Feb-05-16. By Paul Arnold
Timo von Bargen is Open Innovation Manager at Clariant, a world leader in specialty chemicals, who have been leveraging open innovation with the aim of speeding up time to market of existing innovation projects and identifying new business opportunities.
Dec-18-15. By Paul Arnold
For more than 25 years, Wayne Fisher worked for Procter & Gamble in a variety of Corporate R&D and Business Unit roles.
Dec-16-15. By Paul Arnold
Olga Patel is a dynamic business leader who’s held prominent positions in several multinationals, helping to drive their business growth through innovation.
Dec-04-15. By Paul Arnold
Peter Kragh uses his expertise in open and user innovation to help organizations and companies develop breakthrough products and business concepts.
Nov-25-15. By Paul Arnold
Eugene Ivanov is an Innovation Management Consultant who helps organizations of all sizes increase their efficiency through internal and external innovation programs, particularly with crowdsourcing campaigns.
Feb-24-14. By Vern Burkhardt
‘What we should believe is that “it’s not whom you know but whom you could know” that determines our success.’ The Necessity of Strangers, page 16
Feb-16-14. By Vern Burkhardt
“In a world where it is estimated that knowledge is now doubling every twelve months, we should be way more humble and way more open to the ideas and insights of others.
Feb-08-14. By Vern Burkhardt
'Sometimes when everything superficially appears to be moving along just perfectly, the truth is that you are a “sitting duck.”’ Thinking in New Boxes, page 196
Feb-03-14. By Vern Burkhardt
“We believe the story of creativity is an epic of freedom. You have to be free in order to create, but you must first recognize you are a prisoner in order to break free.
Jan-23-14. By Vern Burkhardt
“…a physical contradiction …is frequently the root cause of the conflict between parameters. It sometimes takes more thinking time to think about this and identify a specific physical property that is at the root cause of the conflict.
Jan-18-14. By Vern Burkhardt
“Consider your current product or business. Go through each of the 40 principles and spend some serious time considering how each could improve your process, product, or business.” The Ideal Result: What It Is and How to Achieve It by Jack Hipple, page 103.
Jan-11-14. By Vern Burkhardt
“Whenever you are involved in a product or process design issue, make sure you have defined it in terms of a contradiction, not just making something ‘better’. Focus the meeting in terms of what the contradiction(s) is or are.
Dec-27-13. By Vern Burkhardt
“Some TRIZ software vendors have subdivided these  principles and will claim that there are 70, 160, or as many as 400 principles, so make sure that when discussing TRIZ inventive principles with someone that you are having an ‘apples and apples’ discussion.
Dec-11-13. By Vern Burkhardt
“In the analysis of millions of patents, we find that there are a limited number of inventive principles that are constantly reused, across virtually all areas of technology and business, to solve the same contradictions that reoccur in all areas.” The Ideal Result: What It Is and How to Achieve It, page 105
Nov-22-13. By Vern Burkhardt
“The real challenge is not to use anything in the first place.” “…isn’t that what engineers get paid to do – design things to add to systems that will solve some kind of problem created by some aspect of the current process or system?
Nov-13-13. By Vern Burkhardt
Your attitude, when you start a personal innovation journey or try to implement one inside an organization, is critical. You must ask about your attitude toward newness, your attitude toward threats to your business, and your attitude toward thinking about things and processes in a different way. The Ideal Result: What It Is and How to Achieve It, page 1
Nov-04-13. By Vern Burkhardt
“Organizations innovate continuously. At least, that’s what they say. There is a difference between what they say and what they really do. Of course there is a department continuously working on new concepts.
Oct-29-13. By Vern Burkhardt
“Don’t just do things better; that will only kill you in the end. Think different at the right moment. Hear the misfits, the rebels and the troublemakers. Think change.” The Innovation Expedition, page 109
Nov-13-12. By Vern Burkhardt
"If you begin the innovation process by looking at the innovation ecosystem, and your place in it, it is possible to avoid investing time and resources in endeavors that were doomed from the beginning. Developing a better understanding of the odds is the key to making better bets." The Wide Lens, page 228
Sep-17-12. By Vern Burkhardt
"Over all of my years as an innovation junkie, the common denominator, among the innovators I have connected with and the most successful enterprises I have observed and worked with, is passion." The Business Model Innovation Factory, page 88
Sep-03-12. By Vern Burkhardt
"…the single most important factor in fostering true game changers [is] the way leaders and organizations handle the discomfort, the disorientation, and the thrill (and pain) of living with uncertainty, finding clarity from ambiguity, and being surprised." Leapfrogging, page 10
In the second part of this two-part interview series Stefan Lindegaard discusses the intersection of social media and open innovation. It's also the subject of his forthcoming e-book, Social Media for Corporate Innovators and Entrepreneurs: Add Power to Your Innovation Efforts which will be published in the late summer.
Stefan Lindegaard is an author, speaker and strategic advisor who focuses on open innovation, social media and intrapreneurship. His books include Making Open Innovation Work and The Open Innovation Revolution and he also runs the popular blog 15inno.
Jul-21-12. By Vern Burkhardt
"Six Sigma does sound statistical in nature; in reality, however, it is a strategic initiative with a touch of statistics." Virtually Stat Free Six Sigma, page 112
Jul-02-12. By Vern Burkhardt
Even if ideas do not turn into products or services, people need to continue to play or create. The persistence and perseverance will eventually lead to innovation on demand." The Innovation Solution, page 82
Jun-18-12. By Vern Burkhardt
"Innovation cannot be ordered like a pizza. It requires dedicated leadership and a collaborative culture!" Innovate the Pixar Way, page 149
Jun-11-12. By Vern Burkhardt
"…Walt Disney, Ed Catmull, and John Lasseter never lost that childlike innocence. They knew how to Dream, Believe, Dare, Do. But first, one word of caution: 'Innovate, don't imitate'" Innovate the Pixar Way, page 11
Apr-16-12. By Vern Burkhardt
"Stories make sense on an emotional level, so anything that conjures fear, empathy, or pride will trump confusing statistics." You Are Not So Smart, page 144
Mar-13-12. By Vern Burkhardt
"For there are few things as useless — if not dangerous — as the right answer to the wrong question," The Innovator's DNA, page 68
Feb-27-12. By Vern Burkhardt
"In the old world, the rule was: 'If it ain't broke, don't fix it.' In today's world, the rule is: 'If it works, it's already obsolete.'" Flash Foresight, page 131
Feb-20-12. By Vern Burkhardt
"One thing you can know for sure about the future: in any battle with the past, the future always wins" Flash Foresight, page 170
Feb-14-12. By Vern Burkhardt
"Imagination gives us the impertinence to imagine making the impossible possible… Think of something in your business that is impossible to do, but that would, if it were possible to do, change the nature of your business forever." Creative Thinkering, page 129
Jan-28-12. By Vern Burkhardt
"…the problem with traditional brainstorming is that its methodology violates many of the psychological and sociological principles regarding how human beings work best together in a group setting." Brainsteering, page 134
Jan-23-12. By Vern Burkhardt
"While the lessons and ideas spawned by others who came before you may not solve your entire problem, they can certainly give you a substantial jump-start on it by being the source of great questions that help you focus your thinking." Brainsteering, page 36
Jan-23-12. By Rowen Gibson
January isn’t called January for nothing. Named after Janus, the Roman god who faced both forward and backward, it’s a time to look ahead and define new goals, as well as a time to look back at what we accomplished – or didn’t accomplish – in the last calendar year.
