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Dr. Stephen Sweid has conducted more than a hundred structured group brainstorming sessions in recent years, as well as many one-to-one discussion sessions as a consultant and trainer. He has observed a number of common patterns related to timing and evolution of the brainstorming process.
Countless articles argue: To remain competitive, companies need to consistently build their innovation portfolio. Value-oriented improvement and new developments must permeate the business. This article discusses a structured approach, known as a Rapid Innovation Cycle, which brings a repeatable process to innovation, empowering individuals to contribute more and organizations to look beyond themselves—all leading to a higher success rate.
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.
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.
As part of the Open Innovation movement, many companies now actively solicit technical solutions, products and business ideas from innovators, customers, suppliers, and the broader marketplace of technology providers. Some companies have begun utilizing structured innovation submission programs, typically implemented through their corporate websites. This article, the first in a two-part series, helps companies understand Collaborative vs. Direct Portals, and the importance of IP-anti-contamination and efficient filtering in choosing the best innovation portals for their unique situations.
April 11, 2014 | By: Alexandra Gatzweiler, Vera Blazevic and Frank T. Piller | In: Organization & Culture
Increasingly many consumers are interested in becoming an active part in idea generation. The increasing online connectedness and emerging methods and platforms for co-creation provide consumers with the opportunity to play a greater role in the exchanges with companies and their value creation. The TIM Research Group of RWTH Aachen University is working on a study about the management of ideation contests, and seeking the input of InnovationManagement.se readers.
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.
Most new ideas don’t lead to new successful products or services. Six out of seven new concepts never reach the market. Lack of support at top management is an important explanation. In my professional practice I made – and saw a lot of mistakes being made in the way innovators present their ideas.
What a brilliant idea! That’s what a lot of people think after a new idea pops into their minds. Or it’s something someone says at the end of a wonderful ideation workshop where a team of colleagues has just brainstormed new concepts. Of course, at that very moment it looks and feels like utter brilliance. Just like adoring parents swooning over their child. But, in this instance is it really justified?
Every one of us knows reasons why creativity and innovation are stopped in our organizations. It happens everyday, everywhere in the world. And every time a good idea is stopped, it’s one too many. That’s why I present in chapter five of my new book ‘The Innovation Expedition’, which you can download at the top of this article, a great list of 28 idea killers.
Innovation is difficult because your potential users need to change their behavior. And why should they? That’s the question! You will have to give them a strong reason why! So start solving a relevant problem.
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.
Innovation is hard. In his new book, The Innovation Expedition, Gijs van Wulfen makes innovation very accessible by telling the story in a visual way and by presenting a structured method that is tested and works! This is the first part in a series of nine chapters.