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Apple, Google and General Electric success stories centre on groundbreaking characters and geniuses. But 99% of companies worldwide are unlike any of these. Most organisations are made up of people like you and me: reasonably proficient in innovation management but surrounded by innovation agnostics. People who can share with us the tough, yet stirring mission of pushing boundaries to shape a bit of future.
The ultimate task for multinationals today is to efficiently harness their greatest asset: the knowledge and expertise of its people, spread across the organization and the globe. In this live IM Channel One Roundtable Discussion, hosted by Exago, we share experiences on how to run a cross borders idea management program, so as to achieve corporate alignment, employee’s engagement and seed a culture of innovation.
Turning ideas into numbers and knowing the characteristics of the Ideal Idea (0.00iur) is like having a compass and knowing the safe harbor where the minimal risks of innovation converge. Mathematically identifying desired ideas by users, extracted from simplified mathematical formulas, is the Holy Grail that eliminates uncertainties and passionate discussions, which are unhelpful in choosing ideas.
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.
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.
A 2012 study by the Harvard Business Review surfaced several interesting findings about the practice of innovation for the enterprise, including the innovation ambition matrix, which details how “firms that excel at total innovation management simultaneously invest at three levels of ambition, carefully managing the balance among them.”
In a February 2014 presentation, Herman Wories of the DSM Innovation Center made a compelling statement about the role of innovation in any organization: “Innovation is no longer a competitive advantage: it’s a competitive necessity. In order to keep up, you need to continuously innovate.”
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?
Heidi Hattendorf, director of Innovation Development, Motorola Solutions takes a deep dive into how you can create an innovation framework at your company that will positively impact your business results and culture. The article describes seven steps that will help you implement an “inside out” approach to innovation at your company.
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.
Often there’s suddenly an urgent need for something new. We need to innovate. But what are we looking for? If that’s unclear, how can you come up with new concepts that will make everybody happy?
The life cycle of products decreased by factor 4 the last fifty years. Innovation is essential. But it is difficult, risky and it demands a lot of resources. It’s no walk in the park. Innovation is an expedition.
While idea management is nothing new to the innovation discipline, it seems there are new idea management software systems continuing to surface with great frequency. I am not sure what the latest count is, but search the term ‘idea management software’ and you get over 59 million results. This article takes a look at what steps you can take to choose an idea management system that is right for you and your organization.
You can hardly scan the Internet or pick up a business magazine without seeing references to innovation. Companies everywhere are emerging from decades of cost reductions and are now focusing on efficiency, while looking for the next breakthrough idea… the next Post-It Note, the Frappucino or even the new Internet.
Product organizations often fill their pipelines with more ideas than their budget and resources can handle because they lack the means to identify and prioritize the winning ideas. The result is that most organizations have too many projects for their resources and miss opportunities to develop the products that will gain them market share. In this IM Channel One Ask the Expert Q&A hosted by Planview, the experts discussed how organizations should assess which products are market-worthy, and how to prioritize them to justify resource allocation is critical to the product organization’s success.