Jan-16-12. By Vern Burkhardt
"…I've attempted to demonstrate how a firm can achieve "innovation flow" by rebalancing the operating model between efficiency and innovation, and by refocusing middle managers and encouraging them to embrace innovation." Relentless Innovation, page 196
Jan-01-12. By Vern Burkhardt
"…a strength overused becomes a weakness, and nowhere is that more apparent than in personality." GPS (Goals & Proven Strategies) for Success, page 6
Dec-20-11. By Vern Burkhardt
"The smartest organization will not survive. The company with the most money can quickly fall from grace. But the organization that adapts and evolves to address ever-changing market conditions will thrive in the long run." Best Practices Are Stupid, page 1.
Dec-05-11. By Vern Burkhardt
"Every approach to innovation costs something – every kind of creation involves creative destruction – which is why some of the most effective decisions to enable innovation are more about stopping current practices than starting new ones. You just can't afford to carry around commitments and attitudes that don't help you reach your innovation goals." Innovation You, page 88
Nov-28-11. By Vern Burkhardt
"When you start thinking of your entire life as a portfolio of innovation 'investments', you take a crucial step in becoming a lifelong innovator. You stop thinking of innovation as something you do in individual projects and shift to the overall journey." Innovation You, page 207
Nov-14-11. By Vern Burkhardt
From space, the astronauts tell us, national boundaries vanish, the conflicts that divide us become less important and the need to create a planetary society with the united wills to protect this "pale blue dot" becomes both obvious and imperative. Even more so, many of them tell us that from the Overview perspective, all of this seems imminently achievable, if only more people could have the experience.
Nov-04-11. By Rowen Gibson
Stephen Johnson’s excellent book “Where Good Ideas Come From” devotes a lot of ink (or pixels if you prefer the digital version) to the correlations between the way we innovate in business and culture and the patterns of innovation we find in biology. “Nature’s innovations” he writes, “rely on spare parts” – they are based on “taking available resources and cobbling them together to create new uses”.
Oct-29-11. By Vern Burkhardt
"Instead of asking, 'How do I make this very important initiative a success?' they [businesspeople] ask, 'How do I make innovation happen throughout my organization?' But you have to learn to walk before you learn to run." The Other Side of Innovation, page 16
Oct-03-11. By Vern Burkhardt
"It is not uncommon that the most strategic inventions evolve based on the entrance of a new material or technology being available that, if combined with an existing product, improves the utility." Fred Thomas
Sep-18-11. By Vern Burkhardt
"Inner work life is the confluence of perceptions, emotions, and motivations that individuals experience as they react to and make sense of the events of their workday….Creativity, productivity, commitment, and collegiality are all higher when the three components of inner work life are positive." The Progress Principle, pages 20 and 51
Jul-24-11. By Vern Burkhardt
"The truth is that creativity is very difficult to define. And there lies a trap: the very act of defining creativity destroys the essence of what it is." Herding Monkeys, page 28.
Jul-09-11. By Vern Burkhardt
"Many new products which are launched on the market are only 'new to the company' and usually a variation or, or a successor to, an existing product, or a direct copy of a product form the closest competitor. Research into the introduction of 24,000 new products onto the European market has confirmed this theory." Creating Innovative Products and Services, page 10
Jun-26-11. By Vern Burkhardt
"People are actually 'creatures of habit' and are not inclined to change. Yet they are the people to whom we want to introduce new products or services. It can only work if the new product or service actually is attractive to them and solves an existing and relevant friction. Creating Innovative Products and Services, page 106
May-08-11. By Vern Burkhardt
"An organization can grow in two ways. The first way is through acquisition – buying another company or product, or hiring away a competitor's best people….Companies can also grow organically. This type of growth is fueled by innovation, which makes an organization better and new." Leading Innovation, page 3
Apr-17-11. By Vern Burkhardt
"One of the lesser-known innovation truths is that a true innovation is often more than just a single idea, but is often several ideas coming together to serve a new key insight." Stoking Your Innovation Bonfire, page 52
Apr-10-11. By Vern Burkhardt
"While generating ideas is important, organizations that can turn those ideas into a mature product or service that the marketplace finds useful and valuable will be successful." Stoking Your Innovation Bonfire, page 78
Apr-02-11. By Vern Burkhardt
"But ultimately, where we are today is the result of the choices we've made in or lives, and where we end up will be the result of all future choices we make." Living for the Weekday, page 212
Mar-28-11. By Rowen Gibson
To build and sustain a robust innovation capability, your company needs to carefully manage both the supply side and the demand side of innovation. By "supply" I mean the sheer flow – and the quality – of new ideas entering your innovation pipeline and moving through its various stages. By "demand" I mean the natural, reflexive pull for those ideas within and across the businesses.
