National innovation statistics are regularly produced to make some Government agencies feel good about themselves and others feel bad – but do they really tell us how to make innovation happen more easily? In the first of a two part series we see how the French example holds salutary lessons for companies and governments.
As innovation becomes a prevalent activity in organizations is it time to rethink how we approach the culture of innovative people? Deborah Mills-Scofield who previously worked with Bell Labs and now consults on innovations practice, argues we need a return to timeless values if we are going to make innovation sustainable.
Policy makers who want to stimulate innovation need to look at the new generation of people coming into the workforce. But are they properly prepared to play a role in invention and change? Rob Blaauboer looks at Dutch experience of teaching them how.
MIT has an incredible reputation, is an amazing brand, and is connected to numerous tech transfer successes. It is true that the system in the US is very different to that in Sweden: The laws are different, there is more money available in most parts of the US system, the domestic market is larger and the culture is very different. However, this is not say that Sweden cannot learn from the example of MIT, and apply whatever is feasible.
Public sector innovation is a necessity, if we are to reduce public spending and address changing demographics. The public sector is lagging behind the private sector in transforming ideas into innovation, which made me question whether we are pursuing the wrong approach. This is not to say that I am questioning the abilities of people working in the public sector, but merely provoking a dialogue with the reader. You are all invited to join in!
This is the first piece in a blog series written by Ehsan Ehsani on innovation management leading practices.
Now that you have successfully developed an innovative new product or service, how do you stimulate market demand? Your customers are overwhelmed with the number of product and service choices that exist in the market today and the volume of marketing messages that bombard them. It is estimated that the average American is exposed to hundreds of advertisements a day and this number is only growing. The only way to stand out from the competition is to step back and establish a clear and credible point of distinction.
“We welcome your visit, but only if you are prepared to enter meaningful collaboration immediately!” This is the message that the Innovation Unit of the Central Denmark Region distribute to our international colleagues – and it seems to work. A case of breaking the paradigm of co-creating in the public sector.
The indulgent reader of my columns has already met the concepts of mesovation and exovation, and now I’m going to introduce yet another neologism: metovation. Meto- in metovation stems from the prefix meta- where I for easier pronunciation exchanged o for a. Meta is of Greek language origin and stands for the next higher level of abstraction.
Who would be searching for failure? Failures just happen, though we always hope to avoid them. A vile thing, a vile word, no? Read more in this weeks' column by Bengt-Arne Vedin, PhD and Professor emeritus in innovation management. And why not joining in helping Bengt-Arne improving the article by joining the discussion?
"It is unlikely that you have ever met the concept of exovation before; I invented it in April 2008. Invented? Yes, indeed – even if a Google search obtains a couple hundred hits; but they have nothing to do with the concept as I have defined it. You will see, presently." Read more in this weeks´ column by Bengt-Arne Vedin, PhD and Professor emeritus in innovation management.
All too often, simplifications just lead us astray. Is taking radical as the opposite of incremental or in small steps one such contrived simplification – and one that risks misleading us? This weeks´ column is written by Bengt-Arne Vedin, PhD and Professor emeritus in innovation management..
Most managers agree that innovation is the Nordic region’s last stronghold for competing in a global economy. Moreover, they are interested and fascinated by the thought of working systematically with innovation in order to gain a breakthrough to create growth and profitability for their organisations. But why then, is there so much talk and so little action, argue Gunnar Storfeldt (CEO) and Orren Shalit (Founder), S I T Scandinavia.
Research at Lund University is world-class. Research is undertaken in areas such as biotechnology, nanotechnology, automatic control, wireless communication, logistics, ecology and cognitive science.
