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Real innovation will starts with your company culture. Your shared values will help your business grow while stale company culture can sink you entirely. Your company culture can change in subtle ways over time but there are many ways to keep your infrastructure on task and in line with your overall mission. Simply stated, a good company culture drives innovation.
Creative thinking can be trained, and an environment for innovation can be purposefully built. Often plagued by a sense of urgency and pressure the modern office does not appear to be the ideal incubation opportunity for innovation – and yet there are strategies that can be used to defy the odds. So just how do we maximise the brain’s neurological capabilities in the midst of the busy contemporary working environment?
You love your employees, and, obviously, you think they do awesome work, or else you probably wouldn’t have hired them. Yet, do you ever find yourself wishing they could become a little bit more innovative? After all, the companies that are thriving in today’s competitive marketplace are also some of the most creative.
Looking for new solutions, we brainstorm a lot. Getting together to generate new ideas for urgent challenges. And when it’s done professionally we even get a lot of ideas. But are they our best ones? That’s the question. Brainstorming is under a lot of criticism these days. Is this tool giving us the best ideas possible? Do we do it the right way?
In this article Dr. Stephen Sweid is sharing a few secrets of the analogy method that has been refined throughout the years. Suggested techniques render this method more user friendly, but also allow it to generate WOW type new ideas that are more compatible (for integration) and that work in the real world, e.g. in the market.
Leaders have dual roles when managing innovation. In a bottom-up role, they stimulate innovative results as they facilitate ideas and initiative coming from individuals and teams. In a top-down role, leaders are the primary means for the organization to realize its innovation goals and strategies. A fundamental challenge is to balance these two roles.
Over the last 5 years, Open Innovation has been evolving quite a lot in the ways it can be defined and implemented. Rather than proposing one more definition or describe one specific way to approach it, here is a set of trends I foresee based on the numbers of projects I have been involved in and the evolution of needs from organizations, would they be major corporations, SMEs or Public Services.
There is one aspect of the creativity that is not often discussed in the vast literature, but it’s essential to achieving consistent creative results. This is a detailed understanding of the creative process itself.
Do you ever find that distractions get in the way of your creative thinking time? Is your mind buzzing, heading off in many different directions, sapping your energy for brainstorming? Tom Wujec, author of Five Star Mind: Games & Puzzles to Stimulate Your Creativity & Imagination, offers a clever solution to this common problem.
A common misconception today is that innovators are innately creative people. Specifically, many people think that innovators are born with intuitive skills and views of the world that differsfrom the rest of the population. This is simply not true. Innovators aren’t born, they’re made. But we can learn from a few key attributes that leading innovators share.
Are you thinking about ways to transform your workplace into an environment more conducive to innovation? This article takes a closer look at six components of creative climates that have shown to be significant at facilitating creativity according to new research.
If you want to innovate with a process or a service then try focusing on this word – rearrange. Describe your current process as a series of steps. Draw them out as a block diagram. Now try moving the blocks around and see where this leads.
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.
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.
The business world is very rational. Operational excellence, financial mastery and technology savviness have become pre-requisite not to stand out as a winner but to be allowed to compete. While a hard-nosed business mind is essential to cope with the increased pressure of globalized competition, it is creativity, in the form of innovation and the ability to implement it rapidly that is fast becoming the most treasured competitive asset. Companies need to innovate in a fast yet relevant manner in order to remain competitive today and develop the game changers that will allow them to remain competitive in the future.