Mar-27-11. By Vern Burkhardt
"While many executives can tell you the percent of capacity of their plants, none can tell you the percent of capacity at which their employee's brains operate; after all, creativity and initiative are unlimited resources." The Laughing Warrior: How to Enjoy Killing the Status Quo, page 128
Mar-21-11. By Vern Burkhardt
"What better way to reinforce creativity than to see ideas blossom into innovations." The Gifted Boss, page 62
Mar-13-11. By Vern Burkhardt
"We can conclude that creativity is about being present, just as pit crews changing the tires on a Formula 1 car need to be present." Stephen Shapiro
Mar-03-11. By Vern Burkhardt
"Remember that, first and foremost, you will learn about your innovation style – that is, the way in which you can best contribute to innovation and how you sometimes detract from innovation. By understanding your style, you can determine which steps of the innovation process are the ones where you can provide the greatest input." Personality Poker, page 8
Feb-13-11. By Vern Burkhardt
Integrative thinking is the "ability to face constructively the tension of opposing ideas and, instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of a new idea that contains elements of the opposing ideas but is superior to each." The Opposable Mind, page 15
Feb-06-11. By Vern Burkhardt
"The velocity of movement through the knowledge funnel, powered by design thinking, is the most powerful formula for competitive advantage in the twenty-first century." The Design of Business, page 26
Dec-12-10. By Vern Burkhardt
"People waste their brains… A brainstorm is the full activation of your neuronal forces, an activation in support of an idea that you intend to cherish and elaborate, so powerful that it amounts to a productive obsession." Brainstorm, pages 1 and 3
Dec-05-10. By Vern Burkhardt
"A productive obsession is an idea that you choose for good reasons and pursue with all your brain's power….Productively obsessing is the mind-set of the creative person." Brainstorm, pages x and xi
Nov-28-10. By Vern Burkhardt
"We believe a business model can best be described through nine basic building blocks that show the logic of how a company intends to make money. The nine blocks cover the four main areas of a business: customers, offer, infrastructure, and financial viability. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems." Business Model Generation, page 15
Nov-21-10. By Vern Burkhardt
"True service innovation demands that a company expand its horizon beyond existing services and service capabilities and give its attention to the jobs that customers are trying to get done and the outcomes that they use to measure success in completing those jobs." Service Innovation, pg 1
Nov-14-10. By Vern Burkhardt
"And the basis of this successful innovation? A natural curiosity, open-mindedness, an ability to see the big picture – combined with hard-headed business acumen." Robert's Rules of Innovation, page 39
Nov-07-10. By Vern Burkhardt
"Originality became a concept born of possession, not a concept of creativity. Today the cult, the illusion, of originality creates a fog of misunderstanding that smothers creativity." Borrowing Brilliance, page 272
Oct-31-10. By Vern Burkhardt
"We create new & useful ideas by making remote association between two or more internal thoughts & external objects and stimuli. The more unrelated and the more remote the combined thoughts and stimuli, the more creative the new & useful idea." Team Creativity At Work II, page 83
Oct-29-10. By Rowen Gibson
How healthy is your company's innovation pipeline? Is it already operating at peak performance, helping you pump out a torrent of new growth opportunities across product, market, and industry spaces? Or would it be fairer to say that there is still room for improvement?
Oct-23-10. By Vern Burkhardt
"Whether you use advanced creative thinking procedures in team meetings, in permanent creativity teams, or when you work alone, you will achieve higher quality solutions to important problems. These procedures work even better in a Creativity Meeting." Team Creativity At Work – I, page 3
Oct-16-10. By Vern Burkhardt
"A theme of this book is that innovation can be managed as a process. Innovation isn't just hoping for serendipity and counting on bolt-from-the-blue inspirations. Organizational decisions therefore must be made for innovation processes, and yet too often companies fail to make them. As a result, their decisions end up being made informally – if at all. Innovation Tournaments," page 185
Oct-08-10. By Vern Burkhardt
'Here lies the paradox. There is a big gap between knowing and doing. Between saying and doing. So we tend to say, "Yes, I know." When really what we mean is, "yes. I have heard about it, but I haven't actually done it.' The One Minute Presenter, page 53
Oct-03-10. By Vern Burkhardt
"It is my firm belief that open innovation should be a hot topic at every company that is serious about innovation. Why? Because the idea of combining internal and external resources to increase innovation productivity and prowess is just too good a value proposition to miss out on." The Open Innovation Revolution, page 5
Sep-24-10. By Vern Burkhardt
"I have come to believe there is an inverse relationship between new possibility and the insistence on certainty." Navigating From The Future, page 93
Sep-18-10. By Vern Burkhardt
"Inevitably organizations with the most available energy will prevail. This refers to energy, aliveness, and vitality. Energy is equivalent to the power to act, which in turn determines success." Charles E. Smith
Sep-12-10. By Vern Burkhardt
Vern Burkhardt (VB): You are a Management Educator at the Faculty of Economics, University of Indonesia in Depok, West Java. How did you become interested in the topic of innovation?
Aug-29-10. By Vern Burkhardt
"The four components of a good innovation process are resources, knowledge, play and imagination." Business Innovation, page 326
Aug-19-10. By Vern Burkhardt
"…any individual can become innovative if he or she practices the process of innovation….The challenge is in accepting that everyone can be innovative and produce innovative solutions on demand." Business Innovation, page 166
Jul-10-10. By Vern Burkhardt
"Have you ever watched the interplay of children in a sandbox? The younger ones watch with curiosity how the older children build their sandcastles… Kids don't need to take "Sandcastle Building 101" to learn how to build a sandcastle. They learn from intense observation and by trial and error in a collaborative environment."
Jun-26-10. By Vern Burkhardt
"It is a great example of customer-led innovation in the sense that the people themselves are creating the results they want. There are no top-down handouts being given to anybody. They have to work together to figure out how to make their lives better."
Jun-21-10. By Vern Burkhardt
"The starting point for managing an effective innovation team is to manage yourself. Whenever we see a manager setting career and personal development activities for members of their team we are often impressed by their professionalism. Unfortunately, all too often they have not been so diligent with their own personal development planning." Fast Track to Success: Innovation, page 116.
Jun-12-10. By Vern Burkhardt
"The current era is a challenging, even wrenching time for knowledge workers. We all need a sense of hope, backed by solid strategies of what to do to create a better tomorrow." Living in More Than One World, page 129.
Jun-05-10. By Vern Burkhardt
The mind can alter the mind. People can alter their attitudes. Sometimes they need a little help to raise their self-images, to think better of themselves. A good leader can provide that help.
May-31-10. By Rowen Gibson
“Hey Dad, can I have your credit card number? I need to buy something online”. This is not just an annoying question my sixteen-year-old son seems to ask me two or three times a month. It’s a harbinger that e-tailing is set to go ballistic as soon as today’s teenagers get their first paychecks.
May-29-10. By Vern Burkhardt
"Conceiving a truly innovative new business model does not need to be purely (or even mostly) a matter of imagination, inspiration, serendipity, or luck. It can be an orderly process…." Seizing the White Space
May-22-10. By Vern Burkhardt
"The resource allocation process is at the root of the innovator's dilemma. Without active management, this implicit, often invisible process will direct money and human resources toward efforts that bolster a company's current business. The process will deflect money and human resources away from the disruptive innovations that power future growth." The Innovator's Guide to Growth.
