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March 23, 2015 | By: Jamie MacDonald
Time and time again I get asked and challenged on an age-old issue of whether or not mind mapping is, at worst, just another fad, a ”nice to have” or, at best, a real value-adding benefit that has a serious place within a business or organisation.
March 19, 2015 | By: Dr. Reinhard Fricke
Clear separation of top ideas from mediocre and weak ideas is essential, before financial and other resources are allocated. The Hyperselect method provides a new, sound and improved way to fulfill this task. Moreover it reveals, that hyperbolas might be “the better matrix” in quite a lot of methods for prioritization and beyond.
March 18, 2015 | By: Jennifer Birch
As the market becomes saturated, it becomes difficult for many businesses, especially startup enterprises, to stay on top of their competitions. Technology has paved a way for firms to revolutionize their marketing and management strategies. Another tried and tested way to infiltrate their specific markets successfully is to inspire innovation within their offices, from employees to their brand.
March 11, 2015 | By: Heidi Hattendorf
Technological and industry shifts are important drivers of innovation. Look no further than the advent of the mobile broadband Internet and the shift to the era of intelligent, connected devices. Even though shifts are difficult to anticipate, they often lead to fundamental business changes. Staying up to date with these changes is vital.
March 3, 2015 | By: Peter von Dyck
Before any organization can reap the economic benefits of open innovation, it must overcome a number of legal, operational and cultural challenges. In this article Peter von Dyck addresses the top three obstacles to open innovation: managing intellectual property issues and other legal risks, processing ideas quickly and establishing an efficient internal structure.
March 2, 2015 | By: Laura-Adelina Vaduvescu
Because of today’s business hype for innovation we encounter situations where there can be too much of a good thing going on and successful companies tend to be aware of this potential pitfall. As much as a complete lack of innovation will lead to failure in an organization, left unmanaged, too many innovative ideas can cloud the judgement on which ideas are truly great. Innovation management therefore is crucial in the success of any organisation.
February 23, 2015 | By: Campbell Lockhart
Innovation portals have taken an important place in the open innovation landscape. Expectations are great in portal performance but often, for purely budgetary reasons, these portals are launched and managed internally by corporates themselves, to discover that they generate a number of community management issues that they are not used to coping with. Prior to launching a corporate portal it is a good idea to ask a few specific questions on whether to do this internally or through experienced third party innovation providers. Using external resources can often avoid pitfalls and align the portal success rate to corporate expectations, objectives and ambitions. Here six questions are asked that can help you take the decision whether to launch a managed portal internally or externally.
February 4, 2015 | By: Anthony Ferrier
Many innovation leaders tend to be tactically driven, but their corporate leadership is looking for more strategic planning and analysis. This tension often contributes to high turnover in innovation management roles, based on a misalignment around leadership’s expectations. In this article Anthony Ferrier suggests perspectives and actions that should be considered part of your innovation strategy plan.
January 27, 2015 | By: Becky Wilcox
In 2014, you did all the right things and your business began to take off like a Harrier Jump Jet. However, now that you’ve been cruising at a high altitude for awhile, you can either choose to stay on course or go to a new level of elite performance.
January 12, 2015 | By: Langdon Morris
Charles Darwin said it quite well: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Innovation, collaboration, and improvisation are indeed essential forces shaping all of business and all of modern life, and they’ve become vitally important for the individual, the organization, and indeed for all of society.
December 29, 2014 | By: Cesar Malacon
In an inspiring conversation with Terese Alstin, co-founder of Hövding, the invisible helmet company, Cesar Malacon highlights the innovator’s ability to remain naïve when developing new products and introduces a contemplative approach to find consumers’ real needs.
December 23, 2014 | By: Jamie MacDonald
With the increase of, and dramatic improvement in, mind mapping software and its emergence as a value-adding toolkit conveniently available for use on our computers, laptops, tablets, etc. signifies that mind-mapping can be used within an every-day working environment. Jamie MacDonald takes a closer look at six uses for mind mapping in business situations that most of us engage in on a frequent basis.
December 16, 2014 | By: Elliott Wilkins
Arguably, the principle of Open Innovation was utilised for the first time by Professor James Murray in 19th Century Oxford, England. In the time that has passed since then, this concept has become infinitely easier to implement thanks to the development of Innovation Management technology, however some companies are yet to wake up to its potential.
December 15, 2014 | By: Lidia Gryszkiewicz & Nicolas Friederici
Innovation hubs are popping up from Addis to Amsterdam and Boston to Bangalore. Fuelled by ideals of openness, community and collaboration, hubs aim to be the next orgware for innovation—beyond business incubators and R&D labs. Managers, policymakers and investors have taken note, but are grappling with how to engage. What makes hubs so appealing and can they teach innovation managers anything new?
November 24, 2014 | By: Pedro da Cunha
Everyone understands the value and promise of open innovation in the business world – from brand awareness and customer engagement through to the search for fresh answers. But, truth be told, most programmes are failing to deliver results because their dynamics are too complex and the processes used are proving inefficient. A lack of relevance is also strongly affecting returns.