Nov 28, 2012 | By: Chuck Frey
The combination of Big Data and ethnographics can be a potent toolset for uncovering innovation opportunities, as a growing number researchers are discovering.
| By: Jeffrey Baumgartner
You have doubtless heard of the fuzzy front end of innovation. It is another name for idea generation. But Jeffrey Baumgartner believes that the back end of innovation, where implementation is supposed to take place, is just as fuzzy. Many companies lack clear, efficient processes for implementing the ideas they generate.
| By: Langdon Morris
Many people assume that creating new ideas is the beginning of the innovation process, but actually that’s not true, according to Langdon Morris. He explains that ideation occurs in the middle of a disciplined, strategically-focused innovation process. In this article, he outlines an 8-step innovation process that promises better results than the traditional ‘spray and pray’ approach to developing and managing ideas.
| By: InnovationTools.com
Today’s University is a rich resource for companies seeking game-changing technological breakthroughs. In this in-depth article Melba Kurman looks at the benefits of open innovation partnerships between companies and American university researchers.
| By: InnovationTools.com
Today, there are six essential forces that are driving the changes that are occurring across much of today’s world. While these may not be the most pressing issues for your company, chances are that some combination of them will have a significant influence on your situation, on the strategic choices you make and thus on your approach to innovation.
Nov 03, 2012 | By: InnovationTools.com
By understanding how the duties, activities and skill sets of the Chief Strategy Officer (CSO) can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams and set proper expectations for the role the CSO will play.
Oct 14, 2012 | By: InnovationTools.com
If you want to be innovative, you need to be a leader. No individual or organization has become an innovative one by copying the actions of their competitors or peers. That may seem obvious, but evidence shows that most people fail to realize this critical fact.
Oct 07, 2012 | By: InnovationTools.com
Too often, as part of their open innovation initiatives, companies pursue collaboration with university researchers in an ad hoc, piecemeal manner. But by giving more thought to the relationship structure, companies can achieve better results.
Sep 29, 2012 | By: InnovationTools.com
In an intriguing new book, researchers Abbie Griffin, Raymond L. Price and Bruce A. Vojak discuss the characteristics of people who successfully develop significant innovations in established companies.
Sep 04, 2012 | By: InnovationTools.com
Yes, digital design is a wonderful tool. But unless it is supported with strong management processes, there can be unintended and potentially negative consequences.
Aug 14, 2012 | By: Chuck Frey
Just because you can create a crowdfunding campaign for your next Big Idea doesn’t mean you should, as book author Glenn Fleishman recently discovered.
Jul 31, 2012 | By: Jeffrey Baumgartner
With the growing popularity of open innovation, crowdsourcing and web-based suggestion schemes where the best ideas are decided by popular votes, many of us tend to forget a very simply truism: Highly creative people tend to be non-conformists who do their own things irrespective of the crowd. Keep that in mind when you’re planning any crowdsourcing initiatives, warns Jeffrey Baumgartner.
Apr 04, 2012 | By: Jeffrey Baumgartner
Many managers are very good at working out the cost of implementing an idea. But they often completely fail to calculate the cost of NOT implementing it. This may sometimes be far more expensive than implementing it, especially over the long term, warns Jeffrey Baumgartner.
Mar 28, 2012 | By: InnovationTools.com
Systematically exploring alternative approaches to value creation can allow companies to find new opportunities for growth.
Mar 27, 2012 | By: Paul Sloane
Paul Sloane uses a gambling analogy to show how uncertain innovation is and why senior management isn’t likely to approve a new idea after several failures in a row.