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A Day with Gary Hamel
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 not built to manage innovation but precision, stability, discipline, and reliability
Innosight: The Power of 'Starting' Questions
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.
The Odd Clever People Every Organization Needs - Forbes.com
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.
When Open Innovation Becomes A Gimmick: Lessons From Campbell Soup Company | Stefan Lindegaard: Leadership+Innovation
Let me start out by saying that it is purely accidental that I am lashing out at Campbell Soup Company in this blog post. It could have been several other companies as Campbell has not really done things that have not been done at other companies that set up programs to accept innovative ideas from external sources. While their intentions may be good, their execution is so poor that I can’t imagine they’ll have much success at this attempt at open innovation.
The Future of Google: Golden City of Innovation or Corporate Black Hole?
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
Mercury's Blog » Blog Archive » A review of idea and innovation software
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
InnovationTools - Idea Management Resource Center
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
Key Points Around Spigit's Idea Marketplace Offering
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
Exploring Differences between Inventors, Champions, Implementers and Innovators in Creating and Developing New Products in Large, Mature Firms
This exploratory research investigates nine individuals participating as specialists in different phases of the invention and new product development (NPD) process in one organization. In-depth interviews were conducted with these individuals, as well as with 17 of their managers and co-workers, adding an external perspective about them. These nine individuals participated in four different divisions of labour in the innovation process: inventors who focus on scientific and technical invention prior to concept development, champions who are most adept at selling acceptance of projects into the organization, implementers who focus on facilitating the project through the firm's formal development process, and innovators who operate across all three phases of invention, acceptance and implementation. The research finds differences in personality, perspective, knowledge base, motivation, and attitude toward politics that seem to be associated with these different specialist types. These differences lead to implications for the types of projects for which they might best be suited, as well as for how they might best be managed.
Spigit Launches New Version Of Idea Generation Innovation Software
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
Phanfare Blog: Andrew Erlichson » Underdogs drive innovation
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
Irving Wladawsky-Berger: Some Thoughts on Multidisciplinary Innovation
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A mismatch thus exists between the way companies are organized for the effective operations of their current offerings, and the emerging needs of their customers and the marketplace in general. The situation is not much different in universities, where a similar mismatch exists between legacy disciplines and organizational structure, on the one hand, and the changing nature of knowledge and the talent required to address the world’s emerging, multidisciplinary infrastructure, economic and societal problems.
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