Dan Keldsen's Library tagged innovation_management →  View Popular

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

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?

socialcomputingjournal.com/viewcolumn.cfm - Preview

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?

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

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

swoba woba innovation mindset past escape change_management innovation_management