December 15, 2016 | By: InnovationManagement | In:
The 3rd Annual World Open Innovation Conference co-hosted with ESADE in Barcelona, Spain, brings together renowned academic scholars, leading companies and innovators in the Open Innovation space. R&D Management has agreed to provide a Special Issue comprised of the best papers submitted to the conference.
LEGO has earned the right to celebrate. Not only are kids playing with more mini LEGO people than there are human beings on the planet (Delingpole J, 2009) but in 2015, they were nominated by Forbes as the most powerful brand in the world. For a company which was on the brink of bankruptcy in 2004, the toy maker has made an amazing turnaround. They restructured, hired a new CEO, and forged more licensing partnerships than ever before. Most importantly, they discovered the secret to some of the world’s most successful, low risk innovation strategies.
Educational institutions have the reputation of being slow-moving behemoths, but this label is undeserved. According to the Organization of Economic Cooperation and Development, the educational sector worldwide is more innovative than it gets credit for.
At IdeaScale, we define prolific innovators as organizations that have moved more than half of their ideas to the final stage. This doesn’t necessarily mean that every suggested idea became a value-generating, implemented reality. This means that the completed ideas had each been investigated, responded to, and a decision was made to move forward or not. But of course, at least a portion of those completed ideas generate measurable constructive outcomes.
Let me see if this situation sounds familiar: you’ve promised your boss that you’ll generate at least one percent growth over last year. You’ve been racking your brain with ideas about how to improve your product or develop a new offering or finding new efficiencies which will help your margins, but the few ideas that you’ve come up with haven’t had legs and pages keep coming off the calendar.
There were several key (and generally welcome) themes that emerged within the 2015 innovation development space. These are, in part, driven by the increasing value that corporate and business leadership place on this (still relatively) new competency, the sophistication of practitioners in the field, and the results of seeing what works or fails. It is truly an exciting time to be in this field and to see these changes form across the industry.
In this Roundtable Discussion we explore the leading benefits, challenges and techniques for engaging public crowds. Using key success stories we examine the extent to which we can overcome key pain points and harness the general public to support innovation.
At the beginning of the twentieth century, research and development was a highly guarded and elite practice. Imagine laboratories peopled by white-coated scientists who had passwords to protect the doors to their office. This kind of research and innovation was highly successful for a long time – it gave us electrocardiography, DNA fingerprinting, and many Apple products.
Business alliances remain a tricky thing. On the one hand, alliances allow companies to tap into new markets and growth platforms. At the same time, forming alliances is risky, as it demands trust building and deep knowledge sharing with external parties. This article provides a pathway for successfully managing business alliance formation.
While innovation is crucial for driving customer engagement and increasing share of wallet, companies continue to struggle with the “what” and “how” of it. For each best-practice organization that has streamlined its innovation processes, there are many that are still paralyzed by their haphazard approach toward identifying and evaluating ideas. Evalueserve interacted with many of its Fortune 100 clients and identified six strategies that enhance the likelihood of developing successful innovation programs.
There are four different types of innovation tools that we’ll describe here, including the design of the work place itself, practices that encourage and even enable effective collaboration, open innovation approach to connect inside innovation teams with outside partners and experts, and online tools that constitute the virtual work place. Separately and especially together, these can make a tremendous enhancement in the performance and the satisfaction of individuals, teams, and your entire organization.
One of the most critical professional challenges that employees face today is being able to successfully manage positive change within their organization. Innovation has become a watch word, with so many divisions not being able to find enough valuable ideas and then successfully manage those ideas into a commercial offering that sometimes companies even respond to customer tickets and bugs and simply label those results as “innovation.”
In this IM Channel One Roundtable Discussion, Dr. Matt Chapman, Head of Innovation Services at Mindjet, discusses best practices and approaches for developing an effective and engaging platform for driving new ideas and value through open innovation. Learn from industry leaders such as Siemens and Citi Bank, about how to create engaging experiences, to manage IP issues and how to harness your results.
Before any organization can reap the economic benefits of open innovation, it must overcome a number of legal, operational and cultural challenges. In this article Peter von Dyck addresses the top three obstacles to open innovation: managing intellectual property issues and other legal risks, processing ideas quickly and establishing an efficient internal structure.
Innovation portals have taken an important place in the open innovation landscape. Expectations are great in portal performance but often, for purely budgetary reasons, these portals are launched and managed internally by corporates themselves, to discover that they generate a number of community management issues that they are not used to coping with. Prior to launching a corporate portal it is a good idea to ask a few specific questions on whether to do this internally or through experienced third party innovation providers. Using external resources can often avoid pitfalls and align the portal success rate to corporate expectations, objectives and ambitions. Here six questions are asked that can help you take the decision whether to launch a managed portal internally or externally.