Increase your innovation capabilities with IM Feature articles

Almost every manager would agree on the importance of innovation to stay ahead of the competition and secure future growth. And it´s a fact, according to numerous studies, that the use of innovation management increases your operational margins.

There is also a wide spread perception that there’s a great need for finding and implementing structured and systematical ways to continuously manage your innovation work.

Some organizations have managed to do this in a very successful way, for example Procter & Gamble using their well-known model of Connect & Develop. There are numerous other examples of systematic models that have been applied in a successful way, for example Alexander Osterwalder’s Business Model Innovation Canvas.

We at InnovationManagemenet are great believers in the importance of innovation management and our mission is to raise awareness of the links and interactions between innovation and growth, and to bring actionable knowledge to our readers, therefore helping organizations achieve continuous growth through innovation.

In line with this mission, we are now introducing the IM Feature article. The principal characteristic of an IM Feature article is a clear connection between theory and best practice, i.e. how the knowledge, theory (method, strategy, etc.) have been applied and also how the knowledge presented in the article can be used by the reader.

Our goal is to make the content as useful and actionable as possible for you. In all IM Feature articles you will for example find Lessons learned / Mistakes we learnt from and Do-it-yourself instructions that will guide and help you put into practice the knowledge that is being presented in the article.

Our first IM feature article, How to do User Innovation in services, is written by Tomas Vedsmand and Søren Kielgast, partners at Gemba Innovation, Denmark. The article highlights the importance of adapting the user innovation approach to service innovation, in particular by involving users in the steps of the innovation process beyond user needs identification. This is particularly important in service innovation due to the high impact of the human factor in developing and delivering service products.

The authors also suggest a hands-on model for capturing innovation in services in order to make service innovation a management discipline, similar to stage-gate in physical product and technology innovation.

We hope this article will be helpful to all of you who want to increase your efforts to secure future growth in your service operations.

As usual your feedback is very welcome.

Karin Wall
Chief Editor

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