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The challenges for innovation management are mounting: convergence of industries, shortening product life cycles, explosion and globalization of knowledge, rising importance of business model innovation, increasing impact of internet-based social networks are just a few of the megatrends that generate new realities for innovation managers.
These new realities require innovation leaders to find out how exploration and exploitation can be run simultaneously and balanced concurrently. In theory, there is also the concept of a consecutive balancing in which a firm “switches” between exploration and exploitation. From a practitioner’s perspective, however, this is not a real option since the management of the switching cycles is overly complex and the whole approach is too sluggish to adapt to swiftly changing conditions.
Even people with deep experience need to refresh their skills. As we say in innovation circles, it's a journey not a destination. That is, even people who have years of experience can learn something new to apply if they are willing to open up their minds. Developing skills and extending or refining skills and knowledge is vital, especially as we are increasingly in a knowledge based economy. Training is vital - in quality or in innovation, but the depth and type of training in these fields rapidly diverge.
Innovation is the process of idea management:
Of course, you need ideas. But once you have them, you have to select which ones are most promising because we never have enough time and resources to execute them all. And we do have to execute – that’s a critical step.
Whenever I facilitate a brainstorm session for an organization, I follow a rule of having all the participants in the room scribble down every single idea they can think of within the first 5-10 minutes – and then throw them all away.
There are three reasons I do this.
During a recent meeting where team members provide updates on their innovation projects, one of the project leads pushed back when I challenged the team to “go faster”. So what should you do when you feel your patience is waning on a project?
When we loose our patience, we exhibit worry and anger. If we are the boss, we have a tendency to want to jump in to the project and start micromanaging. Innovation takes longer than you expect. Get used to it.
Idea Enrichment is a must have step for Disruptive Innovation.
The review of ideas is an important step in the ideation process. Crowdsourcing a topic will yield lots of contributions. You’ll end up with a ranked list of ideas. But are they of any value? The trick is to take the very best or winning ideas and THEN look very critically to see if they’ll fly.
Innovation nearly always suffers some form of “mind the gap” and yet we tend to ignore the obvious and stumble into these gaps or fail to recognize them completely. These ‘gaps’ comes in so many different ways and guises.
We are in a need to constantly “mind the innovation gaps”, these are everywhere.
I'm constantly amazed at how often I see people confusing an idea with an innovation. The difference becomes quite clear once you've run a few experiments with some element of the idea.
But there's the rub: Most people struggle to understand what they must do when it comes to testing an idea. In fact, they struggle with the idea of trying to fail early in order to succeed later. Instead, they assume their idea is a good one (it usually isn't), craft a business plan (which holds little relevance in today's disruptive environment), run some numbers (mostly fantasy resting on a leap of faith assumption) and seek investment capital to run with it.
We have our innovation metaphors all wrong. Too many of them relate to point where we make the creative connection between ideas: the flash of inspiration
the eureka moment, a stroke of genius, and so on.
All of this makes us think that innovation is an event. But it’s not – innovation is a process.
Obviously, since innovation by nature is a non-routine, creative and unpredictable task, metrics might seem like something for the Controller-nerds, rather than a common skill that is central to the innovator’s DNA. And while many argue that too much measurement stifles innovation, it still remains key for the survival of every business. Assessing progress and measuring the impact of your innovation activities enables you to change your strategy before mistakes become expensive or great ideas are refused. While the development of innovation metrics in general is still an emerging discipline, there is absolutely no clear guidance on how companies should approach them in order to measure the success of their open innovation initiatives. Anyway, in these times of fast changes, there is actually a good chance that the ‘old’ systems you set out to measure innovation won’t match the challenge you’re going to face when piloting the new and emerging trends of open innovation.
Is innovation failure a contradiction? Innovation leaders and analysts say no. Venture Capitalist and Forbes writer Henry Doss observes that “…failure is a feature of highly innovative organizations….[T]here is a strong correlation between failure and innovation.” According to Doss, in a culture which is open to risk and experimentation, “[t]he paradigm is not one of failure, but one of frequency of trial.”
As of late, innovation has become the corporate buzzword because it’s one of the biggest mysteries to business leaders. But, you can’t force innovation to happen. Instead, it’s about how you shape your corporate environment so that innovation is possible.
A new study from Accenture, “Why Low Risk Innovation Is Costly,” revealed that less than one in five chief executives believes their company’s strategic investments in innovation are paying off, while half said their companies were less likely to risk implementing breakthrough ideas. So, what are these unsuccessful CEOs and their people doing wrong with their strategic investment in innovation?
You've been working at a small start-up for a while now when a large, deep-pocketed corporation comes knocking, asking you to join its innovation team. Should you take the job? Will this be the chance to exercise your entrepreneurial imagination in a more secure environment with ample assets? Or will you end up drowning in bureaucracy, pining for the white-knuckled start-up pace you're used to?
