Exploring the Intrapreneurial Way in Large Organizations

Jul-18-16. By Paul Hobcraft

Large organisations sense they are missing out on radically different business opportunities and cast their envious eyes towards the young start-ups, not just coming up with original ideas to solve existing problems and pent-up needs, but seeing the work as potentially disruptive to those managing in the existing space. This start-up and entrepreneurial spirit are making many senior executives nervous and they want to find ways to harness this within their own organisations, and thus the intrapreneurial movement has been born and is growing fast.


5 Ways to Inspire Innovation in Your Company

Jul-08-16. By Niraj Ranjan Rout

Everyone’s on a quest to do something new, disrupt the status quo. What are you going to do about it? Are you going to be a bystander and watch things change, or are you going to be the one to lead the change?


Ten Simple Ways to Establish a User Friendly Ideation Process

Jul-01-16. By Mitch Ditkoff

Let's assume for a moment that you and your company value BIG IDEAS -- the kind of ideas that have the potential to change the game, differentiate you from the competition. That's the good news. The not-so-good-news is that the appearance of these BIG IDEAS are not only random, but too often subject to implosion, sabotage, neglect, rabbit holes, premature evaluation, pissing contests, blame, turf wars, and countless other forms of interpersonal and organizational weirdness.


The Promise of Collaboration - Using Social Media in Organizations

Jul-01-16. By Ramkumar Yaragarla

The question that looks intriguing is how a global multinational company spread over many countries, with tens of thousands of employees, maintains meaningful connections, relationships and harnesses collective intelligence. Though it is steep, companies will implement smart collaborative social media technologies to make sure those connections work, along with defining and promoting a global corporate culture.


Digital Innovation Hacks

Jun-27-16. By Mary Mesaglio

The Gartner 2016 CIO Survey of nearly 3,000 CIOs revealed that the least-used digital innovation practices actually correlate to the highest digital return. For example, while agile methodologies receive the bulk of attention from CIOs these days, crowdsourcing will give an organization more bang for its innovative buck.


These 3 Things Make a Company Truly Innovative

Jun-27-16. By Fulvia Montresor

Beyond their geographical and sectorial diversity, these innovative businesses have three crucial aspects in common. They combine innovations, innovate at an ever increasing pace, and work on solutions to global challenges. Here is how they do it.


Future Innovation demands a Different Approach

Jun-23-16. By Paul Hobcraft

We need to increasingly deliver better end results; as more distinctive, bolder and creative, delivering greater value to our customers’ needs. Can we change our thinking to achieve this?


Stories and Examples of Mass Collaboration

Jun-20-16. By Ramkumar Yaragarla

Whether you are looking to hear and read the story of online collaboration that happened at the Goldcorp Inc. in Canada or the Collaborative distributed computing power that was shared for the SETI@home project, the Search for extraterrestrial intelligence project launched by the University of California, Berkeley, collective intelligence and the “Power of crowds” in online collaboration is here to stay on earth.


6 Key Success Factors for Open Innovation

Jun-18-16. By Merit Morikawa

Open innovation is a trendy buzzword in the business world and there are plenty of sources that underline its importance and fundamentality for the future of businesses. But how does one actually make open innovation work?


Innovation Shifts from Products to Solutions

Jun-15-16. By Barry Jeruzeiski

The world of corporate R&D is undergoing a tectonic shift. Companies are moving away from their traditional, narrow focus on product innovation and into software and services innovation aimed at providing more comprehensive customer experiences. Are you selling smartphones, or are you selling connectivity and a media interface? Are you selling automobiles, or are you selling mobility?


Making Innovation Less Difficult and Less Expensive

Jun-14-16. By Jeffrey Phillips

Too many people in the innovation arena are apt to talk about ideas, which are relatively easy to get, but fail to consider the effort involved to move from an idea stage to an innovation stage. I've often compared this to the amount of force it takes to get a rocket into orbit. You can have thousands of rockets, of all sizes, launching all the time. But until and unless one of them has the requisite amount of thrust necessary to get it into orbit, they will all crash. There's no half way. There's no "almost" in orbital science. You either got into orbit or you crashed and burned. The same is true with innovation.


