July 10, 2015 | By: THNK School of Creative Leadership
The fate of technology is not an undecipherable enigma that only engineers at Google, Amazon, or Samsung can solve. We can make better decisions in the present by developing a smarter understanding of the laws that govern technological evolution, of how it behaves over time, and what lies over the horizon. If we start thinking about these issues today, we can turn our discomfort into action.
July 1, 2015 | By: THNK School of Creative Leadership
There are incredible opportunities today to bring new things into the world. It is the hallmark of the creative artist to create something that did not exist before, but this generative capacity is not limited to creative artists. Entrepreneurs and corporations conceive and create new products, services and platforms that would not have existed but for their efforts. Our increasingly complex and volatile world needs this creative ability now more than ever, especially in our leaders.
June 5, 2015 | By: Langdon Morris
The focus of the The Innovation Formula is on the innovation process that makes sense for small businesses, where lean, simple, and fast are essential. You may also be interested in a view of the innovation process that’s suited to larger companies, so this chapter provides an overview of the Innovation Master Plan framework that we use when we’re working with larger organizations on innovation projects and initiatives.
May 29, 2015 | By: Anthony Ferrier
The 2015 Front End of Innovation USA conference was held last week at the Boston World Trade Center and Seaport. The event demonstrated the increasing sophistication around innovation, still a new corporate competency. During the sessions and within participant conversations, several key themes came through loud and clear. This article provides an overview of the event with a focus on the key themes that we observed.
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. In this article innovation architect Doug Collins reflects on how the savvy practitioner manages the challenge question formation process to help the sponsor achieve their desired goals. The key? Knowing how to dial up and dial back the level of transformation incumbent within each question.
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.