Judging by experience, most top managers and innovators feel that they are in a maelstrom of change. For some, the rate of change and the magnitude of the consequences induced are so high that they feel a kind of ‘Present Shock’ – a term coined by Douglas Rushkoff, building upon Alvin Toffler’s concept of Future Shock, to describe the psychological impact that occurs when too much is happening simultaneously.
August 16, 2016: Are you a crowdsourcing enthusiast? If so, you probably find it hard to keep up with the latest news because the crowd is literally contributing to positive change all over the world. For this reason IM.se is launching a new blog to give you a rundown of recent stories and help you find the best platforms to contribute your own ideas.
How did a small organization kick-start a process that doubled the amount of nature in the Netherlands? Siegfried Woldhek used this four-step scaling strategy at the World Wildlife Fund to create a now-legendary example of highly creative strategies that shifted the application of resources on a massive scale.
What is the real value of participating in innovation programs? In this article Rob Hoehn looks at his favourite example, working with the Department of Energy. They started by asking the public what the most pressing problems were when it came to making solar a cost-competitive resource for every citizen and then asked that same crowd to come forward with possible solutions to the top-voted problems.
How do you make money doing good? The societal assumption is that making a profit and doing good sit on the opposing ends of the spectrum, and it is a theory that pervades our culture. In capitalism, one must choose between profit and doing good, but cannot have both. We choose to challenge this way of thinking and argue that creative leadership must be able to find a way to combine the two.
Global diversity is in crisis. Scientists have recently announced that our planet is in the middle of the sixth global mass extinction event and this time it’s man-made. Not since the time of the dinosaurs have so many species been under threat and it’s not just the environmental infrastructure which should be giving us cause for concern.
The terms creative leadership and innovation leadership are being used more and more. Creative qualities in leaders are nowadays greatly desired, say research surveys: Lack of creativity is seen as the most serious shortcoming in new hires reports the Economist’s Global Talent Index Report 2012 and creativity is seen as the most important leadership quality in a 2012 study of IBM under over 1,500 CEO’s. So, what is Creative Leadership and what is sparking this interest in it?
In this chapter of The Innovation Formula Langdon Morris examines five forces of change: technology, science, culture, the human population and climate change. The convergence of these five trends largely defines the modern world and the market environment to which we must adapt and respond. Understanding them will set the framework for the choices you will have to make, and the processes you will implement in order to create and implement your own organization’s innovation process.
This article relates selected multidirectional patterns of change—“force fields”—in the business environment to innovation strategy within the context of Zen philosophical principles. Three force fields are selected for brief evaluation: 1) domestic vs. global markets, 2) economic growth vs. environmental quality, and 3) entrepreneurs vs. customer base. Given the omnipresence of force fields in the 21st century, businesses should maintain flexible structures for innovating both incrementally and radically. They also need to engage in collaboration at all institutional levels. Collaboration can facilitate the Zen objective of integrating conflicting ideas, a key feature of innovation over the long run.
Running a successful enterprise innovation management program can be a challenging mission. Multiple factors have to be considered,each of which affect potential outcomes. One key aspect is the level of support an innovation program receives from an organization’s management. Connecting the needs of top-down management with the strategy and architecture of an innovation program will always lead to greater levels of success.
SMEs have sustainability on their radar. Their main goal is economic sustainability. To achieve this goal, they can take ecological and social sustainability as an opportunity for innovation instead of just considering it as a mere cost driver. Thus innovation and sustainability become the two sides of the coin called profitable growth.
Insurance providers aren’t particularly well known for their fast-paced innovation. In truth however, the insurance industry is on the cutting edge of corporate environmental awareness and has been for some time. Insurance providers also manage their innovations: They introduce new ideas but don’t adopt them at a faster pace than they can support.
Being successful at innovation is a skill. One that takes time, patience, strategic intelligence and amongst other things, funding. Many organisations succeed only after they have experienced embarrassing failures and learnt some tough lessons in the process. How do others succeed with their innovation efforts? What is the secret? In this article we use the inspiring philosophy of Steve Jobs as stimulus and ask innovation managers about their “secret sauce for innovation success”. Learning from others reduce risk because resurrecting the organisational “innovation corpse” is not an action anyone should be tasked with.
The Digital Age, like a hoochie mama navigating a Saturday night in heels, bares all. Citizens, regulators, employees, and investors see in real time how well organizations manage their supply chains. Transparency by nature raises the bar.
The Nordic countries have a high number of start-up companies but are struggling with scaling their entrepreneurs, start-ups and innovations to global large-scale operations and companies. Yet, one Nordic company namely Denmark’s Vestas Wind Systems managed to become world-beater within the global wind turbine industry. But but after 2008 Vestas has experienced a near death experience and is struggling for survival. Vestas’ story holds important lessons for other Nordic companies, not only within the renewable energy industry. It will here be argued that had Vestas paid more attention to what the management guru Peter Drucker labeled the five deadly business sins Vestas might have avoided getting into dire straits.