Innovation is the Holy Grail of business success that can supercharge any kind of organisations from corporates to start-ups and shift them towards growth. Nevertheless, many organisations on the creative edge are struggling how to make innovation happen due to the rise of new work processes, changing demographics and new technologies.
The list of problems that need to be solved is growing almost as fast as our solutions are. Some are concerned about the lack of food and water security, others worry about access to education and a whopping 45.2% of millennials think today’s most pressing problem is the destruction of natural resources. But with the proliferation of problems, organizations and enterprises are broadening their search for innovative solutions and many of them are looking to the crowd for ideas.
Last week Unilever announced research showing that one-third of consumers now purchase its brands based on their good social and environmental performance, but went on to suggest that brands are missing an opportunity from not promoting sustainability effectively. Getting this right could unlock a further $1trn market opportunity for sustainability innovators.
Although ‘open innovation’ is the talk of the town in R&D circles, leveraging external sources of innovation remains challenging for most companies. In 2013, researchers Dr. Joel West (Keck Graduate, Institute of Applied Life Sciences) and Dr. Marcel Bogers (University of Southern Denmark) suggested a four-phase model for inbound innovation projects. They emphasized that open innovation needs to go further than just obtaining external ideas. Integration, commercialization and the interaction between the firm and its collaborators are just as important. This post explores the four essential steps towards open innovation success.
For many years, companies were convinced of the competitive advantage of closed research and development. They jealously protected their intellectual property behind closed doors and dramatically revealed it to the public after years of development. This old model has since been replaced by open innovation.
Trish Malarkey is the Head of Research and Development at Syngenta, a company that has become a global leader in agribusiness by bringing farmers improved crop solutions. Trish has extensive technical knowledge in biology, chemistry, and biotechnology. Combining her expertise with her leadership position at Syngenta, Trish offers highly valuable insights that are both unique and eye-opening. Discover how to manage and create an innovative environment for a talented team of scientists on this week’s episode.
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?
Unmet consumer needs are considered the holy grail of product and service innovation: a mystical, sacred entity with unlimited value and powers for those that know how to tap into it. It would seem that with present day digitalization and social media, it is easier to connect to users everywhere through online surveys, platforms, and data mining technology. Moving from a mass-producing economy to one based on individually tailored products suggests that the gap between consumer needs and producer response are closely aligned. Yet the mystique surrounding unmet user needs remains.
The essence of agility is the ability to respond to new and different conditions. You cannot continue repeating the same old operating formula long beyond its utility or you will be left behind. Are you prepared to adapt to the profuse variety of new circumstances with new tactics and strategies? The principles of Agile that we examine in the next three chapter excerpts of Agile Innovation will help you understand what you need to do.
November 25, 2014 | By: Bjorn Axling, Gustaf Ahlenius, Daniel Roos, Rick Eagar | In: Organization & Culture
Driven by the need to respond to global hyper-competition and the increasing clock speed of technological change, companies are relying heavily on their R&D functions to accelerate innovation while maintaining tight budgets. However, organizational structures for R&D in large international companies are often sub-optimal and act as a major barrier to performance improvement. In order to successfully optimize R&D’s contribution to business value, companies need to address the three key dimensions of structure, governance and process. From our extensive work with the R&D functions of leading global companies, we have identified eight imperatives to ensure a successful transformation across these dimensions.
The patent database, with its 69 million documents is one of the richest resources of knowledge worldwide. The real key to its application is the refined ways to distil the relevant information. This article will highlight novel patent research, and its relevance for each department of a typical company.
“Open innovation” is a technique that is gaining greater consideration these days. For many companies, this practice has the potential to help them quickly and efficiently harness the new ideas they need in a volatile and uncertain business environment. It also may accelerate and de-risk progress from idea to launch. To realize the power of open innovation, businesses first should come to terms with how “open” they are willing to be.
Open innovation crowd sourcing methods, when applied to the right problem, can effectively extend the solution provider search beyond the boundaries of an industry. This article presents the application of a targeted broadcast crowd sourcing method to identify unobvious solution providers for a German chain-drive industry consortium. The majority of solutions submitted through this method were previously unknown to the consortium. This evaluation demonstrates the power of open crowd sourcing to provide solutions from discontinuous industries and how effective crowd sourcing can be in open innovation.
This article challenges companies to take an honest look in the innovation mirror to determine whether they’re truly making it or perhaps faking it when it comes to bringing innovative products and services to market. Consider this a simple litmus test to self-diagnose.
Product lifecycle management (PLM) initiatives often miss their true potential and make projects unnecessarily costly. Not understanding how to optimize these investments can have long-term effects on both the top and bottom line, while companies that realize how to use PLM as a competitive weapon can capture significant market advantages. In this article we give you insights into how to take an approach that addresses the true potential of a PLM investment.