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September 22, 2014 | By: Hans Balmaekers
Innovation sounds easy, but it is not.
The majority of enterprises report dissatisfaction with innovation performance. Three quarters of the CEOs of multinationals view external collaborative innovation as vitally important, but only half do it, and those only rate themselves as doing it ‘moderately well’. And remember – two thirds of organizational ‘change’ efforts fail.
In case you are now asking yourself, why are these odds that low – we have a straightforward answer. It’s just one word.
September 19, 2014 | By: Anthony Ferrier
I spoke with Claudio Fernandez-Araoz, author of the new book “It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best” about the linkages between HR and innovation perspectives to drive business value. It is a great read and is in-line with some of my thinking about the role of HR in driving innovation success in large corporate organizations, so I wanted to have a chat and gather his thoughts.
September 18, 2014 | By: Jeffrey Fermin
As a company grows, its creativity typically tends to decrease. What can be done to prevent a decrease in creativity within an organization?
September 11, 2014 | By: Anthony Ferrier
There are plenty of examples of innovation program failure at large organizations. In this article, I examine the key markers that I have observed, that indicate a program may be in trouble and at risk of failure.
September 10, 2014 | By: Peter Hesseldahl
Platforms and processes, rather than products, will become the focus of new business creation as we move forward. The main characteristic of a handful of new trends in business – Collaborative consumption, Sharing, the Maker movement and the Circular economy – is that the value creation is less about adding some new feature to a product. Instead, the appeal of these models is that they can deliver more value for less by involving a number of stakeholders, including the users, in co-creating solutions.
September 8, 2014 | By: Joachim von Heimburg
Innovation and more of it has become the mantra of top management. The ability to innovate and thereby sustainably create value for the business is becoming the defining competitive advantage for companies which want to thrive in a globalized economy. So obviously, driving innovation is a key job for top management, the CEO and the C-Suite. But what about the Board? What role should it play in the innovation game – if any?
September 1, 2014 | By: Anders Johansson, Daniel Roos, Björn Nilsson & Karin Gyllin
Growth is on the top of the management agenda as shareholders simply demand return on invested capital and current business is not delivering it. So what is the best route companies can take to achieve it? How can companies create and accelerate growth? To succeed companies must possess the capabilities and take a systematic approach to go beyond their core business.
August 28, 2014 | By: Alicia Lawrence
Innovation can take on many forms. From ideas sourced from a single individual or event to massive projects that require the effort of an entire team, multiple departments and various thought leaders, excellence often stems from collaboration. As a business leader or manager, are you taking the steps today to foster this collaboration for best results?
August 25, 2014 | By: Pedro do Carmo Costa
In the autumn of 1906, 85-year-old Sir Francis Galton made a fascinating discovery on the judgment power of crowds: The accuracy of groups is far greater than of individuals. It’s a well-known story yet worth recapping. Surprisingly, the central character is a fat ox.
August 20, 2014 | By: Aina Zahari, Azim Pawanchik & Suraya Sulaiman
Many of the challenges faced by an organisation wanting to innovate boils down to talent management, areas often directly under the influence of HR. In this study, we explore whether HR has become a partner yet in innovation. We make the case that it is imperative for HR to be a driver, while also being innovative in its own domain.
August 18, 2014 | By: Luis F Solis
Today, meetings consume close to 40-50% of executive time. That’s 100 days per year! By some measures 80% of meeting time could be better invested in closing business, developing talent, recruiting new customers, conceiving new products or improving operations – just about anything other than gathering for another conversation without productive outcomes.
August 5, 2014 | By: Frank Mattes
Nothing is more constant than change. Furthermore, the speed of change is accelerating. So for instance, the global knowledge is growing exponentially, disruptive megatrends (e.g. Internet Of Things, urbanization, demographic shifts) are shaping the innovation agendas and new approaches for capturing value by innovation (e.g. Business Model Innovation, Design Thinking) are becoming mainstream. Thus, new realities for innovation management are emerging and firms are forced to change their innovation management ever faster.
August 4, 2014 | By: InnovationManagement
This is the last article in a series of three, illustrating how we can push the boundaries within open innovation research. After reading a recently published strategy book by Rita McGrath, “The end of competitive advantage”, the writer is convinced that it offers several handles to understand open innovation in a broader, strategic context.
July 30, 2014 | By: InnovationManagement
We checked out the Top 10 of best master programs that are entirely dedicated to innovation management. The ranking shows that France is strongly represented with 4 programs. English taught programs can be found in The Netherlands, China, Denmark and Spain.
July 28, 2014 | By: Pedro do Carmo Costa
Benefits abound when organizations fully engage their employees. Deeply involved employees are more efficient—working longer hours and going beyond what is asked— and, organization-wide, engaged personnel directly impact financial results. A Towers Perrin study found a 6% higher profit margin in companies with engaged staff, while Gallup reported higher employee engagement scores positively correlate with increased earnings per share.