Whether you are designing a feature, creating a product, or building a company, your technology needs to be solving a real problem for your customers, says Cyriac Roeding, founder and CEO of Shopkick. Roeding describes how his company only began working on technology when it was explicitly needed to solve a key problem.
In the new global environment innovation is tending towards Platform Disruption, and is more focused on waves of change than single technology disruptions. The competitive capability of different innovation cultures, rather than technology, therefore becomes the critical success factor. In this article, Haydn Shaughnessy examines product and service platforms as the new organisational form and suggests that modern enterprises need to take the leap to a new way of business.
The Internet has forever changed how we work with innovation. Author Marta Domínguez spent the last five years observing the causes and effects of the digital wave and has gathered a list of 22 impacts on the world and your business.
With no business model and a company that was barely solvent, Baidu CEO Robin Li quickly realized that his customer base didn’t want to buy the best technology; only the cheapest. The entire strategy of his company needed to change, and he revamped his enterprise from a back-end search utility to a front-end, consumer-focused provider. Since making this change in 2001, Baidu has gone on to become one of the most successful online search tools on the planet.
Running a business is tough, no matter what industry you’re in. Retaining loyal customers and remaining relevant are some of the biggest challenges faced by today’s business owners. Fortunately, you’re not alone and your company is not the first to navigate these waters.
When you’re thinking about innovation in the field of travel and transportation, more horsepower, hydraulics, and fuel efficiency might come to mind. But with the pace of change increasing rapidly, it’s difficult to imagine how government organizations and private companies will be able to absorb some of the most exponential and impactful changes that are sure to come in the next decade.
What will the product of the future be like – and how will it be different than today’s products? Generally, all products will become part virtual, part physical. They will be connected, reconfigurable and – hopefully – smart. Also, the business model for their manufacturers will be dramatically different.
We live in an age of change and uncertainty. For businesses, this means that only the most versatile survive —innovate or die. Simply adapting to the digital age is not enough: company survival requires explorative business strategies, to find new opportunities to improve and renew products and services. To attain explorative success you need a combination of both deliberate thinking and intuitive thinking. This article explores how you can balance the two.
We seem to have a problem. Health care costs are doubling every thirteen years in the US, (Regalado 2013). By 2030 they will devour a third of the US federal budget (Regalado 2013). In spite of this, the US was ranked last in 2011 by the Commonwealth Fund in quality of health care among similar countries (Wikipedia 2013). We can sense the impending disaster and it seems the hope is that our usual panaceas for all problems, policy, technology or better education, will someday deliver us from our pains. But how?
The fate of technology is not an undecipherable enigma that only engineers at Google, Amazon, or Samsung can solve. We can make better decisions in the present by developing a smarter understanding of the laws that govern technological evolution, of how it behaves over time, and what lies over the horizon. If we start thinking about these issues today, we can turn our discomfort into action.
Today’s pace of life can make you feel like you are strapped to the top of a rocket. With more and more screaming for your attention, we barely have time to send that long forgotten birthday card, let alone to sit down and think about the long-term effects of our innovations. But what if your latest and greatest innovation turned out to damage the lives of millions instead of improve them as planed? What if your proudest moment was also your most heinous?
Where do great ideas come from? Obviously they come from many sources, which means that your systematic innovation process has to support and sustain multiple efforts at ideation in parallel. In the following article we will explore some promising ways that you may be able to find ideas that will take your own business forward.
In this chapter excerpt from The Innovation Formula Langdon Morris explains how to use a map to help you locate your company in the market, to see clearly how it compares with the competition, and then to use this assessment to chart a future path toward success. The goal is to find the very best high reward, low-risk ideas that will change the market, amplify your profits, increase your relevance, and sustain your organization’s viability over the long term.
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.
As the market becomes saturated, it becomes difficult for many businesses, especially startup enterprises, to stay on top of their competitions. Technology has paved a way for firms to revolutionize their marketing and management strategies. Another tried and tested way to infiltrate their specific markets successfully is to inspire innovation within their offices, from employees to their brand.