Finding a Lower-Risk Path to High-Impact Innovations

Jun-13-16. By Joseph V. Sinfield, Freddy Solis

The pursuit of major innovations is often seen as a risky endeavor. However, there is a lower-risk way to commercialize certain types of high-impact innovations — by viewing initial applications as “lily pads” that a company can reach before leaping to the next market.


How Companies Can Solve the Innovator's Dilemma

Jun-10-16. By Michael Tushman

Long-term corporate success is not for the faint of heart. We have spent years examining the reasons companies seem to be strong at short-term execution but too often fail in the long run. We call this the “success syndrome,” and it has become widespread in Corporate America. Simply put, companies succeed in the short term because they create alignment for their initial strategy. To avoid succumbing to the success syndrome, corporate leaders must be ambidextrous.


Crowdsourcing, Share Risk To Increase The Gain

May-31-16. By Evan Shellshear

Successful crowdsourcing is difficult and fraught with problems. To engage a crowd usually requires one to appeal to some­thing else in people other than their desire to earn money. Even when offering compensation, surprisingly, people will often rather volunteer their time than accept a small payment to help others.


Solving the 10 Most Common Innovation Challenges

May-31-16. By Jorge Barba

Solving all of the issues and establishing a well working innovation management system will support the growth of a company and it will create a good customer value and profitability. But they have to develop and improve their system continuously to protect their competitive advantage. Below I elaborate on some of these common innovation challenges and provide some guidance on how to solve them.


The Importance of Leadership in Fostering Organizational Innovation

May-26-16. By Phil McKinney

Any expert on the driving forces behind organizational innovation will tell you that leadership is one of the most important. In fact, I’ve discovered it to be one of the 7 Immutable Laws of Innovation, and a necessity for any institution looking to prioritize leadership.


How Design Thinking Adds Value to Innovation

May-26-16. By Linda Naiman

Successful companies are always looking for new ways to compete in the marketplace. One approach, which has taken the corporate world by storm, is design thinking. Design-led companies such as Apple, Coca Cola, IBM, Nike, Procter & Gamble and Whirlpool have outperformed the S&P 500 over the past 10 years by an extraordinary 219%, according to a 2014 assessment by the Design Management Institute.


Coaching Helps Overcome the Ten Innovation Intractables

May-24-16. By Paul Hobcraft

So what does block innovation? Arguably there are plenty of things up and down organizations: a lack of resources, an overcrowded portfolio of ideas, a lack of dedicated people, treating innovation as one-off, keeping it isolated and apart from mainstream activities.


Can You Teach People to Innovate?

May-20-16. By Jeffrey Phillips

Innovators aren't born but they are shaped, more by experience than by training. Of course we can provide some training in any tool or technique, and try to enlarge the way people think when they encounter an innovation exercise. But the best way to make an innovator is to give them an intractable problem and remove the constraining barriers. Encourage them to think differently and come up with novel ideas.


Twelve Principles for Open Innovation 2.0

May-17-16. By Martin Curley

A new mode of innovation is emerging that blurs the lines between universities, industry, governments and communities. It exploits disruptive technologies — such as cloud computing, the Internet of Things and big data — to solve societal challenges sustainably and profitably, and more quickly and ably than before. It is called open innovation 2.0.


The Best Digital Companies Are Set Up to Never Stop Innovating

May-17-16. By Brad Power

Companies born before the internet took hold have an enormous challenge: improving their online products and services at the warp speed of their online competitors. The ability to make thousands of changes a day to its online retail service has been a key reason Amazon is expanding its online lead over Walmart and other historically “bricks and mortar” retailers. Amazon e-commerce revenue growth was 10 times Walmart’s last year in dollar terms, and 1.5 times faster in percentage terms.


Innovation Without Change

May-16-16. By Jeffrey Phillips

I've been puzzling this over the last few weeks, trying to wrap my head around the importance of innovation generally and the lack of real innovation delivery specifically. What I mean is that everyone knows that innovation is vital to growth and future success, but very few new innovations are created. The vast majority of innovation effort and outcome is expended on me-too, so what incremental innovations that don't really change the user or the market.