May-12-10. By Vern Burkhardt
'The overemphasis on the "nose to the grindstone, shoulder to the wheel" attitude that still drives so many lives often results in flatter noses and frozen shoulders.' "Hard work, diligence, and perseverance are essential elements in long-term success, but they need to be balanced with appreciation of beauty, playfulness, pleasure, and joy to ensure that success includes fulfillment." Wine Drinking for Inspired Thinking, pages 22 and 23
May-09-10. By Vern Burkhardt
"Whether it's applied to business, social, or personal challenges, design thinking opens up new avenues of progress, suggesting fresh answers to old and difficult questions. It is about infinite possibilities. And perhaps more than anything else, it's about optimism." Glimmer, page 16.
May-02-10. By Vern Burkhardt
“Brilliant thinkers recognize that there are many different views of the world and that each is incomplete. Our current mindset frames how we view the world, but we must be ready to admit that it is just one of many views…” How to be a Brilliant Thinker, page 3
Apr-26-10. By Rowen Gibson
Of all the management “gurus” I have met and worked with, CK Prahalad will always stand tall. His sad and sudden departure a week ago has robbed the world not only of a great mind, but also of a great heart. I bid him farewell.
Apr-22-10. By Vern Burkhardt
"We add to the stretch of our brain the more we stimulate it. Experimentation with the unknown is not something to be contained and watched with a beady eye. In the land of ideas, a comfort zone is not an environmentally friendly place to be." The Art of the Idea, page 118
Apr-16-10. By Vern Burkhardt
"Increased volume rarely marks you as a fresh thinker. Air is stirred, but little energy is released." "Great ideas often come from quiet people who take stimuli from their surroundings, but work in solitude with their mind." (John Hunt)
Apr-10-10. By Vern Burkhardt
"An innovation capability is therefore not just a change neutralizer – it's a change maker." (Langdon Morris, Permanent Innovation, page 213)
Apr-06-10. By Rowan Gibson
When I go into a large company, one of the first questions I usually ask is this: Does your organization have a worldwide innovation infrastructure where anyone, anywhere can get access to the cash, the talent, and the management support they need to turn their ideas into market success stories? No prizes for guessing the answer.
Apr-05-10. By Vern Burkhardt
"There is no genius in fear, or intimidation, or mediocrity. But there is genius in dreams, in creativity and innovation, and in breakthrough thinking!" (Langdon Morris, Permanent Innovation, page 236)
Mar-29-10. By Vern Burkhardt
"The practical challenge for any executive today is not so much to try and eliminate chaos, but to learn to understand and use it strategically as a vital, creative resource. In times of chaos, values come before vision."
Mar-14-10. By Vern Burkhardt
Vern Burkhardt (VB): "When it comes to radical innovation of meanings, a product's culture reflects the culture [values, norms, beliefs, and aspirations] of the executive who has launched it." Is it that important?
Mar-11-10. By Rowan Gibson
The Internet is like a black hole that relentlessly sucks in, digitizes and democratizes content of every kind. While that may be generally good news for consumers (hey, look at all the great stuff we can now get for free), it has turned out to be unbelievably bad news for the content providers.
Mar-06-10. By Vern Burkhardt
"[Design-driven innovations] escape the law of imitation and obsolescence typical of functional products, simply because even though competitors may imitate and surpass the innovations' functions, they can not replicate their meanings."
Feb-22-10. By Vern Burkhardt
"…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way."
Feb-07-10. By Vern Burkhardt
Vern Burkhardt (VB): Last week we briefly talked about the concept of the bottleneck and the "critical chain" project management in improving the process of innovation. Is there anything more related to those concepts we haven't talked about?
Feb-01-10. By Vern Burkhardt
"Traditional improvement efforts work on the premise that strengthening each process step makes the whole process stronger. Unfortunately, in most cases, this dilutes your efforts, which is contrary to your goal."
Jan-18-10. By Vern Burkhardt
"…either it's better to trust your intuitions and go with your gut OR it's better to always stop and think, be very analytic. This kind of simplistic dichotomy is rarely helpful."
Jan-11-10. By Vern Burkhardt
"Our minds work for us in wonderful ways – 80 or 90 percent of the time. But the rest of the time, functioning in the very same ways, our minds work against us."
Jan-02-10. By Graham Duncan
Even with the information explosion and the growing necessity for specialization, the development of innovations still requires group interaction at various stages in the creative process.
Dec-20-09. By Vern Burkhardt
Take the principles of the business world and apply them to the home. Or take the principles of the home and apply them to business. For the past ten years, Ann Weimer Baumgardner has been teaching mothers of preschoolers to do exactly that.
Dec-06-09. By Vern Burkhardt
"Music has become global language in the last forty years." "By contrast, the language of leadership put forward by so-called professional management consultants is dry, unnecessarily complex and does not rock."
Nov-30-09. By Vern Burkhardt
"Innovation leaders, those companies that are able to better understand emerging opportunities, access and exploit new technologies, develop successful new products and services or even change their business models, are the corporate heroes of today."
Nov-30-09. By Rowan Gibson
One of the most prevalent and dangerous misconceptions in innovation is that it's all about coming up with ideas. So when companies catch the innovation bug, their tendency is to run off and immediately launch fun initiatives like online suggestion boxes, creative competitions, open innovation programs and offsite brainstorming sessions.
Nov-15-09. By Vern Burkhardt
VB: You report that the Carlson School of Management at the University of Minnesota found that national employers consider leadership to be the single most important aspect of a MBA. And that the two key ingredients of leadership are self-confidence and the ability to declare one's point of view. How does one discover one's point of view?
Nov-08-09. By Vern Burkhardt
"Treat each other in a way that creates a culture that lends itself to more and better ideas. Then refine those ideas really quickly in order to deliver innovative products."
Oct-28-09. By Rowan Gibson
Corporate innovation has traditionally been driven from the technology side; from departments like R&D and engineering. It's an approach that can be very successful. Indeed, it has often led to great breakthroughs. But if a company wants to win in today's value-based economy, this is no longer the best way of doing things.
Oct-18-09. By Vern Burkhardt
"As every good farmer knows, you can't expect new plants to sprout from old seeds. It takes the seeds of creative thinking, strategic thinking, and transformational thinking to cultivate the synergy that fosters new ideas."
Oct-11-09. By Graham Duncan
Employee engagement is the cornerstone of achieving a sustainable competitive advantage. Creative and innovative solutions are perhaps in greater need now than ever in order to transform the workplace.
Oct-04-09. By Vern Burkhardt
VB: You say "Think globally, act globally." Would you talk about this, as it seems to be at variance with the thinking that we should have to act locally to reduce humanity's negative impact on the environment? When you say, "act globally" you're thinking about businesses, aren't you?
