Innovation Management - Creating value with innovation management.

After Marlowe and Susan work well into the evening to develop a strategic document for the management team to review and approve, they head out for some quality co-worker time.

After polling innovation managers and experts from all over the world about the size of the organization in relation to the ease of starting an innovation initiative, Gijs Van Wulfen takes a look at the arguments.

In these uncertain times, are you ready to take advantage of the opportunities that will arise in the next few years, or are you paralyzed by indecision? Scenario thinking can help you to be part of the first group.

Sometimes we find ourselves unwillingly obeying unwritten laws and rules that hinder us from growing our business the way we want to. In this blog, Bengt Järrehult looks at studies done on ant societies and draws different parallels to human organizations. Is stagnation a natural phenomenon after a period of growth?

Marlowe gathers the Accipiter executives to sit in on enthusiastic open innovation software demonstrations. Will the team arrive at the necessary conclusions about their innovation community?

My last few blog posts have detailed some of the common challenges around social product innovation and the steps companies can take to overcome them. With today’s post, I want to take a brief break from discussing challenges and talk about some predictions for social product innovation in 2012.

“Innovate or die” becomes the order of the day. People in response seek ways to innovate. Of late, many have embraced the practice of collaborative innovation, with its application of social media to sourcing crowds and ideas, and design thinking, with its structured approach to vetting hypotheses about new business opportunities. Having arrived in the organization by different routes, they exist as potential complements. In this article innovation architect Doug Collins explores ways to combine the practices to their mutual benefit.

Marlowe continues the struggle to get his top client to define the structure and direction for their innovation community. Has he signed up for a project that is doomed from the very beginning?

Forget the buzzword, what is true innovation? How should it be used and how does it affect our everyday lives? Harvey Briggs takes a critical look at how the concept of innovation is used today, and what it should be.

The level of innovation capability within organizations is connected to the ability of making the right sense of collective experiences, especially in uncertain or ambiguous times. In this post Susanna Bill delves deeper on the importance of sense making and the effects it has on the level of innovation capabilities. And addresses a personal dilemma.

As Marlowe struggles to define the requirements for Accipiter’s open innovation community, he is interrupted with the news that the newly hired consultant has just arrived for her first day at work. Perhaps this distraction is just what Marlowe needs…

A brand new innovation often requires changing a person’s behavior or habits, which can be a nearly impossible task! So why not approach innovation by looking at existing problems? Gijs van Wulfen looks at 10 practical problems and innovative new products or services solving them.

People who practice collaborative innovation at times seek out of the box ideas for a given challenge. In this article, innovation architect Doug Collins applies work from Nobel Laureate Daniel Kahneman by way of offering insights on selecting crowds that can achieve novelty.

Accipiter needs to establish the “rules” and expectations for innovation, and provide the programs and procedures to reinforce those programs, so innovation remained true to the goals of the organization. Marlowe takes the first steps to lead them in the right direction.

To be successful in radical business model innovation requires companies to go beyond the traditional modeling: ideas are only one part of the innovation equation. Business model implementation requires structural changes in your organization; otherwise, you will just get stuck with a beautiful model on paper.