This study seeks to answer two key questions about the front-end innovation: when do idea generation activities involving internal and external partner’s payoff, and which organizational capabilities support idea generation activities for achieving high front-end performance?
Toy inventor Brendan Boyle talks about key concepts for making brainstorming sessions more effective, like including those adept at the technique and bringing together divergent and convergent thinkers. Boyle, a partner at IDEO who teaches the course “From Play to Innovation” at Stanford’s design school, speaks with creativity expert Tina Seelig, faculty co-director at the Stanford Technology Ventures Program.
Recent advances in technology put Internet-of-things (IoT)-innovation on top of the management agenda across industries. It is predicted to increase economic value by $11.1 trillion in 2025 (McKinsey 2015). The Service Science Factory and Noventum collaborated on this article to present a state-of-the art view on the Internet of Things and how to implement this vision within organizations.
Why do a large part of the design thinking projects in the corporate world never pass through the prototype phase? In recent years I’ve been involved with many design thinking initiatives. Many of them related to the development of new products inside large companies in industries such as finance, health, education and consumer goods.
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!
Numerous leaders and community organizers have been talking about public service lately, especially in the US – mostly encouraging the public to take place in ongoing dialogues and to volunteer in their communities in order to create positive change at local and national levels.
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.
Paul Sloane helps organisations improve innovation and is the author of over 20 books on lateral thinking, leadership and innovation. His talk will show how you can use simple powerful methods to break routine thinking habits and boost Creative Problem Solving.
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.
Innovation: We all have seen the biggest, most successful companies talk about it and share their success stories. We have read about it in the latest business journals and magazines. We all want it in our organization but the right recipe with the right ingredients is often elusive. In this article we will share different views and discuss key ingredients required to create, execute, and innovate in your organization.
Innovation may have a different meaning for every individual, but the true key to thinking outside the box lies in a diverse mindset. Allowing diversity into a business plan can be the secret to succeeding and achieving greatness. Don’t just take my word for it; evidence backs it up too.
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.
How to organise a meeting in such a way that they result in creativity and energy? How to ensure that people are actively participating instead of being only passively attending meetings?
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.
Stanford Professor of the Practice Tina Seelig explains how imagination requires active engagement, which reveals opportunities to envision what might be different. Imagination is the first stage of a four-step process that Seelig details for bringing ideas to life.