July 15, 2014 | By: Doug Collins | In: Organization & Culture, Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
Chief strategist Charlie Bangbang has experienced the first evolution of his practice of collaborative innovation at Dirty Maple by applying the blueprint. What lessons does he take about innovation management? About crowdsourcing? About leadership?
En su reporte de investigación “Desafío CEO 2014”, The Conference Board enumera los 10 retos más importantes que enfrentarán los Directores Generales en 2014. La innovación se ubica en el 3er sitio en la encuesta de 1020 respuestas, a la par con la excelencia operativa. La innovación era el principal desafío en 2012, y en 2014 sigue siendo número 1 en China. Este artículo analiza el tema de la gestión de la innovación desde la perspectiva de la Alta Dirección.
In its research report “CEO Challenge 2014, ” The Conference Board lists the ten most important challenges facing CEOs in 2014. Innovation ranks N°3 in this survey of 1,020 responses, on a par with operational excellence. Innovation was the N°1 issue in 2012, and in 2014 it is still the N°1 challenge in China. This article (in a series of seven) looks at the theme of innovation governance from a top management angle.
March 5, 2014 | By: Doug Collins | In: Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
Part thirteen of the series finds our leader Charlie Bangbang at a crossroads. The Idea Mill Program for Collaborative Innovation has gone well. The Dirty Maple Flooring Company has already seen—or has perhaps felt—at this early date the effects of positive change, as people begin to express their potential for leadership in new and compelling ways. What possibilities are worth pursuing now?
Innovation is about moving an organization forward. But many companies are trying to get there without an execution plan; without any way to assess the how, why, where, what and when, and to adjust when the unexpected comes along (as it always does). Those involved with innovation planning are increasingly understanding that the answers are found in product line roadmapping – a critical front-end process that has finally come of age.
This one-week executive education program delivers a comprehensive training for high-level managers in how to effectively lead innovative teams and drive innovation through their enterprise. Held on-site at the iconic UC Berkeley campus and taught by renowned Berkeley-Haas faculty and Silicon Valley practitioners, the course delivers real-world methods and frameworks so participants can apply the learning to their own businesses. Attendees will receive a UC Berkeley Executive Education certificate upon completion.
Stanford University Professors Hayagreeva (Huggy) Rao and Bob Sutton are addressing the “problem of more” in business with their new book, Scaling up Excellence: Getting to More Without Settling for Less. Together, They unpack the principles that help to cascade excellence throughout an organization, as well as provide strategy on eliminating destructive beliefs and behaviors that will hold them back.
For today’s businesses, innovation isn’t just about having a team focused on building a new product or service. It’s a way of thinking and acting that leaders in every department must now incorporate into every day work life. Innovator’s Accelerator is an online learning experience created by the world’s premier innovation experts to help leaders take on the new normal.
Mitigating the high failure rate associated with entrepreneurial endeavour is something that concerns investors as well as potential entrepreneurs – “do I risk myself?” is a lurking question many ask of themselves or the person putting money on the table.
Imagine sailing in the World Cup race without a strategic plan or a map. It is a sport where speed is of the essence, decisions (and perhaps more importantly the timing of those decisions) are paramount, and team talents must be optimized at any moment. With competitors abound displaying their impressive spinnakers and advanced technology–only the risk takers advance. The will to win is apparent, yet without a strategy and a map, a team would drift into execution mode and lose the race.
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.
October 29, 2013 | By: Doug Collins | In: Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
Organizations shake and remake themselves to survive and thrive in the Digital Age. What critical conversations need to happen amongst stakeholders? What processes need to change? How might the practice of collaborative innovation help people find their way forward?
In this article, the final in a series of six, Professor Jean-Philippe Deschamps, discusses the imperatives for an effective innovation governance system. Innovation performance is often not directly dependent on the type of governance model used. Rather, innovation performance reflects the strength of top management’s commitment and engagement, and the credibility, skills and energy of the actors who under take the governance mission.
Today, the “business as usual” is not sufficient. What we experience at an increasing pace are razor-thin margins, heightened global competition and a rollercoaster economy. Innovation is the key to creating and sustaining a business’s competitive advantage. In fact, without it, the results can be catastrophic. But there is good news: research shows that anyone can learn the skills needed to become more innovative. In this Expert Roundtable Discussion learn more about how innovation can be learned, what the key innovation skills are, and how companies can support a culture of innovation.
Leaders have dual roles when managing innovation. In a bottom-up role, they stimulate innovative results as they facilitate ideas and initiative coming from individuals and teams. In a top-down role, leaders are the primary means for the organization to realize its innovation goals and strategies. A fundamental challenge is to balance these two roles.