We have similar concerns whenever we consider accepting an innovation engagement.
Innovation isn't stalled because we've run out of ideas or out of steam. There's a deeper issue at stake. Innovation appears stalled in many industries because the product or service has reached its point of diminishing marginal returns for innovation. In other words, for many products and services, the next big innovation will be a significant disruption. You can tell when this is true by watching what is being "innovated" - the base product, or other ancillary features.
This article speaks about the growing sentiment of the new generation of feeling entitled to try to change the world and argues that this feeling of entitlement is a necessary ingredient to future innovation.
Having a reputation as an innovator is the ‘holy grail’ in business today. Leaders and companies want to be seen as innovative, and be tied to the many associations that come with it: creative, marketing leading, cutting edge. Leading business publications including Forbes, Fortune and Fast Company celebrate and publish an annual list of companies they consider innovative.But what is it to be innovative, and how do leaders foster it within their company culture?
The value of taking a thought walk whenever you are looking for new ideas.
Most Innovation research is focused on Product Performance. We as consumers admire the latest gadget, and seek to attain the “next big thing”. Innovation leaders and inventors often pursue innovations at the higher tiers of their markets because this is what has historically helped them succeed. However, according to Doblin’s research, there are more opportunities to create competitive advantage in the other types of innovation. In many cases these innovations may be more cost effective, and can even generate a higher rate of return.
So you’re convinced that investing in innovation is a good thing to do but you’re not sure that you are getting good value from your investment. You’ve seen over a dozen articles on innovation in the last year alone – typically these focus on a few iconic examples (such as Apple, eBay, or P&G) – but some of the advice is conflicting and you wonder how applicable it really is to your industry. You might be thinking that some of your innovation management practices need improvement but there seems to be little empirical evidence or reliable benchmarks about what really does and doesn’t work.
Arthur D. Little’s 8th Global Innovation Survey can help you address these problems. We’d like to share some initial findings with you and invite you to benchmark yourself against your industry peers.
Your market is never stable. One dangerous assumption that organisations make is that they know what market they are in, and that this will remain stable. Information technology is wreaking havoc on traditional industry boundaries. John and I visited a research lab for an engineering company last week, and it was very clear from the projects that they are working on that the firms that will win in this traditionally very conservative industry will be the first ones to become fully knowledge-based. As projects get more complex and more expensive, managing the flow of data becomes increasingly important.
We, today, are a lot like the blind men when it comes to innovation, especially when we are focused on discovering new customer needs and expectations. In many discussions about what "customers" want, it often seems like we have a group of learned blind men who know only their particular perspective. Some speak about EXISTING customers and their needs. Some speak about POTENTIAL customers and their needs. Some speak about the firms internal CAPABILITIES and TECHNOLOGIES, as if this matters. Some talk about future SCENARIOS and TRENDS that may occur. Some talk about specific SEGMENTS of customers, ignoring others. Some will talk about what they believe to be true, not what customers have told them. In the end, many clients often have very narrow, segmented and biased interpretations of customer needs, often influenced by current market conditions and the existing capabilities of the business, rather than what they've learned by interacting with customers.
A checklist of questions designed to generate a lot of ideas quickly and easily
Why are some companies better at using anticipatory intelligence to generate innovation than others? And more importantly, how will that intelligence be distributed to enhance innovation competitions? Responding to these questions, four scenarios are suggested below.
The evolving nature of futures studies forces us to rethink how foresight is being used for mitigating approaching "tsunamis." That rethinking not only embraces our functional prospects, but also addresses heuristic aspects of foresight as a profession. One of those heuristic features is anticipatory intelligence. Anticipatory intelligence is defined as "an oft-cited rationale for conducting foresight that provides background information and an early warning of recent developments. (UNIDO a & b, pp. 23, 228)"
IdeaConnection develops a new model of open innovation to generate breakthrough thinking and solve problems. Crowdsourcing is a powerful engine that can fuel better problem solving, faster innovation, and novel thinking. It is defined as “the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community rather than from traditional employees or suppliers.”
Crowdsourcing gathers new ideas and information from large groups of people via the Internet. It is often defined as tapping the collective intelligence of the public to perform business-related tasks that a company would otherwise do itself or outsource to a third party.
Crowdsourcing is based on the belief that more people working together are smarter than one individual. The term is an aggregation of two words ‘crowd’ and ‘outsourcing’.
Senior management at companies large and small pay lip-service to innovation, but in my experience a genuine commitment to innovation is still hard to identify – and the individuals with the truly innovative ideas have to secure the support of their senior management to progress those ideas.
