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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.
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.
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.
How do innovation leaders access additional resources to enhance the scale and impact of their efforts across complex, global organizations?
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.
December 10, 2013 | By: Doug Collins | 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?
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).
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.
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.
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.
The world we live in is changing at a dizzying rate and sectors including energy, technology, entertainment, communications, finance, sports, manufacturing and engineering are all experiencing shifts on a seismic scale. Many of the innovative advances of the past ten years, from smart phones to digital cameras have become commoditised and creativity has become the currency of success. In this article author Matthew Griffin shows how large and small organisations alike can build lean, agile, high performance innovations teams and bridge any shift successfully.
Innovation governance can be thought of as a system of mechanisms to align goals, allocate resources and assign decision-making authority for innovation, across the company and with external parties. In this series of articles, professor Jean-Philippe Deschamps delves deeper into this topic; what is innovation governance, what different models are there and which ones seem to be the most effective?
In rejecting the limiting belief that innovation is R&D’s job alone, leaders of highly innovative companies work hard to instill “innovation is everyone’s job” as a guiding organizational mission. In this article, co-creators of Innovator’s Accelerator, Jeff Dyer and Hal Gregersen share insights and examples to follow in order to ensure innovation starts at the top and reaches the bottom of your organization.
HYPE Innovation is producing a series of five articles to help innovation practitioners, and those new to collaborative innovation, understand how to build a successful and sustainable enterprise program. Each article will address a different theme, will focus on clear actions any company can take, and highlight pitfalls to avoid. The first article in this series explained how software can help engage your enterprise in collaborative innovation; this article discusses the vital role communications can play in making your program sustainable.
All firms have strategies and cultures. But sometimes the quickest and surest way to gain valuable insight into their fundamentals is by asking, “What’s the most important argument your organization is having right now?” As author Michael Schrage puts it, it’s not about polite disagreement about ideas, but spirited debate about discerning a clear path forward.