In a world where we don’t know what tomorrow will look like, safety comes from being able to continuously experiment. The winners get to failure faster, more frequently, using fewer resources, and learning from it quicker than others. So if you operate in a fast-changing changing world, then it is time to retrain your instincts. It’s too risky not to.
I recently wrote an article that outlined a new approach to developing and supporting successful innovation incubators and accelerators within corporate organizations. The article appeared to have touched a nerve as I had a number of people reach out to me to offer their experiences with incubators/accelerators. While I received a range of opinions, I was actually most interested in the stories of failure.
The focus of the The Innovation Formula is on the innovation process that makes sense for small businesses, where lean, simple, and fast are essential. You may also be interested in a view of the innovation process that’s suited to larger companies, so this chapter provides an overview of the Innovation Master Plan framework that we use when we’re working with larger organizations on innovation projects and initiatives.
May 27, 2015 | By: Fredrik Harenstam, Ben Thuriaux-Aleman & Rick Eagar | In: Organization & Culture, Strategies
Most companies recognize the need for breakthrough innovation – it can change the fundamental bases of competition, “rewrite the rules” of an industry and transform the prospects of the successful innovator. There is no one-size-fits-all model for how best to respond to this challenge. Arthur D. Little surveyed over 80 large organizations to explore how to deliver a consistent pipeline of radically new products, performance features, business models and market space.
As you, the leader/entrepreneur, embark on the pursuit of innovation, there are a handful of your personal skills and talents that will contribute enormously to the success and joyfulness of your journey. These skills are of course not just specific to innovation, and as a successful business person you probably already have well-developed capabilities in many of these areas. Nevertheless, it’s well worth spending a few minutes to review the key abilities where your refined skill set will result in enormous benefits.
The possibility of innovation is born when people transcend the beliefs that limit their thinking, and engage in the search for new and better ways. When people are doing this consistently and throughout your organization, you will see a pattern begin to emerge which you will discover is the dawning of the innovation culture.
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.
Is Germany loosing the connection to today’s speed of change? In his new book “Germany’s Innovation Jam – How we create a new generation of founders,” Author Jürgen Stäudtner looks at German innovation pitfalls and corresponding resolutions.
In the second article on innovation stakeholder management, Anthony Ferrier focuses on two examples where he tried to generate broad support for innovation efforts with varying degrees of success. The lessons learned from these experiences provide insights for practitioners to successfully navigate stakeholder relations.
As the market becomes saturated, it becomes difficult for many businesses, especially startup enterprises, to stay on top of their competitions. Technology has paved a way for firms to revolutionize their marketing and management strategies. Another tried and tested way to infiltrate their specific markets successfully is to inspire innovation within their offices, from employees to their brand.
To take advantage of today’s and tomorrow’s unique opportunities, and to rise above the intense existential challenges your firm will face in the months and years ahead, it will be supremely helpful and confer enormous advantages if your operations embody the Agile essence: quick, responsive, dynamic, innovative. You’ve got to learn to recognize opportunities and to act on them faster than your competitors do. In this chapter excerpt of Agile Innovation Langdon Morris explores what Agile means in detail, with a focus on the roots of the Agile movement and its many insights and implications for today’s organizations.
Could it be that today’s pervasive bad news, the news that causes everyone else to moan and complain—the economic malaise, the chaos that the digital revolution created, the impacts of outsourcing, political instability, global competition—can offer amazing opportunities to out- distance your competition? In this second chapter excerpt from the new book, Agile Innovation, Langdon Morris explores innovation-under-duress.
How is Agile changing the world? Let’s begin with a bit of background. If you are new to Agile Software technique, then the term sprint zero, as used in the title of this chapter, may not mean much to you, but for Agile practitioners it means the initial phase of work where you sort the project out to make sure you start properly when you’re about to tackle a large programming endeavor.
October 6, 2014 | By: Rui Patricio, Christina Elisabeth Pettersson & Pedro Miguel de Matos Roseiro | In: Organization & Culture
Defining the organizational purpose and promoting organizational alignment are two key factors for creating a culture that supports innovation. In this series of articles focused on Innovation Culture, we are going to share insights and cases of organizations that implemented innovation programs (and less structured initiatives) with the involvement of a wide range of managers and employees.
Innovation sounds easy, but it is not. The majority of enterprises report dissatisfaction with innovation performance. Three quarters of the CEOs of multinationals view external collaborative innovation as vitally important, but only half do it, and those only rate themselves as doing it ‘moderately well’. And remember – two thirds of organizational ‘change’ efforts fail. In case you are now asking yourself, why are these odds that low – we have a straightforward answer. It’s just one word.