Sep-20-09. By Vern Burkhardt
There are numerous misconceptions about innovation. And there are many "truths" about innovation that are misapplied. These myths and "mythstakes" are costly and should be avoided.
Sep-15-09. By Rowan Gibson
It never ceases to amaze me. I'm meeting with the executive committee of a major global company. I've just asked if innovation is one of their top strategic priorities. Their unanimous answer is "yes". I then ask about their individual responsibilities. "Which one of you is the CFO?" "Who is head of HR?" "Where's the CIO?"
Sep-13-09. By Vern Burkhardt
"It's a scientifically proven fact that the more you are laughing, the greater the quantity and quality of your ideas. For the good of your customers, your own jobs, the shareholders, and each other, have a good time. Think, joke, and be merry for today we ideate!"
Sep-05-09. By Vern Burkhardt
The groundswell is a completely different way people relate to companies and each other. It has changed the balance of power between companies and their customers. This new era has been created by people's desire to almost always be connected with others using interactive Web 2.0 technologies.
Aug-30-09. By Vern Burkhardt
"Innovation is at the heart of a life well lived." "…any individual, company, or country wishing to survive and thrive in the twenty-first century will do so by developing the brain's seemingly infinite capacity to create and innovate."
Aug-27-09. By Rowan Gibson
At many companies, the term "innovation strategy" refers simply to an agenda for new product development or a technology roadmap for R&D. This is like picking up a single leaf in the forest and calling it a "tree." Innovation strategy is not merely about the next product launch or patent registration.
Aug-20-09. By Graham Duncan
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, bestselling authors Adrian Gostick and Chester Elton show how the transformative power of purpose-based recognition produces astonishing innovations and results – whether measured by return on equity, return on assets, or operating margin.
Aug-14-09. By Vern Burkhardt
"…the people most likely to bring us the paradigm-shifting innovations we need to create new wealth are almost always outsiders, people who know little or nothing about the normal way of doing things – people different from us. This is true at every level of every enterprise, community, and country. New wealth is the result of innovation. And innovation is driven by diversity."
Aug-10-09. By Graham Duncan
The new way of managing talent is fundamentally different from what came before it. The traditional model is extinct. Yet most companies are doing little to plan for and meet their needs for talented staff. Many rely on outside hiring to solve their problems but this creates other problems. In Talent on Demand, Peter Cappelli uses supply chain management models and numerous company examples to present new strategies organizations can use to ensure they have the staff they require.
Aug-01-09. By Vern Burkhardt
"We can use the simplicity and immediacy of pictures to discover and clarify our own ideas, and use those same pictures to clarify our ideas for other people, helping them discover something new for themselves along the way." Pictures can be used to discover, develop and share business ideas—and have some fun.
Jul-25-09. By Vern Burkhardt
Innovative leaders "use creative and lateral thinking techniques to transform their organization into a hotbed of entrepreneurial spirit brimming with new ideas." They manage change by focusing "on developing the skills of the team in innovation, creativity, risk taking and entrepreneurial endeavor."
Jul-13-09. By Vern Burkhardt
Was your mother right when she looked into your eyes when you were born and saw the 'spark of the genius', the miraculous potential of the human brain?
Jul-13-09. By Rowan Gibson
As usual it was Peter Drucker, the godfather of modern management, who said it first. Right back there in 1966 (!), in his landmark book "The Effective Executive", Drucker argued that companies would need to build a new kind of organizational capital as the industrial economy gave way to the knowledge economy.
Jul-06-09. By Vern Burkhardt
Imagine you've been tasked with hiring a new employee for your organization. After an exhaustive search, you found the perfect candidate. You've made the offer, but before the person will accept, the person asked to have a quick meeting with a group of randomly selected employees. The perfect candidate says it's no big deal... just wants to learn a little about the culture of your organization.
Jun-20-09. By Graham Duncan
Many companies overlook the potential of teams to turn around lagging profits, enter new markets, and make exciting innovations happen because they don't know how to successfully use teams. Authors Jon Katzenbach and Douglas Smith talked with hundreds of people in more than thirty companies to find out where and how teams work best, and how to enhance their effectiveness.
Jun-15-09. By Vern Burkhardt
"Perhaps the most crucial way to tap the creativity of groups is to promote passion among members – passion for the organization, for the job, and for the product."
Jun-11-09. By Rowan Gibson
Pick up your iPod and turn it around. Note the cool and somewhat snobby phrase that's printed on the back of the device: "Designed by Apple in California.
Jun-01-09. By Graham Duncan
Social Media have changed the dynamics of marketing. The real influencers are no longer marketing experts, nor the traditional media that have always controlled and filtered marketing messages. The new influencers are the millions of ordinary people who are determining in direct and powerful ways what people, hear, say and believe.
May-29-09. By Vern Burkhardt
Often when making a decision about something we don't use all the available relevant information. There is too much of it and we frequently don't have the ability to decide what information we can trust. So we rely on others.
May-25-09. By Vern Burkhardt
"Leadership is a matter of courage: a willingness to take risks and do the unexpected; to make judgments with no data or, at best, inadequate data; to face one's fear of failure." How do we learn to lead like that? According to Dov Frohman and Robert Howard, co-authors of Leadership the Hard Way, by teaching ourselves using our wits, our intelligence, our observation, our intuition and our life experience.
May-17-09. By Vern Burkhardt
Innovation is game changing. "You create or invent a new product or a new way of doing things. You commercialize it. Customers value it. Your firm benefits through increased sales and/or usage, improved brand reputation, and better results delivered."
May-11-09. By Vern Burkhardt
Virtual teams need to compensate for the lack of nonverbal communication. Not only can electronic communication be dehumanizing and socially isolating, it can foster a sense of anonymity. Messages in email tend to be stronger, more uninhibited, and assertive.
May-04-09. By Rowan Gibson
The first modern hospitals were founded in Europe and America in the 18th century. About a hundred years later, both the pharmaceutical industry and the health insurance industry began to emerge. So it's safe to say that, in much of the developed world, the healthcare business has been around for about two or three centuries. And, over time, like most other businesses, it has become bigger, better and faster.
May-03-09. By Vern Burkhardt
Power has been transferred from those who sell to those who buy. "The stupid, humble, loyal customer is a thing of the past." The competitive edge in today's market economy is e-business. The 'e' stands for 'emotional business'.
Apr-25-09. By Vern Burkhardt
The hype cycle occurs with almost every innovation. It's tied to the human emotional response to the new and novel. Knowing how the hype cycle works can help us avoid its traps, and also open opportunities for individuals and companies.
