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"To stay competitive, organizations need to continually find opportunities for innovation in key processes such as customer service and product development, and adoption of a new process almost always requires the implementation of new information technology. In his 1990 classic HBR article "Reengineering Work: Don't Automate, Obliterate," Michael Hammer argued that IT must drive radical process innovation.

Unfortunately, this creates two problems. First, as Hammer argued, these large investments in new IT systems tend to deliver disappointing results, largely because companies tend to use technology to mechanize old ways of doing business. That is, they leave the existing processes intact and use computers simply to speed them up, rather than redesign them from scratch. "

innovation process IT change changemanagement

"After a turbulent spell and a change in leadership the company decided to open up innovation to the community, initially through the Ambassador program created in 2005, allowing not only collaboration with customers but also suppliers that would enable Lego to churn out more advanced products. This modular approach was borrowed from the open source community and allowed manufacturers to design for the Lego ecosystem."

casestudies lego innovation openinnovation communities ambassadors customers

"Despite all the wonderful things in the second paragraph of his letter that Mr. Sheffer says about GE, Wall Street has had persistently negative view of the firm: GE’s share price has declined by 35 percent over the past ten years. GE is one of three firms in the list (along with Wal-Mart and Johnson & Johnson) that is doing markedly worse than the S&P 500, which is at +32 percent over the ten-year period.

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GE radicalmanagement casestudies marketvalue innovation outcomes ouputs creativeeconomy

"Kodak has recently declared bankruptcy. Usually, when this hits the news it is analyzed by the numbers people who, looking at five years’ worth of financial data, give their quantitative and financial explanation of the failure. More qualitative types will go back 10 years sometimes, and even go beyond finances to talk about strategy, CEOs, competition, and the like. Recent well-done Financial Times articles (here and here) go back even further for Kodak. And yet people still fail to see Kodak’s real problem."

casestudies kodak innovation culture change

"Innovation may be an organization's life blood, but still its success rate in most companies hovers at just 17%. Even innovation leader P&G succeeds less than 50% of the time.

What prevents companies from innovating better? One possibility is that managers don't really want their people to innovate, no matter what they say otherwise."

innovation management timemanagement

"An idea that is pervasive in corporations in both America and Europe and prevalent in business schools, management journals and textbooks is that the goal of a firm is to maximize shareholder value. It’s prevalent even though leads to unsound management practices. Jack Welch, considered by many to be a leading practitioner of the idea, recognized in 2009 that shareholder value is a result, not a strategy. Worst of all, maximizing shareholder value creates the risk of disruptive innovation."

value shareholders shareholdervalue profit innovation continuousinnovation management organization changemanagement casestudies salesforce

"An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. “CEOs told us they operate in a world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” "

management adaptability unpredictability complexity organizationaldesign organization creativity innovation services serviceeconomy

"Companies often make substantial efforts to innovate their processes and products to achieve revenue growth and to maintain or improve profit margins. Innovations to improve processes and products, however, are often expensive and time-consuming, requiring a considerable upfront investment in everything from research and development to specialized resources, new plants and equipment, and even entire new business units. Yet future returns on these investments are always uncertain. Hesitant to make such big bets, more companies now are turning toward business model innovation as an alternative or complement to product or process innovation. "

businessmodel innovation businessmodelinnovation value costsavings improvement competitiveadvantage

"Soyons clair, quand on parle ici d’entreprise 2.0 on parle bien de cette dernière dans ses trois dimensions : interne, externe et présence ce sur les médias sociaux. Voici la synthèse de différentes études qu’a fait Dion Hinchcliffe, du Dachis Group, au dernier Enterprise 2.0 summit qui s’est tenu à Paris en février."

enterprise2.0 benefits ROI expertslocation costreduction problemsolving innovation

Most writing (and oral presentations) on networked business today is about social networks – the interconnections and relationships between individuals within an organization and its various external constituents (e.g. suppliers, partners, customers). We read and hear much about ‘loose ties’ – weak relationships that form (and often dissolve) rapidly around a specific opportunity or problem. Many of us now understand the value of crowdsourcing – the act of reaching out to a large, usually meshed network to solicit members’ ideas that may help us solve a problem or address an opportunity.

innovation coordination coordinatednetworks networks

"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."

humanresources r&d innovation engagement employeesengagement retention risk motivation competencies talent talentmanagement

"By tapping into the knowledge and enthusiasm of thousands of longtime users of its products, Lego has been able to enhance its product offerings — without increasing long-term fixed costs."

communities lego casestudies collaboration customer innovation

"Part of the reason is simply a function of how difficult it is to do two things well at once — successfully managing the existing business and exploring a new direction. “Although many executives recognize the need to exploit current capabilities while developing new ones, few are very effective at managing this conflicting set of activities,” Johnson, Yip and Hensmans write. "

business businessmodel lego valuecreation innovation businessmodelinnovation

"Dans Au Delà Du Capitalisme, Peter Drucker offre une formidable synthèse de sa réflexion sur la société de la connaissance.

Dans cet ouvrage publié en 1993 (sous le titre original de Post Capitalist Society), le pape du management moderne propose un cheminement intellectuel passionnant, visionnaire et dont la pertinence semble être confirmée par le 21ème siècle.

#hypertextual étant drôlement sympa, ce blog vous en offre les 10 idées majeures :"

peterdrucker knowledge knowledgeworkers knowledgeeconomy innovation productivity

"The really hard part of managing in larger organizations is in managing the layers and competing forces. Often we forget to reinforce acceptable behaviours, we leave role structures lose and incomplete and we set deliverables in often ‘woolly’ ways. This just promotes uncertainly and it is not an adaptive organization in leaving this so open. These unnatural built-in tensions create this shearing effect. They grind against each other, like tectonic plates that force further disruption and upheaval."

organizations tensions activities outcomes innovation management ecosystems improvement

"Not surprisingly, a significant number of the innovators we met were Millennials, many of whom are cynical about large corporations. According to The Affluence Collaborative, 40% of Millennials want to launch their own business. From our point of view, the role model for this do-it-yourself (DIY) generation is not Bill Gates, Steve Jobs, or even Mark Zuckerberg, as you might expect, but could well be the fictional TV character MacGyver: the resourceful secret agent who was able to extricate himself from any predicament using a Swiss Army knife and duct tape. Like MacGyver, the resilient DIY generation believes in doing more with less. "

innovation management performance millenials DIY

"Très longtemps, nous avons opposé la valeur à la compétitivité prix, la différenciation par la qualité au "low cost". Les deux stratégies reposent pourtant sur une même exigence : innover pour proposer aux clients une offre de valeur supérieure."

competitiveness price value usage innovation

"I actually believe there are qualities or behaviors that are distinctly different from business-as-usual and that can help businesses extract value from social media behaviors and technology. To me, they are what define a social business (and, yes, I do mean a business aligned with social media-based behaviors not necessarily a more socially responsible company. This latter definition is important just not my particular focus for now.)

We are a social business. That means we practice what we preach to our clients. There are 5 key behaviors of a social business that we focus on. I would love to hear what others think: "

socialbusiness values collaboration innovation casestudies ogilvy behaviors agility adaptiveness customerrelationship bigdata informationoverload analytics

"We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. "

performance measurement metrics crm socialcrm profit pull KPIs innovation loyalty customerloyalty pareto costs costcutting

"Here are 5 keys that have helped USAA build a successful and long-lasting employee-led innovation culture."

USAA innovation culture casestudies collaboration rewards recognition