Resilient Innovation Processes: Improve Under Stress Instead of Breaking

May-12-16. By Phil McKinney

It’s times of stress that really test the strength or weakness of your organization. During stressful times, you learn what the people in your organization are made of—but also whether the systems, functions, and processes you’ve put in place are able to withstand the crises that inevitably come your way. Industry shifts, market downturns, unexpected competitors: when stress comes, it shouldn’t make your organization or process fall to pieces. Instead, stressful times should be when positive discourse, growth, and resiliency thrive.


The Simple Plan for People that Want to Solve Big Problems

May-11-16. By Scott Berkun

If you want to make progress happen, or be someone who brings good ideas into the world, this is for you. It’s the simplest, easiest, most straightforward way to convert your ambition into action. When I’m asked to give advice about managing creativity or how to make an organization “innovative” this is what I share.


3 Ways You Might be Stifling Innovation In Your Organization

May-03-16. By Brad Dewees

In both physical fitness and innovation, bad habits undo the best intentions. A good workout comes to nothing if it’s followed by a super-sized meal on the way home. Likewise, the best innovation initiatives come to nothing if your organization gets a few basic things wrong. Bad innovation habits can undo the best innovation intentions.


A Hands-Off Approach to Open Innovation Doesn’t Work

May-03-16. By Raghav Narsalay, Jitendra Kavathekar, David Light

For many business leaders — 85%, according to a recent Accenture survey — such open innovation is critical to their strategic plans. But many partnerships begin without due attention to what might go wrong, and the results show it. The challenges of big firm–small firm collaboration are considerable: different cultures, different attitudes about sharing intellectual property, different concerns about risk sharing, and others. So it’s no simple task to meet the strategic objectives of such partnerships.


6 Leadership Behaviors Drive Continuous Innovation

Apr-27-16. By Martin Zwilling

Every entrepreneur and business executive knows that continuous innovation is required to survive, but most struggle with this more than any other challenge they face. They know they need to act proactively, but still are often blindsided by a new competitor coming out of the blue with a future they never imagined. Innovation driven by the next crisis is not leadership.


Jeff Bezos on Culture: Failure and Invention are Inseparable Twins

Apr-26-16. By Jorge Barba

Failure can’t be separated from invention, it’s not optional. It’s also why you can’t mandate innovation, only inspire it. You can create the conditions necessary for it to happen, but it’s not a set-it and forget it deal.


What Makes Some Silicon Valley Companies So Successful

Apr-26-16. By Heitor Martins, Yran Bartolomeu Dias, Somesh Khanna

Over a week in Silicon Valley, we met with more than 50 people deliberately chosen to give us a broad cross-section of insights. We spent time with established digital players, midsize companies and startups. These conversations highlighted some attitudes and values that seemed to go a long way toward explaining Silicon Valley’s innovation identity. Here are the ones that struck us most.


5 Key Ingredients for Corporate Innovation

Apr-26-16. By Avner Mor

Here are five crucial ingredients that senior management should use to help their innovation projects succeed. When implemented together, these five ingredients can combine to promote valuable corporate innovation, in spite of the conditions that work against the success of innovation leaders within most large enterprises.


The Future Of Digital Workspaces Means More Meaningful Collaboration

Apr-20-16. By Larry Alton

Why do we work in offices? You could cite a handful of reasons, such as having a visible “headquarters” for your brand or maintaining more control over employee schedules, but when it comes down to it, offices exist to encourage collaboration. We have board rooms to host meetings, break rooms to encourage teambuilding and camaraderie during downtime, and we maintain semi-strict hours (i.e., 9-5) to make sure everyone’s available in one place, just in case we need to ask a question or hash out a problem. So what if there was a better way to collaborate? Would we need offices anymore?


9 Defining Characteristics of Successful Innovation

Apr-19-16. By Nick Skillicorn

Why is it that innovation is so hard to seriously talk about in most companies? Everyone agrees that it's important. In fact, when IBM interviewed 1,500 CEOs on what they thought the most important leadership quality was for the next 5 years, the most commonly cited trait was "Creativity", followed by "Integrity" and "Global thinking". They agree that coming up with new ideas for their business was vital for its survival and growth.


Scaling Innovation is a Marathon, Not a Sprint

Apr-19-16. By Ann Mei Chang

“If you build it, they will come” only works in the movies. For the rest of us, it takes a concerted effort to build user demand for a product or service. Even if an innovation can dramatically improve lives, the intended user might not see it that way. And, of course, it can’t make an impact if people don’t know about it.


