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"In my recent visit, I asked some of these questions and received the following response. “If our people have a new idea, we have a process for them to submit it.” This one statement told me quite a lot about this person’s perspective if not the perspective of the company."

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"Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, "The real act of discovery consists not in finding new lands but in seeing with new eyes." What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning."

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"Les modèles économiques du 19e siècle ne sont plus pertinents. L’économie des savoirs modifie nos modes de travail mais aussi la valeur et la productivité du travail. Sans pour autant améliorer la redistribution - qui lui sert de justificatif- la prégnance de l’Etat français sur l’économie productive déséquilibre définitivement le partage de la valeur entre les acteurs économiques. "

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If you judge only by the product outcomes or by Apple's market value, Jobs seems the best decision-maker in the history of consumer products.

But of course, like every other human, his decisions weren't all great.

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"Humans love games. Just check the current news cycle for evidence: The Xbox 360’s sleek, new controller-free gaming device, Kinect, is the fastest-selling consumer electronic product ever. Foursquare has attracted millions of badge-seeking users and aspiring "mayors." And new programs like Quest to Learn are bringing game dynamics into our educational system."

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" I saw the future of analytics last night, and that future was fast.


How fast?
Fast enough for Watson to jump ahead by a few thousand dollars, before Brad Rutter (and the audience) caught their breath and finally caught up.

"

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"Does your workplace culture inspire employees to do their best work? Even though we are still in tough economic times do you still provide resources for your employees to develop relationships with customers so they are inspired to return? Do your customers and employees champion your products and services?



Nancy London, the Vice President and global brand leader for Starwood Hotels, which include Westin, Sheraton, and St. Regis, answered yes to all three questions.



She shared some of her organization’s recipes for satisfied employees and happy guests."

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"Social networking is taking its place among the corporate strategies of a growing number of companies. Manufacturing businesses are no exception. In fact, some of the world’s better-known companies are plunging into the social networking scene in a big way.

Here’s a rundown of what some of them are doing:"

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"Pegasystems’ SmartBPM uses social media as an interactive and real-time collaborative environment to aid the planning and execution of business improvement projects. By extending is existing tools for ad hoc collaboration, SmartBPM makes it even easier for project teams to connect, add user-generated content, vote, and rank items associated with any given project. By reaching out to customers and clients, SmartBPM now allows critical real-time customer feedback into the process improvement process."

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"Solid advice for any type of social software is that the greater the transparency, the greater the benefit. This means a bias toward making information available to all, not a few. It also means associating contributions to specific individuals. Visibility of contributors gives context, improves the quality of discussions and makes it easier to find individuals with ideas and knowledge on specific subjects.

But there are occasions when it makes sense to allow individuals to contribute ideas without revealing their identity, which Spigit's platform does allow. In these cases, the ideas and related information are visible to anyone who has eligibility to see them. However, participants in the innovation community won't know who submitted the ideas. There are two reasons companies would enable anonymous posting:

1. Employees are concerned about retribution for their ideas
2. Employee identity may influence the feedback others provide"

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In my talks with innovation leaders on this, the issues evolve around the funnel system and stage-gate like models; how to identify the ideas and get them from one stage to the next. Another key issue is how you organize for this. It is my experience that companies often make a couple of mistakes on this. They are:

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Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster

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Does that seem right? Only the knowledge workers have something to contribute in the emergent ethos that is social software? The reality is that knowledge workers have been participating while the rest of the company has been doing their own thing.

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I use the chasm model to explain my professional work of 1) seeing what is ready to cross the chasm by 2) staying connected to the innovators & being an early adopter so that 3) I can help mainstream organizations. It’s a good graphic summary of my consulting practice.

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hose ideas, however, don’t really come from nowhere. Instead, they are typically at the edge of a company’s radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren’t part of the company’s core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well.

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The next time someone tells you that you need lots of ideas, stop, think and work out the outcomes you want before you go collecting thousands, and thousands, and potentially more thousands of fluffy, non-relevant ideas that go nowhere.

The gist of Mark’s post is that encouraging the contribution of ideas from all quarters is actually counterproductive. He prescribes the concept of an “appropriate” number of ideas.

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La réalité, c'est que la crise n'est que l'écume des choses qui vient révéler l'immobilisme face à la nécessité de prendre acte que le monde change. Et le fait est que le monde change vite et va changer encore plus vite car, justement, les crises ont cette faculté de faire bouger, de révéler que le train est déjà parti du quai, en fait.

Mais affronter l'incertitude n'est pas qu'une conclusion au présent, c'est aussi une des dure leçon de la partie vraie de la crise. Si celle-ci s'est produite, c'est notamment parce que personne n'a réagit aux signes annonceurs. Pourquoi ? non pas qu'il n'y a eu aucun signe annonceur, simplement que ceux-ci n'étaient pas dans le tableau de bord ou que le signal qui y apparaissait n'était pas identifié.

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There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.

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Cisco has launched a contest and invited the world to give it great ideas. The winner gets to join Cisco and is funded to make the idea real. More specifically, “the winning team may have the opportunity to be hired by Cisco to found a new business unit and share a $250,000 signing bonus. Cisco may invest approximately $10 million over three years to staff, develop, and go to market with a new business based on your idea.”

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