Hutch Carpenter's Library tagged innovation →  View Popular

Other disciplines, I'm sure, do one or more of these at any given time. But I think it's the combination of these that people mean--or should mean--when using the phrase "design thinking."

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design-thinking innovation

The problem, says Martin, author of a new book, The Design of Business: Why Design Thinking is the Next Competitive Advantage, is that corporations have pushed analytical thinking so far that it's unproductive. "No idea in the world has been proved in advance with inductive or deductive reasoning," he says.

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design-thinking innovation inductive deductive reasoning

Design thinking offers tools for exploring new markets and opportunities; Six Sigma skills can be applied to improve existing products. Companies that adhere strictly to one or the other risk failure. “The practices that make for success at one time can trap firms and contribute to their downfall at a later time,” says Bob Cole, a quality expert and professor emeritus at the Haas School of Business at the University of California, Berkeley.

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sixsigma design-thinking innovation management

I don’t think that anymore. Having spent more time studying companies like Toyota I have realized that high quality (the goal of Six Sigma) is a great platform for new ideas (the goal of design thinking). Similarly, as Chuck Jones implies, Six Sigma can help new ideas get better faster. Having been involved in several first mover products at IDEO I can attest to the fact that very rarely is that first iteration the best possible product in terms of quality or functionality.

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innovation ideas sixsigma design-thinking

RE Enterprise Innovation: yes. but carefully. so often innovation goes the way of the concept car. really cool at the Show, but the production model sort of looks like all the other models. problem is, that so much impactful innovation is lost by corporate execs either hedging, or generally softening the edges of everything new that comes along. Quite often that yields high volumes of marginal In-faux-vation. "Innovation" is a required word for Execs to speak, but almost no companies have a cultural of innovation such that True Innovation can come to light, be executed, and then leveraged. Real Innovation is very scary stuff to an Exec with alot to lose. Infauxvation has almost as much buzz value, and a fraction of the risk. Manage your Career, or Manage Innovation. Every Exec;s choice to make.

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enterprise innovation management

According to a study by PricewaterhouseCoopers, almost half (45%) of lucrative ideas--whether breakthrough products or services, new uses for old ones, or ways to cut costs--come from employees. (Customers, suppliers, and competitors contribute the other half.)

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employees innovation management ideas brainstorming

Today, the Japan Railways (JR) East, the largest rail carrier in the world, continues to benefit from listening to their employees. For example, this rail carrier was cutting tunnels through Mount Tanigawa for a new bullet-train route. They hit water that caused problems for the construction efforts. The engineers developed plans to drain the water away. Construction crews started drinking the water and sharing how good the water tasted. A maintenance worker submitted a suggestion that the organization start bottling and marketing the water as premium mineral water.

His idea was accepted and the water now appears on the market under the brand name Oshimizu. The rail carrier has now installed vending machines in every one of its thousand stations and their advertisements emphasize the purity of the water that percolates through the snow-capped mountains picking up healthful amounts of minerals. The JR East Rail Company water is so popular that they now have entered the home delivery service of the water. Water sales recently exceeded $47M (Robinson & Stern, 1998). The idea came from a maintenance crew worker.

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ideas innovation managament japan bottled water employees

I was a corporate innovator and, for me, it always started with a question. “Why are we manually entering all that information from system A into system B?” or “Why are we running this entire multi-billion business on a spreadsheet?” I wasn’t the only person to notice these things– what made me an “innovator” was that I was willing to arm wrestle the organization until I landed the solution. But this is not a foundation for a successful business execution culture. Companies need a way to nurture and develop the ideas that have legs. Spigit has figured out integrating game mechanics into social networking can help companies like AT&T, MedPlus and Pfizer lower the innovation barrier and create a garden of innovation, instead of a wresting match.

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spigit innovation management

Series of drawings, depicting different ways ideas suffer internally.

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innovation management ideas

Actually failure to all four stages is why I often make the observation that innovation programmes with their own large budgets usually fail. They don’t have to go through the rigour before they get to spend money, so invariably they spend money on the wrong things. Consequently, they also fail to get predictable in their returns quickly enough. Usually, at least in banking, you have 18 months to do that before your programme is killed off.

