“Innovate or die,” heralds the Digital Age. The wise leader, mindful of the limits of the latter, embraces the practice of collaborative innovation as a way for their organization to pursue the former. Organizations, too, have professional facilitators on staff and on call. Working as an adjunct to the human resources function, they have remained largely absent from the dialogue around the practice. Innovation happens elsewhere.
Depending on the people involved, their motivations, and the phase of the moon, you may or may not find fertile ground for the practice of collaborative innovation. In this article innovation architect Doug Collins explores the fecund places that you, as a practitioner, may want to think about planting your seed of ideation to ensure a bountiful harvest.
Our first article in this series, titled “Include Business Model Review as a New Year Resolution”, described a method to reveal weaknesses in your business model. So, what do you do next after you complete your business model assessment and find weaknesses in one or more of its cornerstones? You find Value Accelerators (VA)™! VA’s are specific and market-proven ideas, assets or strategies that directly accelerate revenue and profit growth. This article discusses how to develop, assess and prioritize the best VAs to strengthen weaknesses in your business model. It also gives you a link to download an example of a scorecard to help prioritize the VAs.
Organizations introduce web portals to help people share information and ideas. Time passes. Sites proliferate like kudzu strangling a pin oak. Their numbers keep people from finding the information they need and from engaging in the conversations that matter. Collaboration slows. What is the web gardener to do? In this article innovation architect Doug Collins explores how the practice of collaborative innovation can help organizations trim their proliferating portals.