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Time and time again I get asked and challenged on an age-old issue of whether or not mind mapping is, at worst, just another fad, a ”nice to have” or, at best, a real value-adding benefit that has a serious place within a business or organisation.
Many innovation leaders tend to be tactically driven, but their corporate leadership is looking for more strategic planning and analysis. This tension often contributes to high turnover in innovation management roles, based on a misalignment around leadership’s expectations. In this article Anthony Ferrier suggests perspectives and actions that should be considered part of your innovation strategy plan.
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
How do innovation leaders access additional resources to enhance the scale and impact of their efforts across complex, global organizations?
As the global economy improves, many progressive HR leaders are focusing attention on better leveraging innovative activities from across the organization. The resulting new level of partnership and support not only enhance existing employee focused metrics, but also align HR / Talent more closely with generating direct financial impact and growth to the organization.
This whitepaper provides a high-level overview of how these new approaches can work and steps to consider before proceeding.
Research and practice have investigated firms’ benefits of co-creation with external stakeholders, such as more creative ideas, reduced development costs, and improved product quality. However, little is known about how consumers perceive products and their firms that communicate about such co-creation activities. Using two experimental studies, we investigated how consumers’ knowledge about the involvement of different types of stakeholders during the innovation process changes the adoption of new products.
Corporations tend to focus on fads, often packaged into corporate initiatives or programs, that roll in and out of favor over time. Attention from leadership around any single initiative doesn’t last forever, and it will shift to the next bright and shiny object at some point. How do you prepare for when this happens?
Today, meetings consume close to 40-50% of executive time. That’s 100 days per year! By some measures 80% of meeting time could be better invested in closing business, developing talent, recruiting new customers, conceiving new products or improving operations – just about anything other than gathering for another conversation without productive outcomes.
On May 27th Alexander Osterwalder presented Straegyzer, a new online course to teach you how to design, test, and build business models and value propositions based on the methodology practiced by the world’s leading organizations and ventures.
One of the most crucial elements to success is the communication and promotion strategy of an innovation initiative. This is not only important during its launch, but throughout the lifetime of the program. Not paying enough attention to this topic from the beginning is likely to result in low participation and poor results. In this IM Channel One webinar learn more about how to promote an innovation program effectively to raise awareness and get sustainable engagement.
SMEs have sustainability on their radar. Their main goal is economic sustainability. To achieve this goal, they can take ecological and social sustainability as an opportunity for innovation instead of just considering it as a mere cost driver. Thus innovation and sustainability become the two sides of the coin called profitable growth.
There would be few organisations that did not cite innovation as a desirable quality in their workforce, whether as part of the whole organisational culture, or critical in one area. Over the past five years, with businesses being buffeted by economic storms, finding sources of innovation can be the difference between success and failure.
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.
Why is business innovation such a mystery? I think too many CEOs sign off on large R&D budgets and then cross their fingers and hope to see some real innovation come out of the black box. Why does innovation stand in such stark contrast from other facets of business that are managed and improved? Why don’t we apply proven management techniques such as lean and six sigma to innovation?
The innovation system described in The Innovation Master Plan provides a comprehensive approach to a difficult, challenging, and significant problem for organizations, the problem of how to manage innovation in the face of excruciating change.