In this article, Venkatakrishnan Balasubramanian suggests a framework for conceptualizing an idea and can help you understand of the dimensions and questions you ought to consider to nurture it from an initial thought to a fully-realized innovation.
How can companies become more innovative? Carmen Kobe and Ina Goller interviewed innovation experts, consultants and managers to learn how they experienced successful innovation initiatives in their business life. Out of these in-depth interviews, the authors extracted four mechanisms that have proved to be consistently successful in helping to nurture corporate innovation.
Dirk Loop explores the opportunities every employee has to enhance a culture of innovation in the organization. He outlines common weaknesses within corporate process frameworks and provides a selection of top-down and bottom up solutions you can apply within your firm.
The combination of Big Data and ethnographics can be a potent toolset for uncovering innovation opportunities, as a growing number researchers are discovering.
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.
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.
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.
Six major forces are driving change in today’s world. Developing a successful innovation program requires that your organization understand and master all of them.
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.
One of the biggest challenges for innovation teams is at the front end of the product development process, when decisions related to new business models, technology oppotunities and intellectual property rights must be made, often in the absence of concrete data. This in-depth article offers one practical framework that can help companies to develop more accurate innovation measurements based on a combination of quantitative and qualitative research.
As part of your innovation initiatives, are you exploring white space opportunities? If not, you should be, advises Idris Mootee.
Involving your suppliers in the new product development process provides organizations with many benefits, including shorter development time, better quality products and lower development costs. But these relationships can often be problematic. This article explores common benefits and pitfalls of this important strategy.
This in-depth article applies ideas from Complex Adaptive Systems theory to develop a model for innovation which, in turn, leads to appropriate methods for its management. The article applies the general construct of Axelrod and Cohen to innovation, leading to a clear set of actions managers can take to advance the process.
Are you effectively using the creative potential of your employees, customers and partners to address your innovation challenges? Collaborative idea management is a method to learn from the
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.