How do you make it happen? Some companies are now using crowd-sourcing techniques internally to draw on the knowledge and innovatory capabilities of their own teams.
Democracy is a universally recognized ideal based on values common to people everywhere regardless of cultural, political, social or economic differences. Development is multi-dimensional and ever changing. Modernization theory holds that the conversion to democracy is an inevitable result if economic development has no significant effect on the rate of change to democracy. Even so, high income countries are more likely to be more democratic one other factor is taken into account.
If you’re stuck on how to solve a problem, see if nature has already solved that problem. Nature has already solved many challenges; the best solutions have survived and improved through evolution.
Architect Mick Pearce collaborated with engineers at Arup Associates to design a mid-rise building in Harare, Zimbabwe, called Eastgate, that has no air-conditioning, yet stays cool.
I don't hold a particular brief for or against brainstorming. But we should consider it in its context. Brainstorming is a tool for generating ideas. You can choose to like and enjoy brainstorming, or you can choose to generate ideas using hundreds of other creativity and idea generation tools. But that's all SCAMPER or brainwriting or mind mapping or any of hundreds of other potential aids are - just tools. And tools used with insufficient preparation or for the wrong application or by an inexperienced user are often blamed for the outcomes.
SMEs are perceived as the back-bone of most economies in Europe. Therefore, a lot of programs have been launched to support their growth. Over the past years, offering innovation support has become popular, complementing the well-known start-up financing and technology transfer programs. Despite the above, there is a level of dissatisfaction regarding the impact of these services.
Most SMEs have other priorities than innovation management. Therefore, the main concern is not how to introduce innovation management to SMEs, but what prevents the SME manager from sleeping at night. It is the challenge to find and retain new customers. It is the question of how to cope with the price pressure from low-cost countries.
A CEO of a new startup in Silicon Valley confided in me over beers that he said it’s easy for startups to disrupt big companies as they’re so busy internally fighting themselves. He’s right, I mostly see companies in internal battles and struggles over resources and power, leaving them exposed to outside startups. Coincidently, may of the startups I see disrupting large companies are composed of ex-employees who recombine as they know the weaknesses to exploit these larger companies, damning! To stay Future Proof, I’m seeing at least ten trends larger corporations are applying in the last year to stay lean and agile.
Corporations engaged in innovation and seeking image supremacy must embrace both sides of the equation: the hard asset issues, like productions, material and costs along with soft asset issues, like vision, creative ideas combined with hidden talents blended with desires and emotions.
There is a serious lack of three dimensional modeling for soft issues, like innovative thinking and the dimensions of the core vision itself enveloping all production issues. These image supremacy rules challenge current methods and offer checklists to assess the need of newer, softer and special agenda-centric approaches.
NGN core flexibility, its subject to adoption and the rapid growth in the personal mobile devices led to rapid growth in
mobile based services as mobile E- Learning. The personalized E-Learning service is proposed based on J2ME , it is
integrated with open source IMS control frame work for user management, session establishment using SIP protocol and
Multimedia learning content delivery like voice, video, whiteboard sharing using RTP and RTSP. The proposed E-Learning
platform comprises on four layers user agent layer (3G mobile phone, J2ME based SIP learning and teaching agent
application software), access layer (3G UMTS, Wi-Fi, GPRS), Data communication layer (SIP signaling, XML data
exchange between mobile client and Application server) and E- Control and Management layer (IMS control functions,
HSS, Learning content application servers ). This personalized E-Learning provides opportunity for learners and teachers to
learn, teach and control management everywhere.
When I urge managers in a company to make open innovation part of their innovation strategy, they get it conceptually. They see that a solution coming from outside is more likely to be a dramatic leap versus an incremental one—simply because it came from a mind not narrowed by conventional thinking. They understand that the infusion of fresh ideas can also open their own R&D engineers and technologists to new and different possibilities and cause them to push their thinking further. At a minimum, they agree that better solutions tend to emerge when there are more options to consider in the first place.
I read a lot about innovation, and I'm constantly amused by the articles that talk about "kick starting" innovation. If there is one activity that is resistant to forward motion based on one quick action like a kick start, it's innovation. What people who advocate "kick starting" innovation don't understand is the analogy, and the effort involved before the fact.
A recent special report in the Economist highlights a growing trend among American and European companies; they are bringing back work which was previously offshored or outsourced to cheaper locations. Offshoring means moving work and jobs outside of the country in which the company is based; outsourcing means giving work to outside companies. The process of bringing the work back is known as re-shoring.
Why does it take a near death experience to wake some companies up?
I guess there is an innovation equivalent to a drunk hitting bottom. If only the drunk could see where they are headed — maybe they could avoid the hard fall into the gutter.
Case in point: General Motors. GM hit bottom, and, the good news, they’re in recovery.