5 Reasons You’re Not Thinking Like an Innovator

Apr-18-16. By Mitchell Rigie, Keith Harmeyer

Is there a business person in the world today that doesn't want to be more innovative? We all know that the ability to consistently reinvent ourselves and the value we deliver in the marketplace - in other words, thinking like an innovator - is critical to success. And many people and organizations invest a great deal of time, energy, and resources into strengthening their innovation skills. So why is it that some of us find it so challenging? What gets in our way?


7 Essential Lessons from the Harvard Innovation Lab

Apr-14-16. By Gwen Morgan

Jodi Goldstein heads up the Harvard Innovation Lab (I-lab), a collaboration and education space launched in 2011 to help develop students’ interest in entrepreneurship and innovation. A Harvard MBA herself, it’s her job to get students to develop bold creative ideas and bring them to fruition. She uses a cross-disciplinary approach to foster new ways of thinking.


Why Platform Disruption Is So Much Bigger than Product Disruption

Apr-08-16. By Juan Pablo Vazquez Sampere

Product-based disruptions have a strong “within the industry” effect; after all, being a serious threat or replacing the incumbent is a big deal. But platform-based disruptions have effects not only inside the industry but also well beyond industry boundaries.


If You Don’t Value Brilliance, You Don’t Value Innovation

Apr-08-16. By Jorge Barba

No traditionally managed corporation would ever hire a Steve Jobs, Elon Musk or Larry Page type of person. Why? Because genius needs to be left alone, to be unleashed, to operate in chaos. And corporations want to put a leash on anything that challenges the status quo; they are afraid of genius because they can’t predict and control it.


What Is The Silicon Valley Secret Sauce For Innovation Success?

Apr-07-16. By Phil McKinney

There’s plenty of advice out there about how to make it in Silicon Valley. Some things are required for innovation success anywhere in the world, but the valley is a special place with different rules. As someone who’s spent a lot of time there, I think there are a few important elements to Silicon Valley’s success that others should know about if they’re trying to bring their ideas to life there.


Destructive and Constructive Innovation

Apr-06-16. By Jeffrey Phillips

Innovation will always create disruption in existing conventions, economies and industries. This means that it will also destroy EXISTING jobs. It does not mean, however, that innovation is constantly destroying the net number of jobs. This is what the media tells you, and it is wrong. What does happen is that the type of job changes.


Great Innovators Create the Future, Manage the Present, and Selectively Forget the Past

Mar-31-16. By Vijay Govindarajan

What’s missing from the managerial toolkit is a way for managers to allocate their—and their organization’s—time and attention and resources on a day-to-day basis across the competing demands of managing today’s requirements and tomorrow’s possibilities. But as anyone who has ever tried to lead innovation knows, the challenge goes beyond being ambidextrous enough to manage today’s business while creating tomorrow’s. There is a third, and even more intractable, problem: letting go of yesterday’s values and beliefs that keep the company stuck in the past.


How Large And Small Businesses Can Overcome the Innovation Paradox Together

Mar-31-16. By Mike Maddock

How can a sophisticated organization be so committed to a life-or-death mission [innovation] but still not achieve it? This was our innovation paradox.


Three Lessons on Innovation I Learned during my 12 years at Apple

Mar-26-16. By Kelli Richards

Here are three key lessons that characterize my experience at Apple and strike me as more relevant than ever today. 1) Consensus is not your friend. 2) Don't run back and forth seeking interim feedback. 3) Be wary of received wisdom.


Why Diversity In the Workforce Is Imperative

Mar-25-16. By Gabriel Bristol

To remain relevant in the competitive world of business, diversity is crucial to the success of a company as it can support businesses in continued growth and prosperity. New companies are emerging every day, and in order to stay ahead of the curve, it is important for business leaders and employees to come together and create a diverse workforce environment. Ultimately, diversity breeds innovation, which helps businesses achieve goals and tackle new challenges.


