Why Bother? The Value of Training Your Employees Around Innovation
Many successful innovation programs are extending their offerings to include training efforts for employees around the skills of innovation. This whitepaper (the first in a series of four) examines the benefits of such an approach for companies, innovation program leaders, and the employees who participate.
推动创新的企业风险投资：如何掌握治理和文化挑战
企业风险投资成为大公司补充内部驱动创新活动的重要工具。然而，成为一个企业风险投资的高级参与者需要树立治理的原则以及创建不太容易融入现有企业环境的文化动力。本文中详细讨论了这些挑战，并给出了解决方法的建议。
Pushing the Boundaries – Part 1: Understanding the Different “Faces” of Open Innovation
The MOOI-forum is in its 4th month now, focusing on Human Resources Management and Open Innovation as monthly theme. Every month, great discussions emerge on the forum. One topic that came back each month but remained somewhat in the background is what we could label “the different faces of open innovation”.
通过组织二元化平衡创新 — 第2部分
在创新-3网站弗兰克·马特斯和综合创新专家拉尔夫·克里斯蒂安先生的三篇系列文章的第一篇文章中，他们说明了为什么成功的公司需要平衡激进式创新和渐进式创新。他们介绍了组织二元化的概念，来同时进行适当的探索和开发，这两种方式背后代表了激进式和渐进式创新。第二部分展示了一些最佳实践的案例，展示了最具创新性的企业是如何建立二元化组织的。
Mind the Gap! 5 Tips on How to Align Your Boss’ Perception of Innovation Maturity with Reality
The Fourth Product Portfolio Management Benchmark Study identified challenges organizations face in speeding innovation to bring products to market. The biggest disconnect appears between middle management and executives as to where the organization is with their innovation maturity. Bridging this gap may be the most important thing you do to improve ROI.
New Readiness Assessment Tool from EY to Improve Innovation Capabilities
How does the new Readiness Assessment Tool help to generate more and better innovation, as well as faster and cheaper innovations that bring revenues? Apply the assessment tool to your own company to create a common understanding of what holistic innovation management means, to structure, analyze, and measure the innovation potential of your firm, identify areas of improvement, and ultimately to design and implement recommendations tailored to the unique position of the firm.
跨国公司海外子公司的创新领导 — 第三部分
不断变化的全球经济给跨国公司子公司领导人带来了特殊的挑战。历史经验表明，创新是生存的关键。本系列文章将探讨这一挑战，并提供子公司领导人一种方法来确定和执行创新策略，以维持当地的业务，并为公司创造附加值。它看起来也可以帮助企业管理者从全球子公司那里带来更多的创新。
The Future of Medtech – Applying the Power of Innovation
The share of profits from new products is particularly high in medtech compared to other industries; and Arthur D. Little’s recent global Innovation Excellence study demonstrates that a high performance innovation system generates significant and quantifiable effects on profitability and accelerated time to market for new product development. This viewpoint outlines the future of the medtech industry and its opportunities as well as how to address the challenges through implementation of a well-designed Innovation Management System.
Measuring Open Innovation – a Metrics-Based Management Toolkit for Successful Innovation Teams – Part 2
How to apply metrics to open innovation (OI)? That's the question we often get from our clients when they start to develop their open innovation capabilities. In order to provide an answer to this critical question, the following article will focus on the key findings of our Open Innovation KPI 2012 study. Based on this study, a metrics-based management toolkit has been developed, which provides the most relevant key performance indicators from the perspective of innovation managers, subject matter experts, and consultants.
Placing Time on Your Side for Collaborative Innovation
Time represents the persistent, substantive constraint to being effective within an organization. Can you have a moment of a sponsor’s time to share the benefits of collaborative innovation? Does the sponsor and challenge team perceive you as respecting their time once you persuade them to pursue the practice with you?
跨国公司海外子公司的创新领导 — 第二部分
不断变化的全球经济给跨国公司子公司领导人带来了特殊的挑战。历史经验表明，创新是生存的关键。本系列文章将探讨这一挑战，并提供子公司领导人一种方法来确定和执行创新策略，以维持当地的业务，并为公司创造附加值。它看起来也可以帮助企业管理者从全球子公司那里带来更多的创新。
Balancing Innovation via Organizational Ambidexterity – Part 3
The optimal balancing of radical and incremental innovation is becoming a Key Success Factor in many industries. Organizational ambidexterity is the approach to achieve this. With a best-in-class ambidextrous set-up, firms can become innovation leader.
