What should a roadmap that helps you develop corporate innovation capabilities look like? How do you bring new thoughts and approaches together with current and past initiatives (both successes and failures) and turn this into a single framework? How do you keep pushing and developing your organization to become more flexible and agile without losing out on the current overall efforts and expected results?
Innovation has become a business mantra and a word that threatens to lose all meaning every time it’s uttered at another conference or thrown into another book title. But in spite of its omnipresence it continues to be essential – a growing field – and one of the only practices that might save businesses from extinction.
Kittens are ‘fuzzy’ because they’re soft and fluffy. But if someone uses the same word to describe the early stages – or ‘front-end’ – of an innovation process, the meaning is less cute. In that case, ‘fuzzy’ means ‘blurry’, ‘unclear’ or even ‘incoherent’. In many cases, innovation projects start off as chaotic and seemingly aimless ventures. In fact, this happens so often, that organizations tend to accept the ‘fuzzy front-end of innovation’ as a necessary evil. At CREAX, we believe front-end fuzziness can and should be drastically reduced in order to innovate efficiently.
As Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Clinical Professor of Entrepreneurship & Innovation, Rob Wolcott knows a bit about networking and the politics of innovation. In this episode of Innovation Ecosystem Rob shares practical advice for intrapreneurs who are looking to get stuff done from within the middle of the organization. And for growth leaders of businesses, he also has some great tips about where to get your inspiration!
August 9, 2016 | By: Tomas Vedsmand, Søren Kielgast & Dr. Robert G. Cooper | In: Strategies
Recent experiences show that Agile project-management methods can be used in the innovation process and has a great potential to reduce development time and increase the success rate of new products. The article briefly outlines how an Agile method, such as Scrum, can be used within a structured innovation process with milestones and decision points, such as Stage-Gate®, and what benefits it provides to both manufacturers and service-providers.
In view of creating more competitive regions and industry sectors, innovation capabilities of SMEs play a central role. SMEs are strong economic drivers in many countries, and their ability to innovate will determine the health of national and regional economies in the future. A key support for SMEs in their innovation efforts are public innovation support programmes.
Despite their rising popularity, many companies are finding it difficult to yield sustainable results from their innovation and intrapreneurship programs. What does it take to go beyond the one-time initiative (or in rare some cases, the one-hit wonder)? We sat down with four speakers for the upcoming Intrapreneurship Conference in London, as a taster to what will be discussed during the day.
At a time when organisations are plugging more effort into innovation, Gerard Harkin has written a book called ‘Innovation Unplugged’. Why? As he puts it himself, Gerard is on a mission to make innovation more effective by ‘unplugging’ from the hype, confusion and ‘gobbledygook’ that are so prevalent today, and return to the basic principles of innovation, and its role in enabling business growth.
Someone once told me this: “Innovation is like an apparition of the Virgin Mary: one person saw her, but everyone talks about it.” Although funny, the quote aptly captures an attitude towards innovation that exists in many companies today. Innovation – and the skills that enable it – are sometimes considered as mystical gifts, preserved for the chosen few. In other cases, innovation is feared, because it involves unregulated processes, risk taking and investments with unpredictable outcomes. In this blog post, I’d like to make a case against this kind of innovation paralysis. Every company must innovate, and with the right understanding of the word ‘innovation’, every company can.
Here’s a wild guess: the majority of large enterprises will probably claim they know exactly what innovation is all about. Yet, in spite of impressive resources, big companies are responsible for only a small fraction of disruptive innovations. What is at the root of this paradox? Why does so much innovation fail? And more importantly: what can companies do about it?
Every executive knows that their teams should be more nimble, should be operating at a higher speed, and should be innovating. But these are all discrete capabilities, not necessarily in service to any greater strategy, and in fact much of what passes for strategy doesn’t understand how to take advantage of these capabilities. In this article, the authors describe the Maneuver Strategy from the new book, Outmaneuver. This strategy relies on innovation to achieve its goals, rather than accommodating innovation when it must.
Authenticity and innovation are two of today’s biggest corporate buzzwords. They are often considered as separate values, but in reality they have much in common and in this article we will examine the areas of overlap and potential leverage benefits.
Product managers facing the make versus buy decision for their organization have a lot to consider. Biases abound. In this article, the innovation architect Doug Collins shares what was on the minds of senior product management leaders on this topic when they convened, recently. Their top 10 factors follow below.
In the current digital arena, social networks have touched the lives of almost every human being on earth, allowing us to share life’s novelties with friends and loved ones. However, social networks are not restricted to sharing and commenting on pictures, but giving rise to innovation among individuals to help make our world a better place.
Through scaling, smart movers can quickly build substantial market shares – or define entirely new markets. To help understand scaling we have divided it into three main areas: Emergence, Networks, and Waves. This article is on Networks, the second in a series of three.