Apr-19-09. By Vern Burkhardt
Vern Burkhardt (VB): You say your "mission is to help revolutionize the way people work through the design of new transformational environments." Would you talk about that mission?
Apr-10-09. By Vern Burkhardt
Walt Disney knew how to do it. So did Thomas Edison and many other giants of innovation. The highest creativity occurs within structure and organization. In work settings we can set up s. At home we need a "kitchen for the mind."
Apr-05-09. By Vern Burkhardt
Innovation leaders relentlessly stimulate, steer and sustain innovation in their companies. They deploy different strategies that require different innovation leadership skills to ensure their companies succeed. In Innovation Leaders, Jean-Philippe Deschamps reveals how companies at different stages of their innovation learning are building favorable innovation cultures.
Apr-01-09. By Alice Bumgarner
Sarah Miller Caldicott may be the great grandniece of Thomas Edison, but she relied on more than simply family anecdotes to write her book, Innovate Like Edison. She delved into all things Edison with Dr. Paul Israel, the director of the Edison Papers at Rutgers University, who presides over an archive 5 million pages deep.
Mar-31-09. By Rowan Gibson
It's every employee's nightmare in recessionary times: finding a "pink slip" in the pay envelope, or getting a fateful phone call from HR. Over four and a half million workers in America have had that gut-wrenching experience since the economy hit a wall in 2007. And this year the global layoff tsunami will claim millions more jobs worldwide.
Mar-29-09. By Vern Burkhardt
"To explain creativity we need an action theory, a theory that explains how the process of doing a work results in the product." Creativity is fundamentally a social and collaborative activity. Keith Sawyer also says "Scientific creativity and business innovation are even more deeply social and collaborative than…artistic creativity."
Mar-22-09. By Vern Burkhardt
"People often overestimate the aha! factor in the invention process. That process starts with creating the right kind of environment."
Mar-14-09. By Vern Burkhardt
A real sense of urgency is rare but it's invaluable in a world that will not stand still. "In a fast-moving and changing world, a sleepy or steadfast contentment with the status quo can create disaster – literally disaster." Frenetically activity people coping with many issues, few of which are central to the organization's success and future growth, is not a sign of a sense of urgency. It's a sign of a false sense of urgency. John Kotter says its all about leadership.
Mar-06-09. By Vern Burkhardt
The perceived threat of loss of jobs through "offshoring" – companies contracting manufacturing and provision of services to countries in Asia, for example – is more perception than fact. Enforcing contracts and protecting intellectual property are but two impediments that discourage rampant "offshoring". In any event, it is not a zero-sum situation.
Feb-28-09. By Vern Burkhardt
The United States and other developed countries do not need to fear being surpassed in high–level scientific and technological research and development by countries such as India and China. Indeed, they should welcome more advanced research overseas because high-level know-how tends to be geographically mobile, and entrepreneurs are able to apply these outside innovations in their own countries through mid- and ground-level innovations of products, services and know-how.
Feb-16-09. By Vern Burkhardt
More than ever before incremental innovation is not sufficient for survival. Many businesses need to re-tool their business models in order to achieve breakthrough innovation.
Feb-05-09. By Vern Burkhardt
Innovation is valuable only if it helps a company attain economic advantage.
Jan-23-09. By Vern Burkhardt
Innovative ideas are always the result of creative thinking. Fortunately artists do not, contrary to popular belief, have a monopoly on creativity. With a little training anyone can develop their brain's capacity for creativity.
Jan-22-09. By Rowan Gibson
That's the bugging question that just won't go away. It seems to get asked every time Steve Jobs goes to the doctor. First it was a brush with cancer. Now it's a mysterious "hormone imbalance" that has left Jobs looking gaunt, forced him to cancel his appearance at Macworld 2009, and put him on a six month medical leave. Once again, people are wondering if Apple has lost its core.
Dec-27-08. By Vern Burkhardt
Innovate, don't imitate.
Dec-21-08. By Vern Burkhardt
Teams are everywhere. During this first decade of the twenty-first century the role of teams and the use of teams to address organizational issues has increased dramatically. Teams in many forms are seen as critical to the creative and innovative success of companies.
Dec-17-08. By Rowan Gibson
In March 2008, British Airways discontinued its decades-old daily service between London Heathrow and Detroit. Not exactly world-shattering news, you might think. But BA's decision was quite significant. They made it because passenger numbers had dwindled so pathetically low that the flights were no longer profitable. It's just one of a whole kaleidoscope of symptoms that signal Motor City's dismal decline.
Dec-14-08. By Vern Burkhardt
No one is criticized for having too many ideas. Such a person is more likely to be known as the genius with all the ideas, but all of us can learn how to get ideas—a lot of ideas. We need to learn to be ever more idea-prone, to idea-condition our minds. But in the final analysis we need to have the moxie to put our ideas into action.
Dec-07-08. By Vern Burkhardt
In The Wisdom of Teams, Jon Katzenbach and co-author Douglas Smith define a team as "a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable." They also say, "No major company we know is pursuing an energized, productive work force without the conscious use of teams."
Nov-30-08. By Vern Burkhardt
It's okay, indeed it's smart, to cheat. Smart people look everywhere for suggestions, answers, and to stimulate their thinking. Ask someone who knows nothing about your business. Get smart help, strategic inspiration, and sage advice.
Nov-23-08. By By Vern Burkhardt
Last week Paul Sloane recommended that businesses should define themselves not by their products but by the benefits they deliver to their customers and how they can extend that value. Knowing there is always a better way drives innovation.
Nov-17-08. By Vern Burkhardt
Innovative leaders of outstanding companies set outstanding expectations. They recognize that success can be the cause of their organization's long-term failure so they continue to drive for change, for innovation. They have a vision and are passionate when talking about it. They are prepared to invest in innovation. They don't pay lip service to innovation while their actions make it clear to their employees that taking risks is job- or career-limiting.
Nov-16-08. By Rowan Gibson
There are three ways to react to an economic crisis. One way is to bury your head in the sand and hope the whole thing just blows over (good luck!). Another way is to run around in a panic-induced cost-cutting frenzy that could seriously impair your company's long-term growth potential. The third and, of course, smartest way is to recognize the impending threat to both your top and bottom line, and quickly adapt your company's strategy and business model to the new market conditions.
Nov-09-08. By Vern Burkhardt
The How-To's of Collaborative Innovation: An interview with Dr. Satish Nambisan, co-author of The Global Brain
Nov-03-08. By Vern Burkhardt
We need to understand and embrace disruptive change. It will transform the way we view innovation. Businesses may be well managed, customer-friendly, and technologically advanced—they are still susceptible to failure or to being overtaken by upstart competitors.