The lesson here is not to wait until you’re bankrupt to innovate. It’s a simple point but profoundly difficult for some organizations to do. It’s a culture thing. If the culture doesn’t encourage and implement exciting innovation, they are that drunk headed for the gutter. Is that your organization? Take steps, and drastic ones, now, if that’s the case.
Sustainable innovation cannot be achieved by one-size-fits-all and one-sided approaches. It requires a common understanding of what innovation is, classifying concepts in order to assure individual assessments as well as differentiated approaches for firms to strengthen their innovation capabilities and performance. Further, innovation is about balancing complementary, and often opposing, variables. Therefore, integrative frameworks may help to gain a more holistic perspective and direction of impact.
We are seeing more and more organizations undertaking activities to engage dispersed populations through Information Systems (IS). Using the knowledge-based view of the organization, this work conceptualizes a theory of Crowd Capital to explain this phenomenon. Crowd Capital is a heterogeneous knowledge resource generated by an organization, through its use of Crowd Capability, which is defined by the structure, content, and process by which an organization engages with the dispersed knowledge of individuals – the Crowd. Our work draws upon a diverse literature and builds upon numerous examples of practitioner implementations to support our theorizing. We present a model of Crowd Capital generation in organizations and discuss the implications of Crowd Capital on organizational boundary and on IS research
Never has the world witnessed a large market emerge so quickly as China has. As the economy grows it is also changing. China is fast climbing the value curve, transitioning from low-cost manufacturing to innovation-led growth. In telecommunications, supercomputing, life sciences, non-fuel energy sources and “green-tech” in general, there is already a vibrant innovation/research and development (R&D) scene.
Corporate venturing is becoming an important tool for big companies to complement internally driven innovation activities. However, becoming a serious player in corporate venturing requires governance principles and creates cultural dynamics which do not fit into existing corporate environment easily. This article discusses those challenges in detail and suggests ways how to deal with them.
I have to be clear here, I am becoming increasingly frustrated by the lack of advancement in our understanding of innovation. Today we have a real challenge, all of us, in boosting our capacity for innovation. We need to achieve this ‘boost’ as the outcomes we will gain are both economic and social in their potential value. We need to move beyond the existing and tackle the blockages to the preferred, when it comes to innovation achievements.
Want a culture of innovation? Choose a few of the following guidelines and make them happen. If not YOU, who? If not NOW, when?
...the top down, command and control organization is rapidly becoming a thing of the past. First, it takes too long for commands to filter down through the organization, so the responsiveness of a top down command and control organization is limited, when the environment is changing rapidly. Second, the executives and leaders rotate through jobs and positions like a roulette wheel, in one slot and then on to another slot every two to three years. This lack of longevity in any role doesn't create much stability or desire for long term change. Third, most workers in large organizations have far more training and education than their forebears, and are able to make informed decisions, if they are informed of the goals of the organization.
The Attribute Dependency Technique tends to produce innovations that are smart. They seemingly know when to adjust or change in response to a change in something else. It is one of five techniques of the SIT innovation method, and it accounts for a majority of new product innovations.
In an effort to incorporate outside sources of innovation into their new product acquisition programs, there has been a significant increase in the number of firms opening their organizational boundaries to external ideas. Over the past few years, large multinational companies such as Kraft, IBM and 3M have initiated active open innovation (OI) programs. The benefits to the organization of accepting new product ideas are lower research and development costs and the more rapid procurement of new products to fuel sales, and to the submitter, this can be financially rewarding if their idea is selected for product development or commercialization. Consumer products giant Procter & Gamble estimates that as many as 1.5 million researchers and scientists could contribute materially to the efforts of their own 7,500 researchers and scientists in corporate research and development. However, the economic benefits of open innovation can be diminished if organizations do not effectively manage the legal issues and logistical challenges that are presented. They include the quality/quantity of submissions, and once received, what is the most efficient way to process the submissions received?
To be successful, organizations must be able to effectively sort through the potentially high volume of idea submissions, identify and then select the few that hold the potential of a profitable return. In addition, In patent-centric industries where intellectual property (IP) serves as a necessary barrier to entry, USPTO (US Patent & Trademark Office) restrictions and other legal issues are now more pressing that ever. The America Invents Act, which was enacted in September 2012, can seriously complicate the OI process if not properly addressed.
In this paper we’ll examine the primary challenges of OI and outline how the introduction of web-based software tools can address these challenges. By integrating the best of the emerging OI practices, with a secure point of access on your corporate website, your organization will be able to deploy an IP safe portal through which to collect and manage the external submissions of new ideas, products and technologies.