4 Ways Innovation is Changing Business

Mar-23-16. By Dennis Fortnum

The World Economic Forum calls this era of innovation the Fourth Industrial Revolution. In January government and business leaders met in Davos, Switzerland to discuss how to navigate these unprecedented changes. It is a monumental discussion, because the reality is that these regular and system-wide innovations will continue to crack the foundations of traditional industries for years to come. Businesses need to recognize this and make sure that they will be nimble enough to succeed wherever change takes them.


Real Businesses are Using Machine Learning

Mar-20-16. By Lukas Biewald

It’s not just futuristic-looking products like Siri and Amazon Echo. And it’s not just being done by companies that we normally think of as having huge R&D budgets like Google and Microsoft. In reality, I would bet that nearly every Fortune 500 company is already running more efficiently — and making more money — because of machine learning. So where is it happening? Here are a few behind-the-scenes applications that make life better every day.


Why B2B Companies Struggle with Collaborative Innovation

Mar-16-16. By Alessandro Di Fiore, Jonas Vetter

Innovating with customers should work well in B2B, as it should give companies a deeper knowledge of their customers and promote a trusting relationship. Unfortunately, it seldom turns out that way. Over and over again we’ve seen resources and time wasted on initiatives that die on the vine, destroying the trust that collaborative innovation ought to deliver while doing little to improve companies’ knowledge and performance.


Making Innovation Work for You

Mar-11-16. By Pat Bakey

Disruption is everywhere. From new digital business models and hyperconnectivity to the sharing economy, almost every industry is experiencing radical change. In the past, organizations could adapt fast enough to stay ahead of disruption. With digitization, however, the rate of change has accelerated beyond the ability of traditional companies to adjust.


Why Do Innovations Fail?

Mar-11-16. By Richard Miller

Many studies have been carried out on what differentiates successful from unsuccessful innovation projects, dating back to the 1970s. One characteristic of products that fail in the market keeps coming up and seems to be one of the dominant causes of failure: The product solved a problem the customer didn’t have.


So You're Trying to Innovate in a Heavily-Regulated Industry...

Mar-08-16. By Naomi Fried

Engaging in actual innovation is far from easy. There is experimentation, testing, tinkering and—sometimes—significant risk-taking. Often, the outcome is failure. In short, innovation with its risk of failure is SCARY.


4 Ways Established Businesses Can Disrupt Themselves and Win the Market

Mar-04-16. By Steve Olenski

If you're running an established business, you may feel that you've painted yourself into a corner. You've grown a customer base using the business you created and it's too late to go back. But as you watch new competitors come in and steal those customers away, you may realize how important it is to reinvent yourself every now and then. Here are a few ways you can use startup thinking to win the market, no matter how long you've been in business.


What is Open Innovation?

Mar-03-16. By Esteve Almirall, Wim Vanhaverbeke, Henry Chesbrough

Open Innovation is based on the fundamental idea that useful knowledge is now widespread throughout society. No one organization has a monopoly on great ideas, and every organization, no matter how effective internally, needs to engage deeply and extensively with external knowledge networks and communities. An organization that practices open innovation will utilize external ideas and technologies as a common practice in their own business and will allow unused internal ideas and technologies to go to the outside for others to use in their respective businesses.


Why Does Open Innovation Work?

Mar-03-16. By Esteve Almirall, Wim Vanhaverbeke, Henry Chesbrough

There are three reasons why Open Innovation works. First, in the traditional approach, the reliance is on deep vertical integration and internal R&D networks for innovative success. In the open innovation approach, there is much greater reliance on connection, collaboration, and partnerships for innovative success.


Learning to Learn

Mar-01-16. By Erika Andersen

Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, “The ability to learn faster than your competitors may be the only sustainable competitive advantage.”


Transparency is Key to Open Innovation

Feb-26-16. By Denys Resnick

Increasingly, though, significant players in their industries such as General Electric, Mondelēz International, Johnson Controls and Siemens have incorporated OI as a core process – not just for discrete situations. Instead of cracking the doors to R&D just enough to allow the rest of the world to peek in, they’ve flung them wide open. As a result, innovation flows through their organizations and powers them forward on a daily basis. How did they get comfortable with being so transparent? What did they realize that many of their competitors do not?


