In the disciplined and structured process of innovation we search for unmet needs and unfulfilled desires, and when we think we find them we have to construct a sort of a mental map that defines why our proposed solution will be better than whatever currently exists. We may use the business model map to show how we’re using this innovation to move up and to the right, or we may use the customer value ladder to show how this innovation provides differentiated value. And once we’re convinced that our idea is a really good one, the next step is often prototyping.
In today’s crowded marketplace a new product is only as good as its packaging and marketing campaigns. How can you make it stand out from the competition? How can you update the design of your product without alienating your customer? The new book “Creative Anarchy: How to Break the Rules of graphic Design for Creative Success” provides ideation techniques and creative tools to push boundaries and expectations while preserving the function and message of the design.
Stanford Prof. Tina Seelig discusses how motivation and experimentation are essential for creativity. She also shows how true problem-solvers and entrepreneurs utilize whatever is within reach to overcome obstacles, and then quickly prototype, rather than let challenges stand in the way of a solution.
Innovation appears prominently as part of almost any company’s strategy. Why then is it so hard to make it repeatable, scalable and lasting success? Scholars name key elements that bring innovation in sync, such as leadership, strategy and governance. Often, though, it’s not what organizations aren’t doing that causes a problem, but what they are doing—they’re tripping themselves up.
Have you seen this equation: innovative = creative? Novelty always comes from “outside the box,” right? It’s a land of confusion to many, who then conclude they are just not the creative type. As a result, organizations lose out because being innovative is but one of a myriad of ways to being creative. All people can be creative—in their own way.
As a company grows, its creativity typically tends to decrease. What can be done to prevent a decrease in creativity within an organization?
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.