communication

  • four-tools-to-support-creativity-and-innovation

    Four Tools to Support Creativity and Innovation

    June 2, 2015 | By: | In: The Innovation Formula

    There are four different types of innovation tools that we’ll describe here, including the design of the work place itself, practices that encourage and even enable effective collaboration, open innovation approach to connect inside innovation teams with outside partners and experts, and online tools that constitute the virtual work place. Separately and especially together, these can make a tremendous enhancement in the performance and the satisfaction of individuals, teams, and your entire organization.

  • key-abilities-innovation-leader

    Key Abilities of Effective Innovation Leaders

    May 28, 2015 | By: | In: The Innovation Formula

    In the last chapter excerpt of The Innovation Formula we looked at the role of the business leader, including key strategies to communicate the purpose of innovation as well as taking on the responsibility for the learning of the entire organization as it pertains to innovation. Today, we’ll look at the specific abilities required to organize and inspire innovation practices in your company.

  • innovation-stakeholder-management

    Innovation Stakeholder Management: Gain Success From My Failure

    April 15, 2015 | By: | In: Organization & Culture

    In the second article on innovation stakeholder management, Anthony Ferrier focuses on two examples where he tried to generate broad support for innovation efforts with varying degrees of success. The lessons learned from these experiences provide insights for practitioners to successfully navigate stakeholder relations.

  • innovation-corporate-antibodies

    Embrace or Ignore Innovation Stakeholders: A Perspective on Corporate Antibodies

    April 8, 2015 | By: | In: Strategies

    The accepted approach for Corporate Innovation leaders is to secure buy-in from all stakeholders, in order to secure success. This article (first in a series) argues against this approach, aiming for a more tempered effort, that seeks enough buy-in to push forward.

  • shutterstock_234730150

    Five Ways to Make Your Innovation Culture Smell Better

    December 17, 2014 | By: | In: Organization & Culture

    When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.

  • Stacked Freshly Baked Bread

    Open Innovation: Lego and Bagels

    December 16, 2014 | By: | In: Strategies

    Arguably, the principle of Open Innovation was utilised for the first time by Professor James Murray in 19th Century Oxford, England. In the time that has passed since then, this concept has become infinitely easier to implement thanks to the development of Innovation Management technology, however some companies are yet to wake up to its potential.

  • ey-webinar-dec2014

    How to Make Innovations Business Relevant

    December 5, 2014 | By: | In: Roundtable Discussion

    Innovations should clearly contribute to growth, optimization and protection of the business. However, CEOs often challenge innovations already at the beginning of respective discussions and huge amounts of ideas get lost, together with prospective business benefits. In this IM Channel One Roundtable Discussion we introduced EY’s way of utilizing innovation management to address the three most relevant board room challenges: top-line growth, bottom-line growth and business resilience.

  • scale-and-impact

    Scale and Impact: Supercharging The Success of Your Innovation Efforts

    November 17, 2014 | By: | In: Enabling Factors

    How do innovation leaders access additional resources to enhance the scale and impact of their efforts across complex, global organizations?

  • Two Birds Carrying Bulb

    Only Engaged Innovation Teams Succeed

    October 22, 2014 | By: | In: Organization & Culture

    Engagement of teams is a must-have when addressing the key issues related to sustainable innovation programs. In the second of a series of articles focused on Innovation Culture, we are going to share our views about the way organizations should stimulate and encourage the creation of teams truly committed with innovation. Besides the more usual ad hoc requirements regarding team and individual creative performance, having a clear focus on team management is essential to achieve a more balanced and sound innovation program.

  • Joint-Effort collaboration-concept-

    Fostering Collaboration for Innovative Excellence

    August 28, 2014 | By: | In: Organization & Culture

    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?

  • The Dirty Maple Flooring Company Enters the Digital Age: Part 08

    The Dirty Maple Flooring Company Enters the Digital Age: Part 08

    December 10, 2013 | By: | In: Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age

    Part eight of the series finds our protagonist Charlie Bangbang working on the internal communications for launching the first collaborative innovation challenge at The Dirty Maple Flooring Company. How might he weave the business goals for the challenge into the introductory language?

  • Introducing the IDC Captivate Program for Collaborative Innovation

    Introducing the IDC Captivate Program for Collaborative Innovation

    August 20, 2013 | By: | In: Collaborative Innovation, Organization & Culture

    People who pursue collaborative innovation wrestle with how best to describe the practice to their colleagues and to the larger community. How best to paint a compelling picture of the practice which encourages others to engage in ideation? In this article innovation architect Doug Collins paints a picture by way of drafting a communication from a senior practice leader to fictional organization Intriguing Design Corporation (IDC).

  • Crossed Signals: Things that Keep Us from Effective Collaborative Innovation

    Crossed Signals: Things that Keep Us from Effective Collaborative Innovation

    July 9, 2013 | By: | In: Collaborative Innovation, Strategies

    Sometimes we plan to go from point A to point B, but wind up at point C. What happens when point C turns out to be a dead end? In this article innovation architect Doug Collins explores the crossed signals that can occur when organizations attempt to advance their practice of collaborative innovation, but find themselves someplace less promising.

  • Image by Sharyn Morrow

    The Innovation Disconnect

    July 4, 2013 | By: | In: Organization & Culture

    CEOs talk enthusiastically about the need for innovation. Workers at the front line can see the needs and opportunities for fresh ideas. But somehow nothing happens. Ideas do not get implemented. Innovation grinds to a halt. This is the innovation disconnect and it has to be tackled head on.

  • How to shock management into rethinking the business model – prove they can be blindsided by a Fingerprint.

    How to Shock Management into Rethinking the Business Model – Prove They can be Blindsided by a Fingerprint

    May 15, 2013 | By: | In: Strategies

    Despite a detailed process with countless hours of work, and sincere efforts to take a longer-term, strategic look at where to play and how to win, many businesses fail to anticipate fundamental shifts that should cause them to rethink their entire business model. The results are often disastrous – too many businesses end up on life support. This article presents a new concept called “Competitive Fingerprints” that will allow readers to anticipate shifts and adapt their business model to capitalize on future market realities.

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