Well, there I've gone and said it. Yes, the title is about resistance to innovation. You may ask yourself, who is crazy enough to resist innovation? And the true answer is: all of us. Because while the result of innovation can be excellent new products and services, the implementation of innovation brings about the dreaded "C" word. Change. And believe me, any person, team or corporation is completely capable of resisting change. One reason innovation is difficult to do is the undeniable fact that innovation introduces change.
In our world of excess everything, savvy innovators realize that less is actually best. They know that delivering a memorable and meaningful experience hinges on user engagement, which is best achieved through a subtractive approach. Anything excessive, confusing or wasteful is intelligently and cleverly removed, or never added in the first place.
Over the past six years I've looked at more than 2,000 ideas — products, services, processes and strategies. Those that achieved the maximum effect with an elegant, minimalist approach all had a few common characteristics.
There are many possible roads to innovation. Successful innovation means defining your own road. Much like Nik Wallenda’s walk across Niagra Falls, some of the best innovations come from stepping outside your own comfort zone and balancing the many different facets of innovation. The formula for success in innovation is about finding the middle ground, walking the tightrope between risk and innovation; between ideation and value creation. The Innovation Balancing Act.
Innovation is a lot like the tower of Babel, only in reverse. A god-like leader, typically the CEO, requests, no demands, more innovation. And everyone in the organization runs off to "innovate" interpreting what innovation means and applying to their situation. This means that in any company several "innovative" things happen simultaneously:
- Old, tired ideas long in limbo are reframed as "innovative"
- Any small change to an existing product or service is labelled "innovation"
- A completely irrational, disruptive idea is justified on the basis that it is "innovative"
- Soon every thing is "innovative" and nothing is.
The early stages of innovation can be challenging. But Strategy&'s (formerly Booz & Company) annual study of R&D spending reveals that successful innovators bring clarity to a process often described as fuzzy and vague.
Every economic downturn comes with the same refrain: The world, we’re told, is losing its creative capacity, hurting our chances for a speedy recovery. Yet inevitably, when worries about innovation erosion surface, some company rises up with a great new product, technology, or service to prove the naysayers wrong. And all too often, observers simply fail to pay attention to the many companies that make successful innovation part of their regular practice — indeed, their operating model — in ways that don’t necessarily make big headlines.
Understanding the base rate with a product's performance can lead to hidden insights and opportunities.
In this context, environment has several meanings. The first is obvious, the environment in which you work. Is the physical environment conducive to innovation? The second context is the intangible environment erected by your corporate culture. This creates barriers and limits to thinking, to risk and uncertainty. Does your intangible environment block innovation? The third context is an internal/external environment. How "far" does your environment reach? Do you have extensive interactions and networks with external partners, customers and prospects? The fourth context examines the fluidity of your environment. Does your organization have porous borders? Can you find a good idea or technology outside the boundaries of your organization and bring in "inside"?
Innovation is in these days. The word is on the lips of every CEO, CFO, CIO, and anyone else with a three-letter acronym after their name. As a result, many organizations are launching all kinds of "innovation initiatives" -- hoping to stir the creative soup and differentiate themselves from their competition. This is commendable. But it is also, all too often, a disappointing experience. Innovation initiatives sound good, but usually don't live up to their expectations. The reasons are many.
Throughout most of the 20th century up to the present day, the headquarters office has been a visible symbol of association importance and success, as well as a proud showcase of organizational history. Yet while having a central location to house face-to-face staff and voluntary activity offers certain benefits, the association headquarters also can be the physical embodiment of the bureaucratic inertia and risk aversion that too often slows the pace of organizational progress, especially in the areas of strategy and innovation. Meanwhile, as previously mentioned, there are billions (and counting) of smartphones and tablet devices in use worldwide. As the adoption of these mobile tools accelerates, and new social work arrangements such as co-working grow more popular, associations will need to adapt to collaborate with highly connected “on the go” generations of stakeholders capable of interacting on the fly from everywhere, all the time.
You first have to come to accept the fact that some times are better than others to ask all of your smart people to spend time on collaboration. It may be as simplistic as putting aside some time for ideation (“Join us for innovation week!”). But human nature is a bit more complex and your organization can wring the creative juices out of your team more optimally under some conditions more than others. At least if we extrapolate from the social, psychological studies out there.
"Stop trying to figure out what you are passionate about," argues Newport. Instead, the secret to building a career or business you love is to develop rare and valuable skills that you can then leverage to take control of your livelihood. In other words, get good--really good--and the passion will follow.
When you are trying to innovate, especially when you are trying to create new ideas that are unique or different from what your organization normally does, you cannot multi-task, you cannot dilute your engagement or awareness. You cannot attempt to concentrate on day to day, routine tasks at the same time you are trying to create interesting new insights and ideas. Your brain doesn't work this way, and you will be pulled in the direction of your expertise and competence.
