February 14, 2017 | By: Alex Igor Sanghikian
Why do a large part of the design thinking projects in the corporate world never pass through the prototype phase? In recent years I’ve been involved with many design thinking initiatives. Many of them related to the development of new products inside large companies in industries such as finance, health, education and consumer goods.
February 9, 2017 | By: Becky Wilcox
Business Intelligence software is an essential tool for analyzing your company’s strengths and weaknesses. From inventory management, to accounting, to customer intelligence and beyond, there are many ways you can use BI software to inform your decision-making, increase operational efficiency, and gain a competitive edge.
January 25, 2017 | By: InnovationManagement
We often think that a great new idea will speak for itself — that people will automatically see that it is awesome. But that’s often untrue. There are two other crucial components needed before an idea can truly change the world. Tim Kastelle explains more on the TEDx stage.
January 12, 2017 | By: Chris Sherwin
Last week Unilever announced research showing that one-third of consumers now purchase its brands based on their good social and environmental performance, but went on to suggest that brands are missing an opportunity from not promoting sustainability effectively. Getting this right could unlock a further $1trn market opportunity for sustainability innovators.
January 9, 2017 | By: Rob Hoehn
This time of year is full of meetings with leadership and teams in order to help them prepare for the year ahead. People discuss financial goals, sustainability goals, profitability targets, customer success metrics, and more, but there are also numerous research & development teams out there who are coordinating their annual innovation strategy who struggle in their process to create a cohesive innovation strategy.
December 29, 2016 | By: Joachim von Heimburg
The keyword “Industry 4.0” is no longer an empty cliché or a black box; it is currently probably the most important topic within the German economy. Not only will existing processes be revolutionized – but also new businesses and business models will arise. More and more companies have already started to tap into its potential.
December 13, 2016 | By: Ryan Ayers
If you’re reading this, then you probably know the feeling – You’ve reached a certain point in your company’s growth where everything is looking good: you have the right people, the right product, and everyone is happy. Then, you realize that this comfort isn’t going to last forever. Scaling up is a scary step, because it’s easy to be too ambitious and undermine the progress you’ve already made.
November 28, 2016 | By: Haydn Shaughnessy
Too many notes, Mozart was once told. Too many ideas, we might say today. The culture of innovation is awash with idea generation and its sidekick, fail-fast fail cheap innovation. Worse, we need a culture of transformation not just innovation. Accenture recently reported that 81% of executives they interviewed see platforms as central to their strategy over the next three years.
September 14, 2016 | By: InnovationManagement
Stripe’s John Collison talks about how the focus and culture at a startup may need to evolve as it grows. He also discusses the concept of “path dependence,” where a venture’s direction isn’t guided by working toward a grand vision, but by achieving intermediate goals and letting that journey determine trajectory.
August 3, 2016 | By: Rob Hoehn
Although innovation programs are becoming more and more embedded within the enterprise, it is still very common to find organizations that are just starting to experiment with formal, continuous innovation programs. Many IdeaScale clients that come to us are quietly launching pilot programs as proof-of-concept initiatives that will confirm innovation value for senior leadership.
July 4, 2016 | By: Mathieu Mottrie
Someone once told me this: “Innovation is like an apparition of the Virgin Mary: one person saw her, but everyone talks about it.” Although funny, the quote aptly captures an attitude towards innovation that exists in many companies today. Innovation – and the skills that enable it – are sometimes considered as mystical gifts, preserved for the chosen few. In other cases, innovation is feared, because it involves unregulated processes, risk taking and investments with unpredictable outcomes. In this blog post, I’d like to make a case against this kind of innovation paralysis. Every company must innovate, and with the right understanding of the word ‘innovation’, every company can.
June 7, 2016 | By: InnovationManagement
The second edition of Crowd Dialog Europe is coming up in September, where participants from all 28 European members countries will discuss the phenomenon of swarm-based innovation processes, alternative financing scenarios and future of work models for practical insights to potential new business fields as well as an international context on trends and its relation to praxis. In preparation for the event we sit down with two of the experts to discuss crowd-related business in Italy and Cypres.
May 3, 2016 | By: Rob Hoehn
At IdeaScale, we define prolific innovators as organizations that have moved more than half of their ideas to the final stage. This doesn’t necessarily mean that every suggested idea became a value-generating, implemented reality. This means that the completed ideas had each been investigated, responded to, and a decision was made to move forward or not. But of course, at least a portion of those completed ideas generate measurable constructive outcomes.
May 2, 2016 | By: Rob Munro & Frank Mattes
This is the third part of a three-part article series. We are investigating why – despite all the investments made into the early phase of innovation – innovation results remain disappointing. We call this the “corporate innovation problem”. In the first part we illustrated that companies are investing heavily into the early phase of innovation. In the second part, we provided some metrics on the corporate innovation problem and found that the corporate innovation problem actually consists of a “complexity” problem” and a “system problem”. In this article, we show six levers to change the “system problem” and think this is the way to solve the corporate innovation problem – and ultimately to increase innovation performance.
April 25, 2016 | By: Rob Munro & Frank Mattes
This is the second part of a three-part article series. In the first part we illustrated that firms are investing heavily into the early phase of innovation. In this second part we show that despite of all these investments, innovation results remain disappointing. We call this the “corporate innovation problem”. We provide some metrics and find that there are two root causes. In the upcoming third part we will suggest that six levers can be used to address one of the root causes. We believe that moving these levers can provide a solution to the corporate innovation problem – and ultimately lead to increased innovation performance.