• IMse - Four Ways to Manage Creative Employees

    Four Ways to Manage Creative Employees

    September 5, 2018 | By: | In: Organization & Culture

    Often managers make two distinct and completely opposite sets of mistakes when they’re tasked with managing highly creative employees. By means of their leadership approach, they either don’t acknowledge the uniqueness of their creative employees or they take the recognition too far and essentially create inappropriate expectations and division within their workplace.

  • open-innovation-managers-in-multinational-companies

    A Profile of Open Innovation Managers in Multinational Companies

    March 9, 2017 | By: | In: Reports

    Open innovation is widely used in large companies and we know increasingly more about how to manage this process. In contrast, we know virtually nothing about the managers and practitioners who are driving open innovation in large companies. Who are the managers operating in open innovation teams or units? What is their profile? How long do they stay in an open innovation job, and what is their tenure in the company? This report tries to answer these questions based on an investigation of open innovation managers on LinkedIn.

  • book-review-effective-decision-making

    Practical Guide for Decision-Makers and Problem-Solvers

    August 11, 2016 | By: | In: Book Reviews

    Corporate managers and entrepreneurs alike are accustomed to making tough decisions and seeking out the best possible solutions to everyday problems. It comes with the territory, but it’s not inherently easy. In order to reach a leadership position or own a company you probably have a knack for decision-making, but when the future of a business depends on the outcome, it’s important to reduce cognitive biases and calculate carefully.

  • Businessman Hand

    The Battle Between Innovation and Managers

    April 7, 2015 | By: | In: Organization & Culture

    Innovation initiatives have a habit of causing excitement and expectation; the organisation is trying something different and wanting to do new things. Senior management are anticipating the brand new shiny ideas, and front-line employees can’t wait to be rid of their daily frustrations. So what could go wrong? However, in all this excitement, there’s a group that is usually neglected in the engagement strategy – the middle managers. Often it’s assumed that these managers will support all the company initiatives. It’s their role to toe the line and make sure others do. They’ll buy in surely? Actually, they don’t.

  • being-chief-innovation-officer-amy-radin-interview

    Being the Chief Innovation Officer. Amy Radin, one of America’s first Chief Innovation Officers, Shares the Lessons

    August 13, 2013 | By: | In: Enabling Factors

    Amy Radin became one of America’s first Chief Innovation Officers when Citigroup appointed her to the role in 2005. She is currently Chief Innovation officer at E*Trade Financial, the leading online discount stock brokerage. Amy talks to Innovation Management about what it takes to be a head up on innovation in a major corporation.

  • What's the role of top management?

    Governing Innovation in Practice – The Role of Top Management

    June 7, 2013 | By: | In: Organization & Culture

    What role does the C-Suite have in exercising the company’s innovation governance responsibilities? In this article, the last in a series of five, professor Jean-Philippe Deschamps, defines six domains that are essential to organize and mobilize for innovation. They will condition the way innovation will be carried out and sustained by the organization and hence belong to the prime innovation governance duties of the top management team.

  • Innovation Management from around the web

    How to Tap the Innovative Potential of Middle Managers and Frontline Staff

    August 27, 2012 | By: | In: Around the Web

    Many managers and employees think innovation is reserved for their top VPs and a handful of select individuals. The problem is these creative thinkers are in short supply and are already deployed against the organization’s most vexing challenges. Instead of trying to pile more onto their plates, companies must learn how to tap into the innovation capacity of the organization’s middle.

  • 12-innovator-trademarks

    12 Innovator Trademarks

    March 28, 2012 | By: | In: Blogs

    Today we’re adding a breath of inspiration to the whirlwind of information about how innovation should be managed in the organization. Caspar van Rijnbach provides twelve suggestions of what an innovative leader should be. Do you have more to contribute?

  • project-managers-make-real-impact-video

    Product Managers Can Make Real Impact

    March 13, 2012 | By: | In: Videos

    Author and Venture Partner Geoffrey Moore believes it is “a great privilege” to work in a high technology company as a product manager, because product managers have their hands on the tiller that can change the direction of a company’s fate. In this clip, Moore identifies ways product managers can actively advance innovation and performance within their teams.

  • effective-innovation-management-back-to-basics

    Effective Innovation Management? Back to Basics!

    September 27, 2011 | By: | In: Column & Opinion, Organization & Culture

    For years, management and business schools have vastly exaggerated the importance of tools and theories in delivering innovations to the markets effectively. As common sense indicates, the overwhelmingly important predictor of success for an innovation is not the use of tools, “innovation frameworks”, or handbook of rules, but the quality of leadership of the project and the talent and motivation of the staff carrying it out. In innovation management, we need to go back to basics.

  • AIM-article-an-adaptive-approach-to-managing-innovation

    Adaptive Approach to Managing Innovation – A Practical Guide for Managers

    June 15, 2011 | By: | In: In-depth Articles

    Innovation doesn’t have to be a mystery. It can be organized and managed by people who are not, themselves, innovators. But management’s usual command and control tools are not sufficient for this task. Innovation emerges from a system whose behavior is non-linear. For this reason, management tools must be flexible and adaptive.

  • Time-to-front-up-on-green-how-innovation-managers-kick-start-sustainable-innovation

    Time to Front up On Green: How Innovation Managers Can Kick-Start Sustainable Innovation

    March 31, 2011 | By: | In: Strategies

    Innovation management is a formative discipline and innovation managers have had their hands full with ideas management, design thinking, service innovation and many more new ideas. But sustainable innovation should be a key tool in any innovation manager’s skill-set, argues Chris Sherwin, sustainability expert at Forum for the Future.

  • innovation-union

    The Innovation Union and the Innovation Manager

    January 10, 2011 | By: | In: Enabling Factors

    The European Union’s ‘Innovation Union’ initiative signals a change in how we think about innovation and the relationship between innovation, research and product or service development. In this four part series exploring the implications of the EU initiative, Haydn Shaughnessy begins by asking one of its architects, EU head of Innovation Policy, Reinhard Buescher what it means for innovation managers.