Strategies

  • Abstract Businessman

    Innovation Governance: Why Should Top Management Care?

    April 14, 2014 | By:

    In its research report “CEO Challenge 2014, ”[1] The Conference Board lists the ten most important challenges facing CEOs in 2014. Innovation ranks N°3 in this survey of 1,020 responses, on a par with operational excellence. Innovation was the N°1 issue in 2012, and in 2014 it is still the N°1 challenge in China. This article (in a series of seven) looks at the theme of innovation governance from a top management angle.

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    Innovating where the business cares: Developing areas of Strategic Innovation

    April 7, 2014 | By:

    Almost every innovation manager can recount stories of great ideas, concepts and products that people love and yet they’re never implemented. The business case stacks up and is technically feasible, but finding sponsorship and a budget seems to be impossible. As innovators, we’re often subject to ongoing commercial restrictions. The fastest way to get ideas off the ground is to ensure they’re aligned to the C-Suite agenda in both the short and longer term.

  • The Future of Medtech - Applying the Power of Innovation

    The Future of Medtech – Applying the Power of Innovation

    March 20, 2014 | By:

    The share of profits from new products is particularly high in medtech compared to other industries; and Arthur D. Little’s recent global Innovation Excellence study demonstrates that a high performance innovation system generates significant and quantifiable effects on profitability and accelerated time to market for new product development. This viewpoint outlines the future of the medtech industry and its opportunities as well as how to address the challenges through implementation of a well-designed Innovation Management System.

  • Measuring Open Innovation – a Metrics-Based Management Toolkit for Successful Innovation Teams – Part 2

    Measuring Open Innovation – a Metrics-Based Management Toolkit for Successful Innovation Teams – Part 2

    March 19, 2014 | By:

    How to apply metrics to open innovation (OI)? That’s the question we often get from our clients when they start to develop their open innovation capabilities. In order to provide an answer to this critical question, the following article will focus on the key findings of our Open Innovation KPI 2012 study. Based on this study, a metrics-based management toolkit has been developed, which provides the most relevant key performance indicators from the perspective of innovation managers, subject matter experts, and consultants.

  • Placing Time on Your Side for Collaborative Innovation

    Placing Time on Your Side for Collaborative Innovation

    March 18, 2014 | By:

    Time represents the persistent, substantive constraint to being effective within an organization. Can you have a moment of a sponsor’s time to share the benefits of collaborative innovation? Does the sponsor and challenge team perceive you as respecting their time once you persuade them to pursue the practice with you?

  • How to Do Business Model Innovation for the Established Firm

    How to Do Business Model Innovation for the Established Firm

    March 10, 2014 | By:

    This article provides a systematic framework for helping executives of large, established organizations identify opportunities for business model innovation and organize themselves to pursue these opportunities. While also applicable to start-ups, this article focuses primarily on how to define, challenge, and revamp the business model of an existing business or organization.

  • The Role of Top Management in Open Innovation

    The Role of Top Management in Open Innovation

    February 19, 2014 | By:

    Implementing open innovation requires a shift in mindset and a change in culture. It requires individuals to be open for external ideas and to share knowledge. This is not the way innovation is managed traditionally. For individuals to behave in a way that fosters open innovation, support from the top management seems to be crucial. Is this really the case? Or are top executives too far away from the action when it comes to innovation and open innovation?

  • The Role of Top-Down Management in Enterprise Innovation

    The Role of Top-Down Management in Enterprise Innovation

    February 10, 2014 | By:

    Running a successful enterprise innovation management program can be a challenging mission. Multiple factors have to be considered,each of which affect potential outcomes. One key aspect is the level of support an innovation program receives from an organization’s management. Connecting the needs of top-down management with the strategy and architecture of an innovation program will always lead to greater levels of success.

  • Two Ingredients for Pursuing Externally Focused Innovation

    Two Ingredients for Pursuing Externally Focused Innovation

    February 4, 2014 | By:

    Organizations increasingly seek new forms of innovation—and, for themselves, transformation—by engaging in co-creation with the suppliers, clients, and consumers that comprise their value streams. What insights might be gained from organizations that have begun to realize their potential for leadership by embracing openness as a core element of their charter? In this article innovation architect Doug Collins reflects on the progress that the Beijing Genomics Institute (B.G.I.) has made on this front. What lessons does B.G.I. have to teach organizations that decide to paddle with the Digital Age currents as opposed to against them?

  • Measure the Maturity of Your Idea-to-Launch Process

    Measure the Maturity of Your Idea-to-Launch Process

    February 3, 2014 | By:

    We know that innovation capability is a critical driver of strategic growth targets. We also know that innovation success is not a one-time occurrence, but the result of an organization’s ability to conceive, develop and commercialize new products and services on a sustainable basis. In this article Dr. Scott J. Edgett discusses a model for measuring if your organization has a mature innovation process with well-internalized innovation capabilities.

  • MOOI Forum Addresses Previously Untouched Topics in Open Innovation: OI and Strategy

    MOOI Forum Addresses Previously Untouched Topics in Open Innovation: OI and Strategy

    January 16, 2014 | By:

    There is a huge need for a better understanding of the link between Open Innovation and strategy. This is recognized by professional literature, however this connection is yet to be unraveled in a detailed way. The very first live MOOI Forum discussion gave a number of exciting insights into this particular topic focus.

  • The Value of De-Risking Lies In the Process

    The Value of De-Risking Lies In the Process

    January 14, 2014 | By:

    Mitigating the high failure rate associated with entrepreneurial endeavour is something that concerns investors as well as potential entrepreneurs – “do I risk myself?” is a lurking question many ask of themselves or the person putting money on the table.

  • Bold Innovation in Mature Markets The Five Vectors

    Bold Innovation in Mature Markets: The Five Vectors

    January 9, 2014 | By:

    Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.

  • Continued Commitment to Open Innovation- Deliver New Products, Services and Business Models Though Co-Development

    Continued Commitment to Open Innovation- Deliver New Products, Services and Business Models Though Co-Development

    January 8, 2014 | By:

    Content for both the seasoned OI practitioner who has their processes in place as well as those who are just beginning their OI journey. Keynote presentations, case studies, interactive panel sessions and Q&A with top experts and advanced practitioners from Pfizer, 3M, Kimberly-Clark Corporation, WD-40, MIT and many others. Join CoDev2014, the longest running conference forum focused solely on providing innovation practitioners with the latest trends in open innovation and multiple opportunities to connect and network with top experts.

  • Take Your Business Model to the Next Level

    Take Your Business Model to the Next Level

    December 16, 2013 | By:

    Your business model should answer two important questions: (1) What is your value proposition and (2) how are you organizing your company and your ecosystem to create this value. The 8 building blocks of the business model template help you to visualize your answers and think strategically about your business model.

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