Let’s face it, running a business in today’s world is a formidable endeavor: change and disruption have become the new norm. In an effort to keep up, innovation is at the top of every executive’s priority list and new innovation methodologies, training and strategies are available every day. But is all the hype really helpful while Western businesses and policy-makers are working under an outdated paradigm?
In the new global environment innovation is tending towards Platform Disruption, and is more focused on waves of change than single technology disruptions. The competitive capability of different innovation cultures, rather than technology, therefore becomes the critical success factor. In this article, Haydn Shaughnessy examines product and service platforms as the new organisational form and suggests that modern enterprises need to take the leap to a new way of business.
With no business model and a company that was barely solvent, Baidu CEO Robin Li quickly realized that his customer base didn’t want to buy the best technology; only the cheapest. The entire strategy of his company needed to change, and he revamped his enterprise from a back-end search utility to a front-end, consumer-focused provider. Since making this change in 2001, Baidu has gone on to become one of the most successful online search tools on the planet.
If nations increased their supportive policies and reduced their harmful policies, the rate of innovation
worldwide would significantly accelerate. This report assesses countries on the extent to which their economic and trade policies either constructively contribute to or negatively detract from the global innovation system.
As part of the transformation of the Chinese economy, attested by many recent news, China is fast transitioning from low cost manufacturing to a higher value innovation-led economy. This article looks at this momentous transition.
The future is hard to predict and a lot of “experts” regularly get it wrong. However, there are some facts so important and trends so inevitable that leaders would be ill-advised to ignore and not try to anticipate. Here are three of many future megatrends that will not necessarily determine what will happen, but will most likely have a big impact on everybody’s business in the coming years to decades.
It’s follow my leader time for the world’s stock markets. Concerns over the state of the Chinese economy have seen markets plunge into freefall, only for some to bounce upwards again a few hours later. At the time of writing, markets are still in flux with analysts divided on the eventual outcome.
This paper is a follow-up to my previous article, “The Eastern Way: How Chinese Philosophy can Power Innovation in Business Today” (June 18, 2012). The present article defines the concept of intensity in innovation, using Eastern Zen philosophy, in a way that can be useful for business while avoiding too much focus on personality traits. Zen intensity in innovation stresses intuition, sensory and physical experience/re-experience, artistry, the integration of conflicting ideas, and the avoidance of premature choices. Examples are cited from the career of the late Zen enthusiast, Steve Jobs. Regarding the use of time, the Zen approach to intensity implies a full and sustained engagement of all creative processes, not simply a rapid time to project completion.
While most of the world’s airlines and markets suffer low growth rates, Asia stands out with growth rates of 9% in 2012. Asia is one of the most competitive aviation markets with 75% of routes serviced by 3 or more carriers. Seven of the ten busiest global air routes are in Asia.
The discussion around integrating Western Management with Eastern Philosophies has gained considerable traction, and for good reason – both Europe and China have undergone significant transformations during the past 30 years and collaboration has never been more relevant than in the post-recession context. In this exclusive interview, Professor Richard Li-Hua discusses the key considerations around this topic and indicates how innovation managers can benefit from this integration.
Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. What happens when more of those companies make the leap into more developed markets?
Never has the world witnessed a large market emerge so quickly as China has. As the economy grows it is also changing. China is fast climbing the value curve, transitioning from low-cost manufacturing to innovation-led growth. In telecommunications, supercomputing, life sciences, non-fuel energy sources and “green-tech” in general, there is already a vibrant innovation/research and development (R&D) scene.
Between now and 2020, Chinese consumers will become the main driver of China’s economy, and probably also the global economy. The opportunities are enormous, worth billions of dollars as per capita incomes treble, and disposable income tops $10 billion per year. Meeting Chinese consumers’ needs is perhaps one of the greatest opportunities ever; it is also one of the greatest challenges, if we are not to deplete the planet disastrously; nor create debt fuelled bubbles, or high inflation.
As innovation leaders in industry gather to discuss the front and back end of innovation in a global context, a common theme emerges. Whether expanding to a neighboring country or across oceans, entering a foreign market is always a “beyond-the-core” activity requiring the development of new competencies. One solution: identify skills first, not people.
In spite of spectacular economic growth, China is still afflicted by criticism that its traditional culture inhibits innovation. However, Chinese culture is now changing in response to fundamental techno-economic shifts, and philosophy is not the same as culture. This article shows how an unconventional synthesis of Chinese philosophical systems can power innovation opportunities in 21st century business—and not only for China.