Dan Keldsen's Library tagged innovation_management →  View Popular

Incredible collection of Open Innovation presentations (slides and video), hosted by UC Berkeley and the Haas School of Business.

openinnovation.haas.berkeley.edu/...index.html - Preview

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As a "Distantly Danish" guy (part of my family came from Denmark several generations ago), and longtime fan of Lego (regardless of being from Denmark), it has been heartening to see that Lego has been able to re-invent itself significantly via Mindstorms, video games, branded/licensing agreements, retail stores, etc.. Fascinating article - this looks at Lego from a "modern marketing" perspective - very Web 2.0 focused.

"Five years ago, Danish toy company Lego was bleeding money to the tune of $300 million in a year. It seemed as though reality had finally caught up with a relic of a pre-video game, pre-internet era. But by last year, Lego was posting double-digit sales increases, and in the first half of 2009, sales were up by nearly a quarter, as many rivals were floundering. How did it turn around? The 77-year-old company took on a variety of marketing and operational changes that have made it look thoroughly modern. "

adage.com/...article - Preview

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Physical materials have been rapidly reinvented and rethought in the last year. Companies are getting smarter about the consumption of energy/materials, being able to repurpose what would have been thought of as waste as a source of energy/resources, etc..

"Behind every classic of design lies some innovation in materials or fabrication. So what materials will tomorrow's brilliant new products be made from? Material Connexion, a materials library for designers, has just unveiled its inaugural MEDIUM awards, for the best materials of the year. The grand-prize winner and the 11 honorable mentions will then be shown in January at the Material Connexion showroom in New York. Here's an exclusive sneak peek of a few of those mind-bending innovations."

www.fastcompany.com/...ncrete-seven-amazing-materials - Preview

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New research over course of 6 years, published in December Harvard Business Review - Insead's Hal Gregersen:
"Studies have shown that creativity is close to 80 percent learned and acquired," he told CNN. "We found that it's like exercising your muscles -- if you engage in the actions you build the skills."

Exactly the argument we make in our Innovation Workshop - and while those "innovation muscles" may be creaky in many adults, it's always interesting to see how creative people can be in our final 10 minute exercise at the end of the day. Typical to have over 150 ideas surfaced in one exercise alone.

More details on the workshop at:
http://www.informationarchitected.com/services/education/one-day-innovation-workshop/

edition.cnn.com/...index.html - Preview

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China is pushing to lure back top Chinese scientists from the United States back to China, using the standard tools of capitalism - funding. Capital and incentivization isn't limited to corporations, but to "organizations" (including countries) of all shapes, sizes and regions.

What are YOU doing to get the best and brightest people in your own organization?

"The goal is to address the biggest roadblock to China's aspirations of becoming an innovation powerhouse: an acute shortage of seasoned research scientists. Accomplished physicists, biologists, and mathematicians—who might produce technological breakthroughs and build key research programs—have long balked at low pay and a university system marred by corruption, cronyism, and lax standards. But now, China's economic boom and surging government investment in research are making mainland university posts more attractive. A decade ago, only 1 in 100 leading Chinese scientists in the U.S. would have considered returning, says Rao Yi, a former Northwestern neuroscience professor who is dean of Peking University's life sciences school. Today, he says, half would. "Now, there is a chance of recruiting the rising stars of Harvard," says Rao. "

www.businessweek.com/...b4157058821350.htm - Preview

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The Bangkok Post Business section picked up on our Innovation Management research, and used a few of the findings to kick off an article on Innovation.

"INNOVATION: ARE YOU TALKING THE WALK OR WALKING THE TALK?

These days, it's impossible to read the business news without finding articles referring to the world of innovation. Companies proclaim they will grow faster than their competitors because they are going to innovate better products.

Self-proclaimed "innovation experts", who in the past sold marketing, benchmarking and Six Sigma as the "one and only way to heaven", have recently jumped on the innovation train. They are now bombarding audiences with shallow articles and low-value talks full of innovation buzzwords, from "out-of-the-box" and "disruptive" to "cutting-edge" and "breakthrough".

Public sector agencies organise conferences and events where the concept of the Creative Economy is rightfully celebrated, but without success lessons being effectively adopted and translated into meaningful policies.

Yes, there's a lot of talk about creativity and innovation. But what about the actual process of innovation itself?

A new global innovation survey conducted by Information Architected Inc, found that 17 out of 20 managers agree that innovation management is critical to their firm's business success. Yet 51% of the companies participating in the survey have no formalised innovation management practice. Half of the participating managers said the lack of a systematic innovation process was the biggest impediment to managing innovation, followed by a lack of innovation resources, leadership and adequate funding. Moreover, 7 out of 10 respondents said the downturn has raised the need to actively manage innovation; but only 24% of firms have done anything specific to manage innovation in the last two years.

So how about your company? Do you still only talk about how important innovation is for your business and how much you are going to innovate soon? Or do you already walk the walk and do what it takes to

www.bangkokpost.com/...g-the-walk-or-walking-the-talk - Preview

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Open Innovation stories from General Mills - classic tale of needing to get out of your own R&D mindspace, and directly engage a larger audience than "the usual suspects"

stefanlindegaard.com/...generalmills - Preview

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Reminds me that I need to circle back with Michael Schrage - his work on prototyping is even more important than ever. Doesn't matter what you're looking at, whether software, cars, houses, business models, etc., building prototypes of some kind as quickly as possible, and TESTING to improve quickly as well, is the only way to survive. Destroy and improve in some sort of lab/experimental area (blog, wiki, twitter, collaborative space for virtual experiments) and you actually a stand of delivering something useful at the back-end of your innovation process.

www.cio.com/...e_Risks_of_Business_Innovation - Preview

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And Sam is back on the scene... Innovation, speaking the right language to the crowd, balancing a drive to invent the next new thing with the process to actually EXECUTE on the idea. All great ideas. Commented on the article - what are YOUR thoughts?

socialcomputingjournal.com/viewcolumn.cfm - Preview

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Evolution, Crisis, Too Many Definitions, Sparta, Courage... whew, this article by Moses Ma at Psychology Today packs quite a punch. I've commented on the article there. What's your take?

blogs.psychologytoday.com/...innovation-loves-crisis - Preview

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Ideas - the Ties that Bind? Haven't read this yet, but an interesting premise.

"Abstract: Ours is an argument for ideas that become us. Illustratory is a statement by a well-known management author who lamented the difficulty of “escaping one’s past ideas”. Viewing himself a prisoner, his past published ideas had devoured him: they limited his ability to imagine or credibly present new, different ideas. The predicament reflects the perspective we wish to develop in this paper: Ideas may be seen as our embodiments rather than what is more often put forth, externalized as objects that we create and dismiss at will. We argue that a way of looking at ideas is to start by considering humans, and managers, as spokespersons for out-there ideas, which inhabit them at a time of readiness. People become possessed; they become imprisoned by certain ideas that they then begin to perform. A jester is an example of a performer of an idea of a fool even if occasionally, as we argue in this paper, the jester may also counterbalance the cognitive inertia of managers. We draw attention to the common difficulty managers have, to move beyond the particular idea that has become them, once – like the jester - they have begun performing the idea(s)."

swoba.hhs.se/...hastba2009_001.htm - Preview

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