Joelle Nebbe-Mornod's Library tagged innovation →  View Popular, Search in Google

"While the reality of this responsibility sinks in, the Four Principles are explained. What seemed strange when you read the posters earlier, now seems to make a lot of sense. "Whoever comes is the right people" acknowledges that the only people really qualified or able to do great work on any issue are those who really care, and freely choose to be involved. "Whenever it starts is the right time" recognizes that spirit and creativity don't run on the clock, so while we're here, we'll all keep a vigilant watch for great ideas and new insights, which can happen at anytime. "Whatever happens is the only thing that could have" allows everyone to let go of the could haves, would haves and should haves, so that we can give our full attention to the reality of what is happening, is working, and is possible right now. And finally, "When it's over, it's over" acknowledges that you never know just how long it'll take to deal with a given issue, and reminds us that getting the work done is more important than sticking to an arbitrary schedule. Taken together, these principles say "work hard, pay attention, but be prepared to be surprised!"

The one law is The Law of Two Feet, or in some cases, The Law of Personal Mobility. It says simply that you, and only you, know where you can learn and contribute the most to the work that must take place today. It demands that you use your two feet to go where you need to go and do what you need to do. If at any time today, you find that you are not learning or contributing, you have the right and the responsibility to move... find another breakout session, visit the food table, take a walk in the sunshine, make a phone call -- but DO NOT waste time."

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Where this article gets it very, very wrong is in the implication that being user-centered, talking to users, or understanding them at a deep level is not important or even antithetical to creating a game-changing product. Apple and Ikea are held up as the prime example of this. But both of these companies make products for consumers. Their target market is not too dissimilar from the designers themselves. They can get away with not talking to users because they already understand them at a deep level.

But what if you're designing a product for a user very different from yourself? What if your user is a heart surgeon? An architect? An investment banker? In these situations designers can't draw on their own personal experience for inspiration, and shouldn't. (Though honestly it might be funny to see Apple's take on a heart surgery interface.) As I talked about in my blog post on expertise, you can't use your brain to design for a very different brain.

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in list: Semantic Web

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in list: agile project and team management

I love that entrenched, successful players continue to miss disruptive opportunities. Entrenched players have so many advantages in terms of capital and brand. Disruptive technology levels the playing field, giving promise to the words in the Declaration

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This Idea Management Resource Center will help you to learn more about idea management -- what it is, how it can benefit your company, and the amazing new idea management systems that can help your organization to cost-effectively leverage the creative id

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The most popular post I've written to date is a review of prediction market software. Today's post is going to be the same, but for idea/innovation software (henceforth referred to as innovation software).\n\nTrying to even find and identify all the diffe

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It is clear when examining Spigit that significant effort has gone into designing an experience tailored to idea management. It is quite detailed in the intricacies of facilitating an idea marketplace. This is not something the usual enterprise could or w

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InnovationSpigit 2.0 uses game-theory reputation and ranking, currency and asset management, trading markets and incentive and rewards platforms to encourage participation among employees. For executives, InnovationSpigit uses algorithms to separate raw d

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The problems with Google's start-up purchases strikes at the core of Google's innovation shortcomings. First, many of the best new web ideas in the last few years have come from start-ups - not from Google, so it has to buy up little companies to keep th

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Gary spoke about how the biggest thing that may limit organizational success most going forward is our organization's ability to evolve their management models. But an even biggr handicap to future success may be the fact that our management models were n

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Social Innovation Camp brings together ideas, people and digital tools to build web-based solutions to social problems – from hacking together some software to working out how you'd sustain an idea - all in just 48 hours.

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We all, for the most part, start out as wide eyed kindergartners full of verve and creativity, and over time the scholastic system teaches us to succeed by giving the right answers and coloring within the lines. Just wait, we tell ourselves, until I get that first job. Then I'll make my mark. Many people who enter the workforce have dreams of creating an interesting new product or service. I suspect many of the best ideas in companies come from employees who have been with the firm less than ten years, because over time many of us find our will being shaped and formed by corporate culture. It's inevitable, then, as we climb the corporate ladder and risks gets magnified that we'll embrace less risk, less change and less uncertainty. We may "encourage" that behavior in others but executives and managers for the most part refrain from innovation, as it is too disruptive to the short term goals of the company. Further, as we get further and further from our innovation days, our knowledge, tools and interactions with customers gets fuzzier and fuzzier. While we all argue that innovation "must be supported from the top" many executives haven't innovated in years and may be unfamiliar with the needs and challenges of the market. Years of incremental change have left them unaware of the needs and challenges in the market.

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in list: motivation

Generally speaking, more expansive questions are better starting points for innovation than overly specific questions. Questions that start with markets and customers are better than questions that start with capabilities and competitors. Don’t ignore competitors and capabilities, of course. But prematurely narrowing your innovation focus makes it incredibly difficult to come up with something truly innovative.

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In the clever organization, benevolence is balanced with discipline. Clever people are most productive when they're given boundaries. As much as they need autonomy, they also need structure. Creating the right sort of space--large enough to allow clevers to express themselves, but also with systems and structures to help them focus their efforts--is vital. One without the other is dangerous and ultimately unproductive.

Cleverness thrives in response to real-world challenges with real-world constraints. This is exemplified by the careers of the world-renowned consulting engineers Ove Arup & Partners. They responded to the peculiarities of their assignments by producing the Beijing cube swimming pool and the Sydney Opera House.

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