Walking The Tightrope On The Innovation Bell Curve

Feb-22-16. By Jeff DeGraff

Breakthrough innovation typically starts at the edges of the bell curve in the challenge of a crisis or the prospect of an outstanding opportunity. This is because the risk of deviating from the standard way of doing things and the reward of taking a chance on something new is reversed in these extremely negative and positive situations.
Read more at http://www.business2community.com/business-innovation/walking-tightrope-innovation-bell-curve-01462672#TQj1d3w2DR10obmO.99


6 Accidental Ways Companies Kill Innovation

Feb-19-16. By Emily Wenstrom

We’ve all been there—someone pitches an idea, and it’s met with enthusiasm. Everyone is excited! The company wants to evolve; the company needs to evolve. A plan is quickly put in place to turn this fresh idea into reality. But, well, then the company starts acting like a company again. Over time, the idea loses all its momentum until it’s no longer the shiny, innovative idea it started as. It gets dialed back again and again until it’s completely unrecognizable, and it dies a slow, silent death. The company returns to its status quo.


Three Questions Leaders Should Ask About Innovation

Feb-19-16. By Christy Pettey

“Many leaders fall into the trap of trying to tackle innovation challenges simultaneously, which confuses things,” said Ms. Mesaglio. “Instead, it’s critical that they ask themselves these three questions in this order.”


Innovation and Maturity

Feb-16-16. By Jeffrey Phillips

How do we get a better understanding of who is merely talking about innovation, and who is actually practicing it? Beyond that, is there a way to determine who is merely sustaining a veneer of innovation, and which firms are driving innovation into the core of their business? Can we create a barometer of innovation capability and engagement? I think the answer is "yes", based on evidence we can observe and measure.


4 Ways to Turn Your Team into an Ideas Machine

Feb-11-16. By Chris Denson

Guive Balooch breaks down the processes behind creating globally impactful ideas and products, the passion it takes to make innovation happen, and how his team of brilliant - yet disparagingly different - minds come together to push L'Oreal to the edge of possibility.


In Search of Ingenuity

Feb-10-16. By Andrew Hargadon

The pursuit of innovation doesn’t depend on genius. Instead, it demands ingenuity — the ability to come up with solutions that are original and clever given the constraints that you and everyone else face.


Is Experience Good for Innovation?

Feb-07-16. By Kevin McFarthing

Experience is what you get just after you needed it. Or so the saying goes, suggesting that if only you had known beforehand what you learn afterwards, you would have avoided mistakes and achieved a better result. That’s largely true (in my experience!) but it isn’t a blanket statement that’s applicable in all cases.


How to Win at the Innovation Game? By Sharing

Feb-01-16. By Mark Samuels

Someone in your firm comes up with a great idea -- is your first thought to keep the intellectual property confined within the enterprise firewall, or would you rather share those ideas with external partners, peers, and even competitors?


The Innovative Power of Criticism

Jan-31-16. By Roberto Verganti

Unlike design thinking and crowdsourcing, which rely on the art of ideation, my process is rooted in the art of criticism. Instead of soliciting early input from customers and other outsiders, it engages a company’s own employees. It helps them articulate their individual visions and then compare and discuss their contrasting perspectives in order to distill them into a handful of even better proposals. The views of outsiders are sought only at the end.


How Design Thinking Will Reshape Business Model Innovation

Jan-25-16. By Alex Osterwalder, Yves Pigneur.

Today’s leaders are challenged with making important decisions in a rapid and highly dynamic business environment. These decisions will be crucial to the survival of the existing business model, while also to the search and discovery of future growth engines. But the current process where leaders narrow down possibilities and choose from the best existing alternative is broken. It results in a business culture that values refining and polishing an untested idea that does little to reduce risk or uncertainty.


Push and Pull, a New Way to Build Your Corporate Innovation Strategy

Jan-24-16. By Franck Nouyrigat

There are 2 tactics for corporations looking to launch new startups. The first one is called Pull, it relies on identifying relevant existing startups in the startup ecosystem, to “Pull” startup, knowledge, founders and even capital toward the corporation. The second one called Push fits well the corporate taste for control, in that case the corporation “Pushes” ideas, capital and products outside in the form of a startup.