Edge enhancement is derived from lack of accurate result from edge detection techniques. The image which is captured from long distances carries a lot of noise and blur which causes edge discontinuity. Although some novel algorithms which are based on cellular neural network, fuzzy enhancement and binary morphology have shown accuracy in order to obtain refined edge but still the problem of edge discontinuity arises. Eliminating discontinuity of edge a hybrid technique is proposed based on pixel neighbors pattern analysis PNPA. In the technique Canny operator for initial edge detection, PNPA operation for edge enhancement are performed for remote sensing satellite image successively. The visual and subjective evaluation shows that the proposed PNPA operation can effectively eliminate the influence of edge discontinuity which occurred due to noise and blurr in original captured image, as comparing to existing edge segmenting processes.
How many times have you participated in a brainstorming session, only to be underwhelmed by the utter lack of follow up?
Unfortunately, in most businesses, this is often the norm.
What are the key roles and accompanying structures you need to drive innovation and creativity in your organization? In this article, Andy Beaulieu considers each role and the skills that are required to get innovation happening in a way that will actually benefit. He also shines a light on the important question of how roles need to be structured around teams and stakeholders.
Few would deny that innovation is important to the prosperity and growth of the national economy. Around the world governments are keen to see more innovation occurring with the anticipation that this will boost economic activity. Since the 1980s attention has been given by governments to the enhancement of their country’s National Innovation System (NIS).
As part of my auditing process, one of the key questions I ask is: what was the most recent innovation in your industry?
Depending on how this question is answered, it will tell me a few things:
How this company both defines and perceives innovation
If they are focused on innovation
If they are keeping tabs on their respective industry
It’s a paradox of the information age. The glut of information that bombards us daily too frequently obscures true insight. Intelligence should drive better innovation, but unless it is strategically collected and used, it functions like a summer beach novel — an engaging distraction.
I believe that one of the most fundamental choices a human being can make relates to creativity. The choice is: do I wish to be a creative person or not. It would seem to be a no-brainer, but it’s interesting that at least half of people I talk to make the choice to Not be a creative person.
Knowing how difficult it is to change the culture in any organization, how can you align your company's culture to support creativity and innovation? In this article, we focus on four key cultural aspects you need to master if you want to drive innovation.
Companies are not so much in the business of what we buy, but the way we act.
Behavior is the unknowable variable in every innovation, and it is the variable that most determines the opportunity a new business model has to evolve and take advantage of the new behavior.
Last week, a remarkable thing happened. 400 people from 49 countries gathered in Silicon Valley for an ambitious vision.
They convened to do something that had never been attempted before: to reinvent the whole notion of economic growth, by shifting the focus from subsidizing individual projects to growing entire ecosystems of vibrant entrepreneurship and innovation. We call such systems Rainforests. And rather than just talk in the abstract, attendees actually worked on building real Rainforest solutions, in-person and in real-time. We literally watched hundreds of “Rainforest Makers” in action. It was like a Davos for Doers.
Every company is looking for the magic formula that will produce breakthrough products and services. But a better starting point is to think about what gets in the way of innovation, especially in firms that already have lots of talented, creative, and motivated people. In other words, by identifying and removing barriers, it might be possible to accelerate innovation simply by leveraging the capability that's already there.
Effective leadership with a clear focus on the organization's strategy is a key ingredient to successful innovation in your business. Andy Beaulieu considers the well-known and not so well-recognized aspects of leadership and strategy that could be holding up your organization's capacity to innovate.
Many people believe that we’ve run out of ideas and that the future will be one of bleak shortages of food, energy, and water. Billionaire Peter Thiel, for example, argues that, despite spectacular advances in computer-related fields, technological progress has actually stalled because the internal combustion engine still rules our highways, the cancer death rate has barely changed since 1971, and the top speed at which people can travel has ceased to improve.
Thiel is right about engines, speed, and cancer death rates. But he and the pessimists are completely wrong about what lies ahead. I don’t believe that the future holds shortages and stagnation; it is more likely to be one in which we debate how we can distribute the abundance and prosperity that we’ve created.
Why am I so optimistic? Because of the wide assortment of technologies that are advancing at exponential rates and converging. They are enabling small teams to do what was once only possible for governments and large corporations. These exponential technologies will help us solve many of humanity’s grand challenges, including energy, education, water, food, and health.
Despite what New York Times editors might think, innovations aren't always way-out there ideas. Rather, they can be small, incremental changes that better people's lives. Innovation is about solving people’s problems in a way that’s meaningful to them in the context of their lives. It’s about finding ways to design services, products, and experiences that help people achieve their goals. It’s about making life better for people, on people’s terms, however they define what “better” means.
