One of the most critical professional challenges that employees face today is being able to successfully manage positive change within their organization. Innovation is has become a watch word, with so many divisions not being able to find enough valuable ideas and then successfully manage those ideas into a commercial offering that sometimes companies even respond to customer tickets and bugs and simply label those results as “innovation.”
Surfing the crowd has hit the mainstream…Young, agile firms have always been known for their disruptive ideas. Increasingly, enterprises are keen to foster a similar innovation culture so that great concepts can surface even in a company with thousands of employees. The challenge comes when there are many layers of management and frontline workers are struggling to navigate the corporate hierarchy so their ideas are heard by the leadership team. In a bid to transform its business, Microsoft recently announced it would cut thousands of middle management jobs to ease the flow of information and decision making, ‘no longer respecting tradition but only innovation’.
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.
For the companies which have embraced the crowdsourcing mindset in their business processes, the motive is more than just outsourcing. It’s about better collaboration, better innovation outcomes and ultimately superior value. But like many other new business models, some fail and some succeed in accomplishing this mission.
2014 leaves us with a number of mega-innovations that feel tantalizingly close to becoming part of—and improving—our daily lives. The driverless car. Commercial applications of graphene. Reliable, accessible renewable energy. Personalized medicine based on our genome. The reinvention of commercial air travel as a relaxing, invigorating experience. Okay—that last one may be a bit of a stretch. Perhaps the best expressions of innovation, as with charity, begin at home. With that thought, I leave you, the innovation practitioner, with a couple wishes for the new year.
Utilising crowd led approaches to create value is increasingly familiar in both the literature of business comment and reporting and through our own experience. Crowdassets, as we refer to them, represent a profound and enduring source of innovation and we must adapt and respond to this opportunity. In the fourth of a series of articles focused on Innovation Culture, we are going to provide a more holistic view of the concepts as well as the means to embrace the growing opportunities presented by the crowd empowered ecosystem.
How do innovation leaders access additional resources to enhance the scale and impact of their efforts across complex, global organizations?
Ideation focused crowdsourcing has been around for some time, but the approach is often not producing the desired business results in order to justify continued investments. How does the model need to change in order to drive real business value?
Jos Tissen of Unilever, based in the Netherlands, and Shawn Heipp of Elmer’s Products, based in Ohio, USA, have something in common. Each manages his company’s corporate innovation portal, the website used to encourage technology solution submissions from external customers, suppliers, inventors, and businesses. Tissen and Heipp describe their unique portal implementation choices and their results to date.
You might have noticed that organizations don’t exist in a vacuum anymore. They don’t make decisions autonomously (if, indeed, they ever did) – handing down products or processes that they guess people want. Social media and digital engagement have changed all that – the expectation is now one of a dialogue, constant communication, and constant improvement.
Innovation without borders means that you’re no longer concerned about where your next great idea comes from – you’re only concerned with it being great. It means that there is no job title, mission parameter, or geography that curtails creativity or delivering on that creativity.
Métodos de inovação aberta e crowd sourcing, quando aplicados para o problema certo, podem efetivamente ampliar a busca por provedor de soluções para além dos limites de uma indústria. Este artigo apresenta a aplicação de um método de crowd sourcing de transmissão direcionada para identificar fornecedores de soluções não óbvios para um consórcio de indústrias alemão. A maioria das soluções apresentadas por este método eram desconhecidas para o consórcio. Esta avaliação demonstra o poder de crowd sourcing aberto para fornecer soluções de indústrias descontinuadas e quão eficaz crowd sourcing pode ser em inovação aberta.
Organizations, embracing innovation, have taken the seemingly logical step of designating people to help “foment a culture of innovation.” Enter the chief innovation officer.
Para adiantar em que posição estamos, sim – nós somos grandes apoiadores de acessar a sabedoria da multidão para muitas atividades – para o engajamento cidadão, inovação aberta ou crowdfunding. Dito isto, percebemos que é importante estar ciente do fato de que há riscos a serem considerados. Este artigo é uma resposta às preocupações levantadas por pessoas que encontramos ao longo do caminho de uma organização considerando crowdsourcing para atender a uma necessidade específica para a sua organização.
Organizations that pursue the inquiry-led form of collaborative innovation often have an outcome in mind. They may seek the “low-hanging fruit” of immediately actionable ideas. They may seek ideas that help to re-envision the business. In this article innovation architect Doug Collins reflects on how the savvy practitioner manages the challenge question formation process to help the sponsor achieve their desired goals. The key? Knowing how to dial up and dial back the level of transformation incumbent within each question.