4 Habits of the World's Most Creative People

Jan-21-16. By Graham Winfrey

The most creative people in the world--think Einstein, Picasso, and Steve Jobs--didn't get their best ideas by waiting around for lightning to strike. So how do you engineer more creativity when you need it?


How IBM Innovates

Jan-19-16. By Greg Satell

Last week, IBM announced that it lead the list of companies receiving US patents for the 23rd consecutive year. IBM’s patent leadership is extreme. It not only consistently tops the list, but outpaces the number two company on the list, Samsung, by 50%. That’s pretty impressive.


GE Finds Big Companies Seek "Safe Innovation"

Jan-19-16. By Stacey Higginbotham

For large companies trying to keep up with the pace of innovation, the biggest challenge isn’t the competition. It’s adapting their sclerotic businesses to rapid change.


Here's What Innovators do Differently that Imitators Don't

Jan-18-16. By Jorge Barba

Are all innovators alike, and can we all learn and develop the skills to become innovators? Yes. I’m big on fundamentals, and though you can’t create a Mozart or David Bowie, you can unleash your innovation capability by applying the skills necessary to be creative and innovate.


Think Like a Workplace Futurist

Jan-15-16. By Meghan M. Biro

Thinking like a futurist means being in a constant state of learning, absorbing emerging trends and concepts, then considering the impact they might have globally as well as longer term. It means being open and receptive to change, both within your organization and outside. It means considering future possibilities, not just what’s happening right now.


Why Most Businesses aren't prepared to Embrace what's Necessary to Actually Innovate

Jan-14-16. By Jorge Barba

Not all entrepreneurs are innovators, only a handful. The result is that the vast majority of businesses out in the world were not born from creative ideas, rather derivatives. And when these non-innovative businesses want to explore innovation, they enter a dilemma: In order to innovate, an existing business must keep running the core business while also trying to find the revolution; exploit and explore.


Innovation Requires Hands, Heads, Hearts

Jan-12-16. By Jeffrey Phillips

Innovators and analysts have apparently decided that trying to convince organizations to simply become more innovative is too difficult. Innovation distracts from highly efficient day to day operations. Therefore we innovators, and other management thinkers, create a new way to think about introducing innovation, acknowledging the importance of efficient operating models while emphasizing the importance of innovation.


We Need to Expand the Definition of Disruptive Innovation

Jan-07-16. By Robin Chase

Zipcar counts as a disruptive innovation. Uber doesn’t. The latter is according to Clayton Christensen, Michael Raynor, and Rory McDonald in their recent HBR article “What is Disruptive Innovation?” The authors explain that disruption “describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses.” They also write that “disruptive innovations originate in low-end or new-market footholds.”


Preserving and/or Disrupting

Jan-05-16. By Jeffrey Phillips

I'm reading a lot about "disruptive" innovation from firms that I think have a lot to protect and preserve. When I read that, I become fairly suspicious, because I'm not sure it's possible to simultaneously protect what is "important" and disrupt at the same time, unless the disruption is taking place in a market or business adjacent to or distant from whatever the corporation is trying to protect. Can you simultaneously protect and disrupt the same product, segment or market? I think the answer is "no". So what are all of these corporations disrupting?


How Lunatics, Experts and Connectors Help Drive Innovation

Dec-17-15. By Nathan Furr

The idea that a team should be made up of representatives from contributing divisions (such as marketing, sales and engineering) is being replaced with the concept of bringing together a hacker, a hustler and a hipster. The thinking being that the hacker creates rapid prototypes, the hustler engages customer feedback to capture users, and the hipster frames beautiful user interfaces and brings important connections to the team. While this team structure is well suited to startups working on a blank canvas, it ignores the unique challenges faced by companies with established products and services.


What the Research Tells Us About Team Creativity and Innovation

Dec-15-15. By Roger Schwarz

There are areas in the research on teams where the findings are all very clear, as are the prescriptions for leaders. Creativity and innovation are not among them. We know how some factors affect creativity and innovation, but we’re only just beginning to understand some of the more complex relationships.


The Innovative CEO: How to Lead Innovation from the Top

Dec-10-15. By Phil McKinney

While many CEOs have excellent intentions of inspiring their employees to be innovative and creative, putting those intentions into practice takes hard work and truly active leadership. By definition, the CEO has to concern himself with high-level executive functions at the company he’s running. He can’t be involved in every detail of every project in every department, nor should he be. But too often, this position keeps the CEO totally out of the loop of internal communication, and the places in the company where innovation is or should be happening.