This question has baffled many executives for quite some time. Management tries to replicate the special event or circumstances that created a successful innovation project but often fails. Companies have created positions such as Chief Innovation officer, innovation teams, and organizational strategies that promote innovation through diversity, team dynamics, and social networking. However, failure rates of 90% are common when innovations occur due purely to chance. What distinguishes whether an innovation is hit or miss?
Organic approach in controlling pest on agricultural plants is the latest in agriculture technology. The method is not only effective in controlling pest but ,likewise, improved productivity of crops. Aside from its environmentally-friendly approach, the organic method for sustainable agriculture is encourage by the Food and Agriculture Organization, an agency of economic and social council of the United Nations.
- The article tells on the possibility of controlling fungal infestation on soybean farming without using expensive chemical pesticides and fertilizers,
- Organic pesticide is the treatment of quality soybean seeds prior to germination,
- The method is commercially viable. Its raw materials are cheap and available.
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.
Most entrepreneurs dream of making the kind of disruptive innovation that not only lifts their business but also changes the world. Apple’s iPod and the iTunes service changed the music industry. Netflix changed the movie rental business. Starbucks changed coffee from a beverage to an experience. Each of those companies started out as a small business with a big idea.
But innovations can also come in baby steps. Consider incremental improvements which can extend the life of a product.
Our hiring philosophy is guided by two truths about the pursuit of growth through innovation and the market gap that lies between them. Central to our ambition is being able to consistently attract a unique group of people who are walking embodiments of this balance. To find them, we look for people who possess five key characteristics:
1. Intellectually Restless
2. Inspiring Rather Than Convincing
3. Proven Ability to Drive Innovation
4. Have Scaled a Peak
5. Willing to Commit to Something Bigger Than Themselves
Dr. Kikuo Chishima, a Japanese professor asserts that the 'energetic' or 'frequency information' of the food we eat is even more important than the nutrients. Food contains molecular compounds of amino acids, complex carbohydrate chains and various chemical elements, each having their own unique frequency or vibration.
It is the vibrations of the nutrients that raise the vibrations of the body's tissue. Pesticide and chemical laden fruits and
vegetables, as well as animal protein contaminated with antibiotics and growth hormones, have 'chaotic vibratory oscillations' that act to derail the high coherence of our nutritional energy needs. Thus, our food has to be in the utmost coherent energy state because that is what is taken into our cells in the form of biophoton energy. 'Energetic coherence' is of high importance.
Einstein is quoted as having said that if he had one hour to save the world he would spend fifty-five minutes defining the problem and only five minutes finding the solution.
This quote does illustrate an important point: before jumping right into solving a problem, we should step back and invest time and effort to improve our understanding of it. Here are 10 strategies you can use to see problems from many different perspectives and master what is the most important step in problem solving: clearly defining the problem in the first place!
If good managers hire people who are smarter than they are, does that make the CEO the dumbest person in the company?
While that question -- posed in a "Dilbert" cartoon -- might seem flip and irreverent, Brigham Young University professor Jeff Dyer uses it as an example of one of the four behaviors that form the secret sauce of being an innovator.
Welcome to the brave new world of Machine Beauty, where our new willingness to replace our limbs with superior prosthetic devices hints at our technological future as a species. Maybe futurist Ray Kurzweil was right after all when he predicted the merging of man and machine within our lifetime as part of the great Singularity.
The most important, most effective, most impactful brands are those that have put petty competition behind them and embraced collaboration as an operating principle--it is their core DNA. These brands are clear about their ambitions and are not shy about seeking out others who share those ambitions. And with these partners they will pool resources to create a better future.
For an organization to innovate effectively in the future, it needs to tap into its innovation legacy. Only by moving first backward can an organization move forward in developing new products and services.
Increasing productivity — making more with less — is at the core of any company or any economy's economic progress. From a societal view, productivity drives higher living standards and increases shared resources — for example, providing a government with more resources to invest back into its citizens. For a company, increasing productivity has the same result — increasing profitability that can either be used to increase the wealth of employees and shareholders or invest back into the future of the organization.
Given the global economic changes that began in 2008, we've been forced into a new way of working. Is your company burying its head in the sand, or taking the best that people have to give?
A novel technique for producing enhanced band width in micro and mm wave region of spectrum is presented. A new design of compact & broadband leaky wave dielectric resonator antenna is proposed using co-axially probe feed technique. Two different LWDRA are designed and their characteristic behaviours are compared. Finally, parametric study of Second Antenna has been done. With the proper design the resonant behaviour of the antenna is found, over which the leaky wave DRA produces extended bandwidth. Numerous designs for the LWRDRA are simulated and bandwidths exceeding 20% are achieved.
Open innovation will not only lead to new ways of making innovation happen. Innovation leaders and their executives will also experience side effects. I think most of these effects will be positive, but some will be mixed or perhaps even negative.