跨国公司海外子公司的创新领导 — 第一部分
不断变化的全球经济给跨国公司子公司领导人带来了特殊的挑战。历史经验表明，创新是生存的关键。本系列文章将探讨这一挑战，并提供子公司领导人一种方法来确定和执行创新策略，以维持当地的业务，并为公司创造附加值。它看起来也可以帮助企业管理者从全球子公司那里带来更多的创新。
How to Do Business Model Innovation for the Established Firm
This article provides a systematic framework for helping executives of large, established organizations identify opportunities for business model innovation and organize themselves to pursue these opportunities. While also applicable to start-ups, this article focuses primarily on how to define, challenge, and revamp the business model of an existing business or organization.
The Industrial Menopause and What to Do About It
It seems to be more or less a fact that the more mature a company is, the harder it is to produce something totally new that deviates substantially to what has been done earlier. In order to understand this phenomenon better Bengt Järrehult makes a comparison between human and industrial life, trying to elucidate the similarities and differences between the 2 worlds.
The Dirty Maple Flooring Company Enters the Digital Age: Part 13
Part thirteen of the series finds our leader Charlie Bangbang at a crossroads. The Idea Mill Program for Collaborative Innovation has gone well. The Dirty Maple Flooring Company has already seen—or has perhaps felt—at this early date the effects of positive change, as people begin to express their potential for leadership in new and compelling ways. What possibilities are worth pursuing now?
Developing Your Innovation Competency – A Three Stage Model
In this live IM Channel One Roundtable Discussion, hosted by HYPE Innovation, the panel discusses a new innovation maturity model that helps to understand how innovation evolves inside organizations. Based on detailed interviews with seasoned innovation professionals, the experts share insights on how to mature your innovation efforts over time. They also provide important information on new methodologies to help you adapt to an environment where the pace of change continues to accelerate.
Top 10 Eureka Moments: Shower, Sleep and Drive
Looking for new solutions, we brainstorm a lot. Getting together to generate new ideas for urgent challenges. And when it's done professionally we even get a lot of ideas. But are they our best ones? That's the question. Brainstorming is under a lot of criticism these days. Is this tool giving us the best ideas possible? Do we do it the right way?
The Role of Top Management in Open Innovation
Implementing open innovation requires a shift in mindset and a change in culture. It requires individuals to be open for external ideas and to share knowledge. This is not the way innovation is managed traditionally. For individuals to behave in a way that fosters open innovation, support from the top management seems to be crucial. Is this really the case? Or are top executives too far away from the action when it comes to innovation and open innovation?
The Dirty Maple Flooring Company Enters the Digital Age: Part 12
Part twelve of the series finds the Idea Mill Program for collaborative innovation bearing fruit in authentic, unexpected ways. Do we have the courage to nurture the right environment in the knowledge—the faith—that good outcomes will result? That people will see the chance to realize their potential for leadership, and take it? Lastly, is it wise, ever, to order the vegetarian special menu for lunch at the local watering hole that features scenes from the hunt on its walls?
Innovation Support in Latin America and Europe: Theory, Practice and Policy in Innovation and Innovation Systems
This book analyzes innovation within the setting of Latin America,which is one of the most dynamic business regions in the world. The objective throughout the book is to narrow down different innovation definitions, explore the need for training innovation professionals, elaborate strategies and enunciate best practices for ensuring its delivery, and review innovation and knowledge transfer projects.
Informing Innovation Planning through Product Line Roadmapping
Innovation is about moving an organization forward. But many companies are trying to get there without an execution plan; without any way to assess the how, why, where, what and when, and to adjust when the unexpected comes along (as it always does). Those involved with innovation planning are increasingly understanding that the answers are found in product line roadmapping – a critical front-end process that has finally come of age.
The Role of Top-Down Management in Enterprise Innovation
Running a successful enterprise innovation management program can be a challenging mission. Multiple factors have to be considered,each of which affect potential outcomes. One key aspect is the level of support an innovation program receives from an organization’s management. Connecting the needs of top-down management with the strategy and architecture of an innovation program will always lead to greater levels of success.
管理创新实践 — 高层管理人员的作用
高层管理人员在现有的公司的创新治理责任中起到什么作用？在这篇文章中（五篇文章中的最后一篇），让·菲利普·德尚教授定义了组织和创新动员必不可少的六个领域。他们将创造在组织内开展和持续创新的条件，因此高层管理团队被赋予了首要的创新治理的职责。