9 Principles for Overcoming the Fear of Change

Dec-08-15. By Martin Zwilling

One of the biggest challenges in any business, large or small, is overcoming the natural human preference for status quo, or fear of change. It means that most team members and executives alike have a natural tendency to prefer killing innovations rather than implementing them. Even customers, while they all want the next big thing, want it to happen with minimal new learning.


What Skills do we Need to Stay Relevant in the Future?

Dec-08-15. By Jorge Barba

The ability to automate work and use artificial intelligence to augment everyday tasks is now here. And, the nature of change in the workforce is accelerating as robots start to walk outside factories, the whir of drones grows louder in the air, and driverless cars are poised to join us on the streets in cities nationwide.


Find Innovation Where You Least Expect It

Dec-01-15. By Tony McCaffrey, Jim Pearson

On the evening of April 14, 1912, the RMS Titanic collided with an iceberg in the north Atlantic and sunk two hours and 40 minutes later. Of its 2,200 passengers and crew, only 705 survived, plucked out of 16 lifeboats by the Carpathia. Imagine how many more might have lived if crew members had thought of the iceberg as not just the cause of the disaster but a life-saving solution. The iceberg rose high above the water and stretched some 400 feet in length. The lifeboats might have ferried people there to look for a flat spot.


How To Create An Innovative Culture: The Extraordinary Case Of SRI

Nov-30-15. By Steve Denning

Most efforts to change an organizational culture fail. Efforts to create an innovative organizational culture are typically even less successful. Yet some succeed. One extraordinary example is SRI International (SRI), the creator of Siri, the personal assistant on the iPhone.


12 Things that Kill Innovation in Your Organisation

Nov-30-15. By Shaun McCarthy

Innovation – the word that's on everyone's lips right now as organisations grapple with the realities of volatility, uncertainty, complexity and ambiguity in today's somewhat turbulent world. But innovation doesn't just happen by "being more innovative" or hiring creative types and putting them in special "innovation" teams. For innovation to happen, a considerable body of research shows that there are certain organisational conditions that must be tackled.


Harnessing the Power of Entrepreneurs to Open Innovation

Nov-25-15. By OIC Editor

A report by Accenture noted that one beacon that has drawn large companies and entrepreneurs together is “open innovation,” a concept introduced more than a decade ago that has since become a catchphrase for a broader and deeper form of collaboration. Yet they contend in this report that large companies and entrepreneurs believe collaboration and open innovation are, as yet, under-delivering on their promise. One reason for this shortfall is the fact that open innovation is a journey of multiple phases. Too often, large companies remain stuck in the early phases—those that primarily involve corporate ventures and incubators or accelerators. Too seldom do large companies collaborate in a spirit of joint innovation.


Unlocking Innovation in Business

Nov-23-15. By Simon Hill

Although most organisations acknowledge the desperate need for change, they are still at a loss when it comes to taking action. Workforces are a goldmine for the insight needed to drive change in an increasingly competitive business environment - but this knowledge must be captured to unlock innovation.


What is Disruptive Innovation?

Nov-23-15. By Clayton Christensen, Michael Raynor, Rory McDonald

Unfortunately, disruption theory is in danger of becoming a victim of its own success. Despite broad dissemination, the theory’s core concepts have been widely misunderstood and its basic tenets frequently misapplied. Furthermore, essential refinements in the theory over the past 20 years appear to have been overshadowed by the popularity of the initial formulation. As a result, the theory is sometimes criticized for shortcomings that have already been addressed.


What Kind of Thinker Are You?

Nov-23-15. By Mark Boncheck, Elisa Steele

The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. What can be done to close that gap? A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. Here’s what we found.


The Necessary Elements Of Corporate Innovation

Nov-22-15. By Falguni Desai

The pursuit of innovation has pushed large companies to launch accelerators, incubators and hackathons. Some companies succeed in finding new ideas and others don’t. Why the disparity? How can companies crack the code and reap the most benefits from these investments? There are no easy answers, but there are a few necessary elements.


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