As innovation leaders and their executives implement open innovation practices, they can just as well start figuring out how to deal with side effects of open innovation such as described below.
What separates the great innovation organizations from the good ones? Simply put, it’s the ability to account for what I call the “pipeline paradox.”
Once a company decides on the ideas it wishes to pursue, it must invest more time, people, and strategic thinking to get them to market; this inverse relationship between number of ideas and the amount of resources is the pipeline paradox.
The Disney Way: Harnessing the Management Secrets in Your Company is the only Disney book cited in the article. The book was a Fortune magazine "Best Business Book of the Year" and cited as "so useful, you may whistle while you work." Author and management expert Bill Capodagli has a proven track record of implementing Walt Disney’s Dream, Believe, Dare, Do principles within organizations - from those as small as YMCA's Camp Kern to Fortune 500 industry icons such as Volvo.
In the April, 2012 article in Hispanic Retail 360 Magazine entitled
“Misguided Perceptions…Dare to Make a Difference”, management expert and bestselling author Bill Capodagli describes “misguided perceptions” occurring in Holland, Michigan – a town that ABC News announced as second on the list of “Top Ten Healthiest, Happiest Places in America.” (2010: Well-Being Index). Unfortunately, many of the Hispanics of Holland, Michigan seem to have been overlooked in this national accolade.
In December of 2010, Michigan.gov reported that Holland hosts the largest and fastest-growing young Hispanic population in Michigan. Yet, the perception that Hispanics are second class citizens is manifested in many of Holland’s educational institutions. Bill Capodagli provides real-life examples of how “misguided perceptions” have the potential to stifle many of America’s youth, especially those of color.
The article focuses on the powerful forces at work to combat these “misguided perceptions” in Holland, Michigan.
“Why do angel investors (and to some extent, VCs) turn up their noses at real, down-to-earth physical product companies and instead chase ethereal Web and process flow services businesses?”
The short answer: supply chain costs and risks.
Is there a corporate leader who doesn't extol the virtues of innovation these days? Yet if innovation is so important, why do so many companies have so much trouble with it?
The reflexive response is that it is a human capital problem — that is, that most people just don't have what it takes to successfully innovate. I reject that view. Academic research in fact shows that almost anyone can become a competent innovator (with sufficient practice). I've seen countless examples of ordinary individuals displaying the creativity, ingenuity, and perseverance of the world's great innovators.
Those people can only be effective in the right context, but, ironically, many of the things leaders do to encourage innovation actually kill it. Look carefully at your company and you might spot one of four types of unintentional innovation assassins.
Eight factors are critical to the success of your organization's innovation efforts. Ignore any one of these important dimensions and you seriously risk the outcome of your innovation practices.
Open innovation (OI) is being adopted by market leaders such as 3M, Proctor and Gamble and IBM to assist in new product development, reduce R & D costs and solve problems. Outside sources of ideas can prove beneficial to organizations if proper systems are in place to efficiently screen, select and develop submitted ideas.
This paper describes how new software is being used filter high volumes of unsolicited ideas to rapidly assess value and select ideas to best fit a company's strategic direction. Because legal issues and IP protection are key concerns in using OI, this paper provides details on how e-Zassi software is being used to digitize the attributes and traits of ideas to securely collaborate.
Although working with people who are like us improves efficiency, and makes relationships easier, this “commonality” destroys innovation. Innovation is based on different and divergent points of view coming together to create something new of value.
If you want innovation to flourish in your organization, you need to find those individuals who complement your style and address your innovation blindspots.
The pace of technological change is growing exponentially. It took us 4600 years to get from the abacus to the iPad and in twenty more, it's likely we will be as far ahead of the iPad as the iPad is ahead of the abacus. We have mapped the genome, a multi-billion bit document inside of your cells. We are building machines at the molecular level. Technology isn’t growing a little each year; it is rocketing upward at a pace we cannot even understand. This article proposes that at this continued pace of technological advancement, we will soon have a world free of hunger, disease, poverty and even war.
An idea about developing a blade-less helicopter by adapting technology from the Dyson blade-less fan. This fan blows a smooth cool breeze by multiplying air blown through slits in its cylindrical opening. If the force which this breeze is blown can be stepped up, it might be possible to generate a blade-less thrust force capable of lifting a helicopter and, for that matter any other aircraft for which the technology can be adapted.
Although there are simple and cost effective ways to jumpstart your efforts – for example, leveraging a company like InnoCentive to host prize-based challenges in order to rapidly find solutions to your most pressing problems – leading organizations that wish to truly embrace open innovation and crowdsourcing do so through careful planning.
An important part of getting ideas across is finding effective ways to communicate.