November 18, 2015 | By: Menno van Dijk
Successful business model innovations (BMI) can disrupt entire industries and change the rules of the game. While most companies actively look to bring new products and services to the market, business model innovations are usually left to start-ups that have yet to find their ideal value proposition, customers, or overall success formula —incumbents prefer business as usual. Understandably so: expanding products or service lines is easier than changing a firm’s entire strategy and logic.
November 16, 2015 | By: Rob Hoehn
Our team found an example of one of the earliest workplace suggestion boxes the other day from 1721 when a shogun, Yoshimuni Tokugawa, wrote to his citizens “Make your idea known . . . Rewards are given for ideas that are accepted.’” This means that the concept of crowdsourcing ideas that can improve a city, workplace, or world has been around for quite some time.
November 12, 2015 | By: Doug Collins
People cannot appreciate the value your idea offers if you fail to convey its relative advantage.
In this article, the innovation architect Doug Collins shares a simple, good example of telling the right story at the right time to the right audience. Save this one for your clip file.
November 9, 2015 | By: Rob Munro & Frank Mattes
This is the second part of a 2-part series on a study that innovation.support conducted. In the study we wanted to find out where leading firms from various industry sectors set their priorities in developing the early phase of their innovation funnels (“Fuzzy Front-End”). In this article we want to provide you with the key findings of our study.
November 2, 2015 | By: Rob Munro & Frank Mattes
The term “Fuzzy Front-End” (FFE) has been established for the early stage of innovation which determines the innovation effectiveness and hence ultimately innovation success. We wanted to better understand where leading firms are setting their priorities in the FFE currently and where they see things going in the future. To answer this, we conducted a study. Our train of thought and the main findings are in a two-part article series published here.
October 28, 2015 | By: Menno van Dijk
Any enterprise, both big and small, must look to innovation not just to survive, but also to thrive. Predicting which directions the market will go and the right risks to take is a challenging goal, and requires several factors to ensure that each base is covered. Among them is portfolio management, a valuable method of organizing the innovative ambitions of any company. Project-based businesses – such as IT service providers, consultancy, and research firms – turn project portfolios into an expertise; enterprises focused on market risks (e.g., film studios, recording labels, VC firms) often decide on taking one single bet, preferring to manage an entire portfolio of projects and ventures.
October 26, 2015 | By: Rob Hoehn
What is the real value of participating in innovation programs? In this article Rob Hoehn looks at his favourite example, working with the Department of Energy. They started by asking the public what the most pressing problems were when it came to making solar a cost-competitive resource for every citizen and then asked that same crowd to come forward with possible solutions to the top-voted problems.
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.