Dan Keldsen's Library tagged innovation_management →  View Popular, Search in Google

napkinlabs innovation innovation_management

I met Geoff at the Front End of Innovation in 2009, when we were speaking on the same track at the event. Sharp guy, and he's definitely going places (such as the new position he accepted with Seek). Nice wrap-up and examination of the major players in the idea management and innovation management space.

innovation innovation_management idea_management tools geoff_zoeckler

Another example of "beyond microblogging" - streams, realtime, archive, etc.. Status is just one component.

"Koninklijke Philips Electronics N.V., most commonly known as Philips, is a multinational Dutch corporation with 116,000 global employees. In April, 2010, Philips launched Connect Us —an innovative social community that unites tens of thousands of employees across the globe. Philips represents a commitment to innovation in Health and Well-Being for its customers and its employees, and Connect Us will live at the center of this commitment as a place for sharing ideas and improving up on practices to help make this a reality.

Learn more about Philips and its goals, plans and strategy for launching a global employee community below. "

socialcast philips innovation innovation_management

Incredibly brief clips of my presentation on Innovation Management, along with my other colleagues at Swissnex's Corporate Innovation Day. Great content - very enjoyable group.

dan_keldsen swissnex innovation innovation_management information_architected cambridge boston

"What are the new approaches to Innovation in the areas of Design, Material Technologies, and Disruptive Technologies? What is the best way to make your corporate environment innovation-friendly? What can you learn from a start up innovation model?

To prosper under the difficult and always more competitive economic climate, big corporations need to consider the above questions.



The 2nd Boston Corporate Innovation Forum organized by swissnex Boston along with the Swedish and the Swiss American Chambers of Commerce on April 14 aimed to highlight the most recent trends in Innovation both from an Academic and Industrial perspective. The one-day seminar designed for professionals responsible for innovation within big companies gathered professors, managers, consultants and designers around four different topics:


Industrial Design driving Innovation:

Sebastian Fixson, Assistant Professor of Technology and Operations Management, Babson College.See his presentation

Harry West, CEO, Continuum.See his presentation


Organizing for Innovation (Teams, Culture and Process):

Jay Rao, Professor of Technology and Innovation, Babson College.See his presentation

Dan Keldsen, Principal, InformationArchitected.See his presentation



Materials Technologies Enabling Innovations:

Francesco Stellaci, Professor of Materials Science and Engineering, MIT.See his presentation

Per Baverstam, President, Baverstam Associates.See his presentation


Disruptive Technologies Driving Innovations:

Howard Anderson, William Porter Distinguished Lecturer, Behavioral Policy Science, MIT Sloan School of Management.See his presentation

Robyn Bolton, Manager, Innosight.See her presentation"

boston cambridge innovation swissnex dan_keldsen information_architected innovation_management

My article "Assessing and Building Innovation Strengths" was chosen as an "Innovation Perspective" on Braden Kelley's "Blogging Innovation" site...

"In the absence of explicit top-level innovation support, how can you go from an "innovating army of one" (always useful, but frequently not sufficient), to building out innovation teams? And not just collections of people who want to innovate, but who are the best people for any particular challenge/problem that you are looking to overcome?"

strengths assessing dan_keldsen information_architected innovation innovation_management blogging_innovation

Interesting discussion posted by Tim O'Reilly - I responded in the comments. Clearly, there's a lot of confusion about innovation in general, and how to measure whether it's gone up or down, even within a single company, let alone across comparative companies.

We did some research on the management practice of innovation in Q4 2009 - view the webinar at:
Innovation needs to be defined within context. Innovation for a government agency is much difference from innovation in a publicly held company, vs. a non-profit, vs. a 10-person software startup vs. a hospital, etc..

Comparing innovation levels across disparate contexts is, well, ridiculous. There is no "innovation thermometer" that allows for direct comparisons. Innovation is in the context of whatever you decide it to be - product-oriented, cost reduction-oriented, service-oriented, revenue-oriented, etc.. Raw patent #s don't mean much of anything - look how many patents are filed that don't actually result in a real impact in the world. Defensive patents aside, many patents are just ideas that made it to the patent office first, not necessarily good nor "innovative" per se.

For those who don't believe innovation can or should be measured, it's safe to say that you aren't doing innovation, no matter how innovation might be defined. In my experience (having covered the idea management and innovation management space for 6 years), you need to measure and encourage both small i innovations (improvements, of the like that Toyoyta [normally] are famous for), and BIG I INNOVATIONS (what most people would call innovation - or disruptive innovations for Clay Christensen fans) and put SOME stake in the ground to see what level of innovation you had when you started caring about innovation, if those measures change from a raw #s perspective, but, importantly, what the outcomes of those innovation experiments DO for your business.

If you simply want "more innovation" - you'll either get nothing, or a lot of undifferentiated STUFF, with the odd useful idea/innovation

innovation analytics measurement tim_oreilly ari_shahdadi brad_burnham innovation_management

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

innovation innovation_management open_innovation henry_chesbrough presentations video

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. "

lego innovation ADage advertising_age marketing operational_excellence innovation_management listening

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."

innovation innovation_management material_connexion MEDIUM materials design fabrication FASTcompany

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/

innovation_management innovation CNN Insead Harvard HBR harvard_business_review creativity apple

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. "

innovation_management businessweek china innovation

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

information_architected dan_keldsen resistance innovation carl_frappaolo innovation_management

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"

openinnovation open_innovation innovation innovation_management general_mills casestudy

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.

agile michael_schage prototyping risk_management innovation_management

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?

sam_lawrence dan_keldsen gobigalways innovation innovation_management social_media

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?

innovation innovation_management incentives emergency crisis psychology teams

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 woba innovation mindset past escape change_management innovation_management