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innovation management lean banking

Empirical studies of innovation have found that end users frequently develop important product and process innovations. Defying conventional wisdom on the negative effects of uncompensated spillovers, innovative users also often openly reveal their innovations to competing users and to manufacturers. Rival users are thus in a position to reproduce the innovation in-house and benefit from using it, and manufacturers are in a position to refine the innovation and sell it to all users, including competitors of the user revealing its innovation. In this paper we explore the incentives that users might have to freely reveal their proprietary innovations. We then develop a game-theoretic model to explore the effect of these incentives on users’ decisions to reveal or hide their proprietary information. We find that, under realistic parameter constellations, free revealing pays. We conclude by discussing some implications of our findings.

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innovation open enterprise20

Instead of keeping these snowboard routines hidden from judges until the Olympics, he's actually been showcasing them to judges (and, by extension, to competitors). The reason? If judges see the snowboard tricks in action without knowing more about their technical difficulty, they are more likely to mark them lower

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olympics snowboarding innovation management

We then did some advanced brainstorming using SCAMPER and ‘What if….?’ methods. It worked well. The extrovert group were lively and active with plenty of strong personalities and good ideas. The introvert group was a little quieter but came up with ideas that were at least as good and possibly more radical than the extroverts. In the analysis and feedback session the introverts said that they preferred the arrangement because they were not dominated by noisy extroverts. So it was an interesting experiment that seemed to work.

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brainstorming extroverts introverts innovation ideas

Everyone talks about the need for innovation these days, but they especially talk about why businesses are so bad at it. Procter & Gamble recently reduced the washing power of Tide, labeled the new version "Basic," and trumpeted it as an innovation. If that's the best we can do, no wonder there's such concern. A recent report from the Doblin Group claims that 96% of innovation resources are focused on incremental improvements. The best-selling book Blue Ocean Strategy claims that only 14% of innovations are "radical," and that those few radical innovations produce 61% of profits.

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innovation disruptive incremental management

Siemens Automation and Drives. There are no forms and no paperwork. The intranet application has just four screens – entering the idea, evaluating, accepting or rejecting and implementing. Every manager acts as an evaluator. Payments are made in the form of vouchers to a value of around $80 on acceptance of the idea. They have found that small rewards and recognition on acceptance are a better incentive than larger rewards delayed until implementation.

Another interesting aspect of the Siemens scheme is that they publish league tables of ideas implemented by department with awards for the most successful departments. Managers are incentivised to accept and implement ideas.

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siemens innovation idea management incentives

There's really no shortage of creativity or of creative people in business institutions. Brainstorming sessions are, indeed, exciting, liberating and valuable.

Almost anybody can produce good ideas in an encouraging environment. The scarce people are those who have the experience, know-how and staying power to assemble, organize and coordinate all the elements required to produce innovation.

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According to experts at The Boston Consulting Group (BCG) and Wharton faculty, lean and innovation can indeed complement each other, and it's about time they came together. Lean brings structure and predictability to innovation, and sharpens the distinction between idea generation and the development process, they say. Both share a common goal: to meet customer needs in a cost-effective manner. And lean can help empower researchers and reduce uncertainty in the innovation process itself.

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innovation wharton bcg lean

BOSTON, Nov. 10, 2009 - Invention Machine, a leading provider of innovation software, today announced the expansion of its reseller program to meet the growing demand for Invention Machine Goldfire by small and midsize manufacturers. The company is offering its innovation software to small and medium businesses (SMBs) through its reseller channel. New resellers that have joined Invention Machine’s global roster to specifically help SMBs accelerate and sustain product innovation include Alignex, Boundary Systems, BRT Solutions, Designfusion and NovaQuest.

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innovation management smb inventionmachine

My personal recommendation, when engaging in the ideation process and the development of an idea, especially when using idea management software, is that a core requirement of collaborating require that for every flawed aspect of an idea that is pointed out, a positive one is too. The positive one can address a separate aspect of the idea, or perhaps propose a way of mitigating the identified flaw. This helps keep the balance equal or in favor of the positive aspects, but also opens the opportunity to constructively address the flaws.

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idea refinement community collaboration innovation management

Failure, Johansson maintains, seems a necessary element in eventual innovative success. Not even the most creative geniuses succeed on their first and every effort, and an environment intended to encourage innovation should be prepared to reward creative failure as a necessary cost. He admits that rewarding failure is not an easy practice to explain to a manager and offers an explanation and some tactical suggestions. In fact, he cites a couple of studies that suggest that offering explicit Skinnerian rewards for success may dampen creativity. Other behaviors he sees as contributing to successful creativity include breaking away from the network of associates and ties that link one to directional pursuits, taking risks, and confronting fear — especially the fear of failure.

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innovation management diversity ideas rewards failure