Innovation is an important part of staying competitive in any market, and most businesses would say it’s a high priority for their organization. When thought about abstractly, however, it’s hard to imagine how innovation [...]

The innovation process (as variable as it can be) has a seemingly basic format no matter what your goal is: once you understand the problem, you identify some solutions to test. Those tests often occur in some limited, proof-of-concept format and are then rolled out for large-scale adoption. However, while testing out some sort of pilot scenario seems like a logical next step, many organizations aren’t sure how to do this, and it’s especially true for nonprofits where resources can be limited and every dollar must be accounted for.

In an increasingly competitive, connected and globalized world, co-innovation and value co-creation have recently become the norm for all R&D projects from startups to large organizations. In fact, co-innovation is critical to the development and sustainability of organizations of all sizes and and all industries.

Climate efficiency is key for the future of everyone on this planet. With an issue of such magnitude, you may feel that individual actions cannot make a large impact. While your business by itself cannot solve global warming, the actions you take can inspire others and can have a much bigger impact than you may realize.

Do your employees feel confident at work right now? Or are you worried that the Great Resignation may impact your company? Take these steps to make sure that your focus on innovation is the reason employees stay, and not the reason they leave. 

Avoid these four communications landmines as you navigate the stages of innovation.

Too often, leaders label projects as successes or failures based on budget and schedule expectations. Although time and cost are critical factors, they ignore whether the project delivered the expected benefits.

Avoid these four communications landmines as you navigate the stages of innovation.

Established firms’ strategies remain characterized by the inability to master---some will say even comprehend---the economics of choosing. It is particularly surfacing unresolved relationships between [1] technical-technological, [2] economic and [3] social combinations taking place within established firms e.g. manufactured product.