New Book from Stanford Professors on Scaling Up Excellence
Stanford University Professors Hayagreeva (Huggy) Rao and Bob Sutton are addressing the “problem of more” in business with their new book, Scaling up Excellence: Getting to More Without Settling for Less. Together, They unpack the principles that help to cascade excellence throughout an organization, as well as provide strategy on eliminating destructive beliefs and behaviors that will hold them back.
Two Ingredients for Pursuing Externally Focused Innovation
Organizations increasingly seek new forms of innovation—and, for themselves, transformation—by engaging in co-creation with the suppliers, clients, and consumers that comprise their value streams. What insights might be gained from organizations that have begun to realize their potential for leadership by embracing openness as a core element of their charter? In this article innovation architect Doug Collins reflects on the progress that the Beijing Genomics Institute (B.G.I.) has made on this front. What lessons does B.G.I. have to teach organizations that decide to paddle with the Digital Age currents as opposed to against them?
Measure the Maturity of Your Idea-to-Launch Process
We know that innovation capability is a critical driver of strategic growth targets. We also know that innovation success is not a one-time occurrence, but the result of an organization’s ability to conceive, develop and commercialize new products and services on a sustainable basis. In this article Dr. Scott J. Edgett discusses a model for measuring if your organization has a mature innovation process with well-internalized innovation capabilities.
让你的创新投资获得更好的回报
在亚瑟·D·里特机构（以下简称ADL）最近针对全球创新卓越案例研究中发现，有确切证据表明，在大量行业的创新实践中，顶层的创新管理者和其他人是分离的。研究聚焦于创新成功（根据创新的影响）与创新绩效之间的关系，它基于一个全面的框架将创新活动分解成不同的区域，并着眼于采纳其中每一个的最佳做法 — 这是一个可用的在线工具包。该工具包很容易访问，并参考同行的创新绩效提供了有价值的反馈意见，包括改进的机会。
做出正确的创意投资选择 — 规模化评估创意
创新软件提供商HYPE公司提供了一个系列的五篇文章，以帮助创新参与者和新的创新协作企业了解如何建立一个成功的和可持续的方案。我们在本系列文章前几篇涵盖的主题包括：软件平台在企业创新中的好处、内部沟通、提高参与和运营协作等。在这篇文章中，我们将分享一些如何评估作为企业规划一部分的大量的创意的见解。
Seven Steps to Creating a Successful Innovation Framework
Heidi Hattendorf, director of Innovation Development, Motorola Solutions takes a deep dive into how you can create an innovation framework at your company that will positively impact your business results and culture. The article describes seven steps that will help you implement an “inside out” approach to innovation at your company.
开放式创新能产生更快的增长吗？
最近一项来自英国创新研究中心的研究对企业如何利用开放式创新开展了检验。该报告对公司的创新风格作出了发人深省的比较。它表明那些开展开放式创新无论是在给予创意还是接受创意方面都很活跃的公司，实现了更高的创新率和收入增长。
Innovation Every Day: Welcome to the New Normal and Learn from the Best
For today’s businesses, innovation isn’t just about having a team focused on building a new product or service. It’s a way of thinking and acting that leaders in every department must now incorporate into every day work life. Innovator’s Accelerator is an online learning experience created by the world’s premier innovation experts to help leaders take on the new normal.
IDC公司富有吸引力的协同创新计划介绍
追求协同创新的人们挣扎于如何最好地描述他们与同事以及大型社区开展的实践。如何最好地描绘出能够鼓励他人从事构思创意的一幅令人信服的愿景？在这篇文章中，创新设计师道格·科林斯描绘了一个虚构的组织“策划设计公司”（简称IDC）高级实践领导人的沟通方式。
The Dirty Maple Flooring Company Enters the Digital Age: Part 11
Part eleven of the series finds challenge participant Carlos Gutierrez embracing his role in the global economy. How might the practice of collaborative innovation help people find their way forward in the Digital Age? How might the practice give people a voice?
