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.
Interested in taking Open Innovation (OI) management to the next level? How can you benefit from sharing your expertise on managing and organizing OI? In this live IM Channel One Concept Presentation you will learn all about the launch of MOOI – a major community based initiative to gather, structure, and evaluate publicly available information on the best OI practices in companies. Moreover, you will understand the project’s aims, and how you can start contributing and especially gaining today.
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 explains how software can help engage your enterprise in innovation, yet also shares experiences from HYPE 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.
HYPE Innovation is producing a series of five articles to help innovation practitioners and those new to collaborative enterprise innovation, understand how to build a successful and sustainable program. 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.
Organizations big and small have begun to explore the practice of collaborative innovation as a way to increase engagement and to foment a culture of innovation. Let’s say you work for such an organization. What’s the quid pro quo when you find yourself part of the crowd from which wisdom is sought? In this article innovation architect Doug Collins wrestles with questions that you may want to ask the practice sponsors and yourself.
Nilofer Merchant, in her excellent new book, 11 Rules for Creating Value in the Social Era, points out that in order for companies to be fast, nimble and innovative enough to survive in today’s Social Era, leaders must meet their workers’ desire to contribute to a mission that matters.
The success of a growing number of co-creation communities gives us a deeper understanding of best practices for organizing them and how they can be used to heighten customer engagement and innovation. This article provides an informative overview of their fantastic potential and contains some helpful case histories.
Henry Chesbrough, the father of open innovation, believes that in the future innovation communities will push the boundaries of open innovation. He cites GE as an early adopter of more open, customer-focused approaches that go beyond simply partnering with external suppliers to develop new products, but also to foster innovative new forms of community.
Previously, we told you about a research project where we examined more than 60 companies considered to be vanguards in their respective fields. From this group emerged five “serial innovators:” companies that habitually detect where markets are going, and use innovation to meet new customer demand. These companies share a handful of characteristics, the first of which is leadership’s empowerment of innovation, which we addressed in depth last month. The second of these shared characteristics: They leverage interest networks.
There has been a continued debate around finding and adopting a set of standards for innovation. I blow a little hot and cold on this – not dependent on the time of day but the very “force” that is pushing the agenda along. Far, far too many who push for standards often have very narrow agendas, where this fits their commercial purpose and you get the feeling that they are not as aligned to the broader innovation communities as they should be.