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November 26, 2014 | By: Maureen Carlson
Bringing innovative products, methods, and ideas to market requires companies to apply resources to their most promising concepts and that can be expensive, requiring lots of talent, if they want to be fast and first to market. The problem is that most companies overcommit their limited resources by approving more ideas than they execute. They do it because they lack a clear view into their resource capacity.
November 18, 2014 | By: Dr. Stephen M. Sweid
Dr. Stephen Sweid has conducted more than a hundred structured group brainstorming sessions in recent years, as well as many one-to-one discussion sessions as a consultant and trainer. He has observed a number of common patterns related to timing and evolution of the brainstorming process.
November 10, 2014 | By: Dr. Phil Samuel & Riaan Brits
Countless articles argue: To remain competitive, companies need to consistently build their innovation portfolio. Value-oriented improvement and new developments must permeate the business. This article discusses a structured approach, known as a Rapid Innovation Cycle, which brings a repeatable process to innovation, empowering individuals to contribute more and organizations to look beyond themselves—all leading to a higher success rate.
October 29, 2014 | By: Kande Kazadi, Annouk Lievens and Dominik Mahr
Research and practice have investigated firms’ benefits of co-creation with external stakeholders, such as more creative ideas, reduced development costs, and improved product quality. However, little is known about how consumers perceive products and their firms that communicate about such co-creation activities. Using two experimental studies, we investigated how consumers’ knowledge about the involvement of different types of stakeholders during the innovation process changes the adoption of new products.
October 27, 2014 | By: Anthony Ferrier
Ideation focused crowdsourcing has been around for some time, but the approach is often not producing the desired business results in order to justify continued investments. How does the model need to change in order to drive real business value?
October 23, 2014 | By: Rui Santo
Turning ideas into numbers and knowing the characteristics of the Ideal Idea (0.00iur) is like having a compass and knowing the safe harbor where the minimal risks of innovation converge. Mathematically identifying desired ideas by users, extracted from simplified mathematical formulas, is the Holy Grail that eliminates uncertainties and passionate discussions, which are unhelpful in choosing ideas.
October 13, 2014 | By: Emma Hughes
Jos Tissen of Unilever, based in the Netherlands, and Shawn Heipp of Elmer’s Products, based in Ohio, USA, have something in common. Each manages his company’s corporate innovation portal, the website used to encourage technology solution submissions from external customers, suppliers, inventors, and businesses. Tissen and Heipp describe their unique portal implementation choices and their results to date.
September 15, 2014 | By: Pedro da Cunha
We are moved by goals. The resolve to reach the finish line pushes us forward: at work, in life. Why then do we keep idea management initiatives alive when it’s not clear what results they deliver (if any)? And how often have we yearned for a formula that definitely makes it all happen?
September 3, 2014 | By: Pedro da Cunha & Francisco de Rhodes Sérgio
More than ever, companies need to engage their employees to assure long-term viability. Yet, overwhelmed with information, people’s attention spans have become shorter and shorter. Their willingness to contribute to lateral activities has shrunk, particularly if these are boring or create anxiety. And innovation is often no fun…or can it be?
August 26, 2014 | By: Doug Collins
Organizations that pursue the inquiry-led form of collaborative innovation often have an outcome in mind. They may seek the “low-hanging fruit” of immediately actionable ideas. They may seek ideas that help to re-envision the business.
August 13, 2014 | By: Pedro da Cunha & Pedro do Carmo Costa
Innovation is the mantra in leadership these days. Isolated innovation efforts abound. Still, most likely, your innovation program will fail, as many do. Not because you’re incapable of good innovation or because you’re lacking a mandate, but because you’ve probably overlooked some fundamental pre-requisites. Don’t worry, we have good news.
August 12, 2014 | By: Doug Collins
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
July 9, 2014 | By: Paul O’Connor
Often the tasks at hand take our focus off of the big picture. In new product development (NPD) and R&D portfolio management, there are several “givens” that may seem obvious when stated but are often overlooked. Bring your attention back to these eight tried and true ways to improve your portfolio management and increase your product development productivity.
July 2, 2014 | By: Doug Collins
How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?
June 9, 2014 | By: Emma Hughes
As part of the Open Innovation movement, many companies now actively solicit technical solutions, products and business ideas from innovators, customers, suppliers, and the broader marketplace of technology providers. Some companies have begun utilizing structured innovation submission programs, typically implemented through their corporate websites. This article, the first in a two-part series, helps companies understand Collaborative vs. Direct Portals, and the importance of IP-anti-contamination and efficient filtering in choosing the best innovation portals for their unique situations.