Identifying new sources of growth has become increasingly more complex given the myriad of alternatives that new business models, strategic partnerships, advanced technologies, and other disruptive mechanisms offer us. Taking a systematic approach to finding these opportunities means veering from our usual mode of operations to a much more speculative mindset where the learning journey is as important as the destination itself.
Where do great ideas come from? Obviously they come from many sources, which means that your systematic innovation process has to support and sustain multiple efforts at ideation in parallel. In the following article we will explore some promising ways that you may be able to find ideas that will take your own business forward.
Innovation portals have taken an important place in the open innovation landscape. Expectations are great in portal performance but often, for purely budgetary reasons, these portals are launched and managed internally by corporates themselves, to discover that they generate a number of community management issues that they are not used to coping with. Prior to launching a corporate portal it is a good idea to ask a few specific questions on whether to do this internally or through experienced third party innovation providers. Using external resources can often avoid pitfalls and align the portal success rate to corporate expectations, objectives and ambitions. Here six questions are asked that can help you take the decision whether to launch a managed portal internally or externally.
Innovation hubs are popping up from Addis to Amsterdam and Boston to Bangalore. Fuelled by ideals of openness, community and collaboration, hubs aim to be the next orgware for innovation—beyond business incubators and R&D labs. Managers, policymakers and investors have taken note, but are grappling with how to engage. What makes hubs so appealing and can they teach innovation managers anything new?
Positive Deviance (PD) is an idea which is based on the observed principle that in any community there are people who adopt unusual and successful approaches to problems that beset the whole community. These people are the ‘positive deviants.’
As Innovation Program leaders look to expand their scope and influence across complex, global organizations, they are turning to the development of Employee Innovation Networks. This article examines what these networks can look like, and provides some high level overview of the value that they can generate.
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.
November 26, 2013 | By: Doug Collins | In: Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
Organizations shake and remake themselves to survive and thrive in the Digital Age. What critical conversations need to happen? What processes need to change? How might the practice of collaborative innovation help people find their way forward?
In this IM Channel One Concept Presentation, Prof. Henry Chesbrough, Prof. Wim Vanhaverbeke and Dr. Nadine Roijakkers present Project MOOI in detail and explain the benefits for managers and professionals that come from joining this new online project community.
The first article in this series focusing on collaborative enterprise innovation explains how software can help engage your enterprise in innovation and shares experiences from clients as to the other key activities required to make a ‘software-enabled’ program successful over many years.
Organizations create centers of excellence to distill and disseminate best practices on any number of topics. Using this approach to support collaborative innovation has certain drawbacks, however. In this article Doug Collins identifies the drawbacks and explores an alternative way to support collaborative innovation which respects the tenets of the practice by adopting principles from the Montessori Method.
You can invent on your own, but in an organization you can never innovate alone! You need an awful lot of colleagues and bosses to share your vision before a big change can truly take place.
Innovation is essential. But it is difficult and risky. Inspired by great explorers like Columbus, Magellan, Amundsen, Hillary and Armstrong a method for ideating new concepts was developed, designed as an expedition.
We know the value of collaboration in traditional innovation activities, but systemizing the process helps to increase the diversity of opinion available early on in the process. In this article we share insights on driving collaboration between your employees.
In his book No Straight Lines: making sense of our non-linear world, author Alan Moore argues that humanity shifts gear when it demands fundamental change to its real world circumstances and that this moment stands as a turning point in the collective approach to the organisation of the economy and society as a whole. This deeply thought provoking work is relevant for innovation management professionals in all industries, as it: challenges how we think innovation gets done, and then offers up new viable alternatives; argues that innovation can be accelerated and costs reduced; demonstrates that we need a new vocabulary to describe non-linear innovation and finally, explains how innovation can also help build a more regenerative world.