Oct-31-08. By Rowan Gibson
Whoa! This is the big one! Most of us have weathered economic storms before, but nobody has ever seen anything like this. Forget the Asian financial meltdown of 1997, the dot-com implosion of 2000-2001, the blistering financial scandals of 2002 (a la Enron, WorldCom et al), and the three-year, post 9/11 global recession that finally abated in 2003.
Oct-27-08. By Vern Burkhardt
Artists, scientists, and entrepreneurs thrive on their ability to be creative. New wealth tends to flow to those who successfully introduce new ideas.
Oct-20-08. By Graham Duncan
Have you ever been in line at the grocery store, sitting in a meeting, refinancing your mortgage, programming your VCR, waiting on hold—and thought to yourself, "There must be a better way to do this!"
Oct-13-08. By Vern Burkhardt
Having smart individuals in a group does not necessarily make a group smart, a crowd wise, or a team effective. Diverse groups often trump homogeneous groups. Random collections of intelligent problem solvers can outperform groups of the best like-minded individual problem solvers.
Oct-06-08. By Vern Burkhardt
The crowd is talented, creative and stunningly productive. Crowdsourcing has the potential to harness the knowledge and talents of the crowd to solve our greatest problems.
Sep-22-08. By Vern Burkhardt
Seeing what no one else is seeing. Thinking what no one else is thinking. Merely understanding the strategies for cracking creativity will not result in the generation of creative ideas and creative solutions. If we actually use them we might even become creative geniuses—perhaps the best type of intelligence.
Sep-15-08. By Vern Burkhardt
Creative geniuses know how to think rather than what to think. They have child-like curiosity. They ask bold questions. They generate and entertain many ideas, not just the first idea that comes to mind. "If you always think the way you've always thought, you'll always get what you've always got—the same old, same old ideas."
Sep-08-08. By Vern Burkhardt
We’ve become an innovation-based economy. The good news is all of us have the capacity to be incredibly creative—it is not the exclusive domain of famous innovators past and present.
Sep-01-08. By Vern Burkhardt
Innovation is now at the stage the quality movement was in the 1960’s. Many leaders of businesses and organizations are aware that their future growth and survival depends on innovation in products, business models and even management systems. But few are aware of what it takes to implement and sustain breakthrough innovation. We now have the answer—irrespective of whether we are a large global corporation or a small business focusing on a local market.
Aug-25-08. By Vern Burkhardt
The communications revolution is fundamentally changing the nature of the global economy. Knowledge based jobs are contributing to a 21st century work revolution. Alongside this, consumer markets in the Western economies are being re-invented. In Global Remix: The Fight for Competitive Advantage, Richard Scase argues that corporations, entrepreneurs, and individuals will have to reinvent themselves in this ever-changing business environment.
Aug-11-08. By Vern Burkhardt and Graham Duncan
Being creative involves doing something. It is applied imagination, whether in art, music, mathematics, engineering, writing or business. The outcomes that are produced are original. And creative ideas are often ahead of their times.
Aug-04-08. By Vern Burkhardt
We use our brains to experience everything, study everything, and accomplish everything, but we don’t generally spend much time thinking about the brain itself. Science is now proving that by taking time to understand how the brain functions we can actually learn how to use our brains to improve themselves.
Jul-28-08. By Vern Burkhardt and Graham Duncan
Brain science tells us there are three kinds of intuition; ordinary, expert and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is “a form of rapid thinking where you jump to a conclusion when you recognize something familiar”, as a professional engineer might do in his daily practice. The third kind, strategic intuition, is “thinking, not feeling. A flash of insight cuts through the fog of your mind with a clear, shining thought”. It's not fast, like expert intuition, it's slow and occurs in new situations where your best ideas are needed.
Jul-21-08. By Vern Burkhardt
Anyone interested in inventing, creating or innovating should acquaint themselves with Thomas Edison. We have all heard of him and we know he invented the light bulb, for which we are all grateful. What most people may not know is that he was a one person university—a careful examination and understanding of his methods should, when accurately and intelligently followed, be enough to lead to success.
Jul-14-08. By Vern Burkhardt
Innovation is an essential survival skill for the 21st century. Products and services become obsolete faster and faster. In this global economy a new competitor can disrupt your business model overnight—innovation is increasingly becoming a way of life.
Jul-07-08. By Vern Burkhardt
If a firm is highly innovative it is likely an indication that its leaders and employees are skilled collaborators. Developing collaborative capabilities requires learning new values and behaviors and unlearning old habits. It takes time, training and participants who value the contributions of their colleagues. Building trust is a time-consuming but necessary component.
Jun-30-08. By Vern Burkhardt
Innovation as the primary driver of economic development and business success is not a new idea—over seventy years ago economist Joseph Schumpeter first posited this idea.
Jun-09-08. By Vern Burkhardt
"When writers, and composers and music makers for that matter, can no longer hope to make a living from their work, how many works will never be written or created?"
May-26-08. By Vern Burkhardt
Mavericks are those individuals who eagerly make business decisions that fly in the face of business-as-usual. They deliberately turn traditions up-side-down or shut them out altogether, looking instead for new "disruptive" ideas and creative people, and in doing so find themselves on a joyous ride to success.
May-19-08. By Vern Burkhardt
While thinking "outside the box" is touted as a key to being creative, thinking "inside the box" with limitations of time, money and other resources often sharpens the mind. A project with fifteen people dedicated to it may take longer than one with half that number!
May-12-08. By Vern Burkhardt
"Innovation is the application of an idea that results in a valuable improvement".
May-05-08. By Vern Burkhardt
We become locked in our old ways of thinking, and we often assume our past and current successes are the path to future success. But inevitably every current success will become a future failure if we keep thinking and doing things in the same manner.
Apr-27-08. By Vern Burkhardt
“The one thing Socrates knew beyond a shadow of a doubt was that he didn’t know anything beyond a shadow of a doubt.”
Apr-21-08. By Vern Burkhardt
What do fifth century BC Athens and 2008 New York City have in common? A man could, and can, be seen dressed in a toga and wearing a headband, exploring complex ideas by asking probing questions of his fellow citizens.
Apr-14-08. By Vern Burkhardt
Last week we learned that the authoritarian approach to solving tough problems, where the expert, the boss or the politician attempts to solve it does not work. Rather, it hurts and as Adam Kahane, author of Solving Tough Problems, learned from his dental nurse, when something you are doing hurts then stop doing it.
Apr-06-08. By Vern Burkhardt
Tough problems in families, businesses, communities, countries and other organizations often don’t get solved peacefully. They either remain unsolved or are dealt with by force. There is another way. Talk and listen to each other in order to reach a solution peacefully.
