When the Commission for Environmental Cooperation launched a challenge to the youth of North America, they received hundreds of unique, green business proposals. The young entrepreneurs competed for seed funding and came up with some truly disruptive ideas.
When I say “innovator,” what image comes to mind? A brilliant, but misunderstood figure hunched over a drawing board by the light of a single lamp in the middle of the night – cup of coffee dwindling slowly, pages of crumpled notes on the floor?
In an Innovation Point article, Founder Soren Kaplan notes that only one third of Fortune 1000 companies have defined innovation metrics. And yet 77% of business leaders see innovation as a priority. How is it possible that something that is so important to business leaders doesn’t have a defined set of KPIs?
Even if your organization doesn’t yet have an embedded innovation program, I can guarantee that your organization cares about finding opportunities for savings. That’s why programs like LEAN and Six Sigma continue to do so well. There are always new ways to improve efficiency and time saved almost always means money saved.
One of the greatest challenges facing innovation professionals is to find the right approach to a given innovation problem. Whether that’s instilling the innovation mojo in a large corporation or simply helping teams become more innovative, the ways to do this seem to be more of an art than a science. However, during the last ten years there has been a strong push to turn this art form into more of a science.
To amplify your company’s presence and scale your influence, innovation teams need to harness informal networks and not simply rely on formal structures to create a thriving innovation eco-system. Enter Innovation Catalysts: natural champions who are believers, idea generators, problem solvers, mentors and sponsors in your organization.
Often I read articles or books about top-down vs. bottom-up innovation and why one approach would be better than the other. After spending more than five years in the collaborative innovation space, I would advise going hamburger style!
Innovation tends to thrive in an environment where there are less bureaucratic restraints and an appetite for calculated risk. However, without a structured management system in place, experimentation can go awry and great ideas risk falling by the wayside. This is where accountability and autonomy can provide the essential framework to support the innovation process to its full potential.
We often think that a great new idea will speak for itself — that people will automatically see that it is awesome. But that’s often untrue. There are two other crucial components needed before an idea can truly change the world. Tim Kastelle explains more on the TEDx stage.
If you have an innovative culture already in place (meaning you’re working with stuff like agile project management, design thinking, lean, etc.) perhaps it’s time you consider Applied Improvisation Training. If instead you are a static and uncommunicative company, Applied Improvisation may even work against your innovation efforts. Edoardo Binda Zane explains more.
How do creative people come up with great ideas? Organizational psychologist Adam Grant studies “originals”: thinkers who dream up new ideas and take action to put them into the world. In this talk, learn three unexpected habits of originals — including embracing failure. “The greatest originals are the ones who fail the most, because they’re the ones who try the most,” Grant says. “You need a lot of bad ideas in order to get a few good ones.”
Do you ever find yourself stuck in a meeting that’s stalling? Does the agenda seem to accomplish no tangible outcomes? Perhaps you find yourself wondering what’s next after an important summit, or frustrated with the lack of direction after a meaningful brainstorm or discussion.
When faced with tricky business challenges, success is often linked with the ability to create new and meaningfully different experiences that are better than existing alternatives. Being different involves change, and implementing change and rethinking working practices is a big task for individuals and organisations.
In early September 85 smart people gathered for two days at the Pfizer conference center in New York City to talk about their practical experience in identifying, engaging, driving value from and (at times) failing with the most innovative employees in their respective businesses. The 2016 Corporate Intrapreneur Summit was 100% on point in targeting key areas of interest around how intrapreneurs in a corporate setting.
Let me see if this situation sounds familiar: you’ve promised your boss that you’ll generate at least one percent growth over last year. You’ve been racking your brain with ideas about how to improve your product or develop a new offering or finding new efficiencies which will help your margins, but the few ideas that you’ve come up with haven’t had legs and pages keep coming off the calendar.