开放式创新 — 西门子的一个集成工具
“如果开放式创新没有被看作一个长期的能力建设活动，那么它将会失败。”在这次采访中，西门子公司技术部门的开放式创新和业务探索主管托马斯·兰克洛分享了一些他的经验，以及西门子如何在开放式创新方面发生的演变。托马斯曾亲自参与了许多西门子的创新方案，他还详细阐述了一些强烈影响项目结果和质量的成功的关键因素。
在头脑风暴中沉默以取得较好的成果
头脑风暴的有效性受到质疑。他们中的很多都是在使用错误的方法。在这篇文章中，基杰斯·凡·伍尔芬建议你在在头脑风暴中保持沉默以取得更好的效果。
The Value of De-Risking Lies In the Process
Mitigating the high failure rate associated with entrepreneurial endeavour is something that concerns investors as well as potential entrepreneurs - “do I risk myself?” is a lurking question many ask of themselves or the person putting money on the table.
开放和协作创新的十个前景和趋势
在过去的5年中，开放式创新在定义和实施方面已经获得很大发展。相比提出更多的定义或描述一个特定的方式来参与它，这里是一组基于我参与的大量项目和组织需要的演变来预测的趋势，这些组织是大型企业、中小型企业或公共服务机构。
Tips For Quicker And More Innovative Analogies
In this article Dr. Stephen Sweid is sharing a few secrets of the analogy method that has been refined throughout the years. Suggested techniques render this method more user friendly, but also allow it to generate WOW type new ideas that are more compatible (for integration) and that work in the real world, e.g. in the market.
Bold Innovation in Mature Markets: The Five Vectors
Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.
The Dirty Maple Flooring Company Enters the Digital Age: Part 10
Part ten of the series finds challenge team members Ivete Monte and Carlos Suerte comparing notes. How has the first collaborative innovation challenge from the Idea Mill Program been received in their respective regions? What reservations does each have?
Implementing Open Innovation – Making It Stick
Open Innovation is becoming an essential part of an enterprise innovation strategy. Yet, so often, companies focus on getting a narrow set of tactical activities going without thinking through the strategic and organizational issues necessary to enable those activities to have the intended impact. This brief article covers a few of the implementation challenges faced by companies seeking to establish successful Open Innovation programs.
2013年要做好面对严峻的投资组合决策的准备
如果你管理一个产品组合，在2013年，它有可能让你作出艰难的决定。你将如何做出权衡，砍掉表现不佳的产品并投资新的项目？你有足够的数据来做出正确的决策吗？虽然这些都不是简单的问题，通过以下三个建议你可以得到很大帮助，获得正确的答案。
你真的在创新吗？五个标志可能表明你在伪造创新
本文通过创新反射镜挑战那些看起来外表很诚实的公司，确定他们是真正在创新或者只是在当他们把新产品和服务推向市场的时候伪装创新。把这篇文章作为一个试金石，来做一个简单的自我诊断。
你的消费者和创新方程 — 为什么他们参与不够
识别（更不用说创建）一个新的创新并大大拓展您的业务是很难的。线性扩展和更新产品或包装将会保持业务向前迈进，并且被消费者认同。但是，如何获得高管们期待的突破性创新？变革性的创新需要大量投资、风险承担、和迎接整合挑战的准备。
打破创新管理软件的误区
业务创新为什么这么神秘？我觉得太多的老总签署了大型的研发预算，然后两指交叉以求好运，希望看到一些真正的创新从黑盒子面走出来。为什么创新与其他方面业务的管理和改进形成鲜明的对比？为什么我们不采用成熟的管理技术，如精益管理和六西格玛来创新？
A New Management Innovation – the Chief Digital Officer
Global business is currently undergoing one of the most significant changes seen in the last thirty years. What commenced as a computer hardware revolution in the 1980s has now given way to a software revolution that is impacting every organisation, a revolution which is accelerating at such a rate that many businesses are having difficulty keeping pace.
Pharmax公司CEO的困境与开放式创新 — 第3部分
在前两期文章中，Pharmax公司新上任的CEO戈登面临严重的未来5年创新缺口。他的项目组合是高质量的，但也含有高风险。从公平原则的角度来看，他认为有3个选项：照常营业；削减研发预算；或PharmaX资产被用来重新定义一个新的战略。在第3部分中，我们将看到，戈登如何利用他的经验用客户的需求来驱动创新并管理他的团队，开拓出一个大胆的创新计划。