Mar-31-08. By Vern Burkhardt
Use of mental models can stimulate innovative ideas, including ideas for new products and services for customers. This is a tool that can ensure our customers are front and centre in the design process. Author Indi Young describes design as organizing the way in which you enable “digital, physical, and environmental interactions that people carry out to accomplish something”.
Mar-24-08. By Vern Burkhardt
Not often does one encounter a productivity tool that will support group brainstorming and creative thinking, organize complex information, help solve problems, support SWOT analysis, enhance memory, help make decisions, manage projects, support strategic planning, prepare for major meetings, take notes, write papers and presentations, manage “to do” lists, support process and quality improvement, assist teachers to structure their presentations and students to increase their learning, and facilitate individual ideation (generate new ideas). Visual mapping supported by mind mapping software may be a must tool for all knowledge workers who are increasingly inundated with data and information.
Mar-17-08. By Vern Burkhardt
Jazz music fans will know the English slang “cool” means excellent. According to Coolhunting by Peter Gloor and Scott Cooper, cool goes beyond the usual definitions of “excellent” and “fun”. To be cool something must “make the world a better place” and exhibit “altruism” in its development and realization.
Mar-10-08. By Vern Burkhardt
Last week we ended with my question to Michael R. LeGault, author of Think! Why Critical Decisions Can’t Be Made in the Blink of an Eye, regarding fear. We continue this week with his answer to that question and a number of other questions.
Mar-03-08. By Vern Burkhardt
We are what we think. Faulty thinking results from the inability to think critically and a lack of will to think clearly. Critical thinking plays a significant role in our physical and mental well-being. Critical thinking depends on analysis and logic, and on action. Critical thinking requires gathering, processing and evaluating information, and creative thinking uses this information to produce a result that would not have happened without that effort. Therefore, critical thinking is the key to releasing the mind’s higher cognitive powers—creative thinking.
Feb-25-08. By Vern Burkhardt
Myths simplify and distort reality but as human beings we have a propensity for believing them. When it comes to innovation the myths surrounding it can stand solidly in your way.
Feb-11-08. By Vern Burkhardt
We are making our world “smarter” all the time by creating more and more “idea-spaces”. Idea-spaces are those places, outside ourselves, where we store information, allowing us, as brain scholar Andy Clark says, to “be dumb in peace”. These spaces can be as mundane as a grocery list or as sophisticated as the computers that help spacecraft reach their destinations, do their jobs, and return to earth.
Feb-04-08. By Vern Burkhardt
Last week I wrote an article summarizing my interview of Peter Lloyd and Steve Grossman, co-authors of Animal Crackers. In this article I continue to explore Peter's creative ideas.
Jan-28-08. By Vern Burkhardt
People need a slight switch in their mood—in a positive direction—before they can create. When you get creative insights it is thrilling; it gives you energy.
Jan-21-08. By Vern Burkhardt
What is a Tipping Point? It is “that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire.”
Jan-14-08. By Vern Burkhardt
After only a decade and a half of being in existence, the “Internet Age” is being compared to the Renaissance and the Industrial Revolution. With about one billion people “connected” and the numbers growing exponentially, businesses are harnessing the power and ideas of their online community of customers, employees and shareholders to make better decisions, improve services to their customers, and make bigger profits.
Jan-05-08. By Vern Burkhardt
A major reason for the frequent commercial failure of manufacturer-developed products is poor understanding of users’ needs on the part of manufacturers’ innovators. To avoid this problem, some businesses have begun to shift the task of custom product design to their customers, in some cases providing them with toolkits for innovation.
Dec-29-07. By Vern Burkhardt
The most precious resource we humans possess is our personal energy. The key to almost all our problems is faulty storytelling, because storytelling drives the way we gather and spend our energy. We need to constantly infuse our personal story with new thinking and new energy in order to bring about sustained shifts in happiness, excitement, enthusiasm, joy and inspiration.
Dec-16-07. By Vern Burkhardt
When you ask for feedback from your friends, clients, spouse, children or co-workers listen carefully to the responses you receive, especially if they are different than you expect or want to hear. Don’t explain, justify or argue or become defensive. Also, seek out those who hold a different perspective than your own and listen to their views (This sounds very much like “deep listening” which Keith Sawyer and I discussed in my article dated November 12, 2007.)
Dec-10-07. By Vern Burkhardt
Creators are creative because they believe they are creative. And they are not negative. To solve a problem you have to believe that you already have the answer in your unconscious. When Einstein was troubled by a problem he would lie down and take a long nap. Thinking in terms of contradictions and paradoxes are the hallmarks of creative thinking. Exposing yourself to unusual images, such as the hieroglyphics in the Egyptian Book of the Dead, sparks your imagination. The difficulty of effective collaboration is each person thinks his or her view is the correct one.
Dec-03-07. By Vern Burkhardt
Mobile communication devices and inexpensive microprocessors linked to the Internet are allowing people to act in concert with each other. Howard Rheingold described this as the emergence of “Smart Mobs”, whose basic characteristics include:
Nov-26-07. By Vern Burkhardt
We have the potential to think better, more productively, and more creatively. Thinking better is a skill that we can learn. It’s not what you know but what you think, and there is a lot of room for improvement. Thinking is hard work. The more you practice the better you become at thinking.
Nov-18-07. By Vern Burkhardt
See or make connections between ideas that seem far apart, look to nature for models and principles to solve problems, make the familiar strange and the strange familiar, cultivate curiosity, ask lots of questions, observe, be a good listener, and read to generate questions. Reading without reflecting is comparable to eating without digesting. These are but some of the many useful bits of advice that Dr. John Adair offers in The Art of Creative Thinking.
Nov-12-07. By Vern Burkhardt
In his book Group Genius, Dr. Keith Sawyer asserts that creativity is always collaborative. The lone genius of inventions is a myth, and he backs up this point with examples such as television, email, game of Monopoly, mountain bike, ATM, the airplane, quantum physics and psychoanalysis. It is group genius that generates breakthrough innovation.
Nov-03-07. By Vern Burkhardt
Peter A. Gloor has coined the term COIN, which is an abbreviation for Collaborative Innovation Networks. A COIN, according to Dr. Gloor, is "a cyberteam of self-motivated people with a collective vision, enabled by the Web to collaborate in achieving a common goal by sharing ideas, information and work". The Internet permits these participants to develop and disseminate creative ideas to anybody across the globe almost instantaneously, and at minimal cost per transaction. This is the underpinning of ever accelerating rates of innovation and problem solving, and organizations ignore this new reality at their peril.