第7部分：克服实施大规模定制的挑战
在为“定制500强”编制一个为期12个月的研究数据时，研究人员发现，大约20％的公司在这段时间倒闭了。在本系列的第7部分，我们就来仔细了解一下这些初创公司和成名企业实施大规模定制失败的原因，以及经理人预期在哪些领域会遇到的阻力最强。
30 Ways to Present a New Idea
Most new ideas don’t lead to new successful products or services. Six out of seven new concepts never reach the market. Lack of support at top management is an important explanation. In my professional practice I made - and saw a lot of mistakes being made in the way innovators present their ideas.
第6部分：最现实的向导选择：仔细研究“定制500强”的研究结果
客户在协同设计过程中的经验和成就感对一个定制产品的成功至关重要。在大规模定制系列的第3部分，多米尼克·沃奇和弗兰克·皮勒解释了为什么管理者应超越纯粹的技术和后台整合的配置工具包，同时也需专注于提供极佳的配置体验。
The Dirty Maple Flooring Company Enters the Digital Age: Part 06
Organizations shake and remake themselves to survive and thrive in the Digital Age. What critical conversations need to happen? What processes need to change? How might the practice of collaborative innovation help people find their way forward?
Lessons from Public-Private Innovation Strategic Alliances for SMEs
Strategic alliances are an effective way to provide diversity of resources and gain entry to new knowledge and markets. Large corporations have entered recently into alliances with public sector organizations to support innovation in SMEs, combining private and public policy agendas. This article looks into the structure and management of these strategic alliances, their strong practices and inhibitors and how they impact the different parties involved.
第5部分：选择向导：选择到一个成功经验来摆脱负担
提供一个可定制的产品时如何严格地将选择的负担降到最低，并最大限度地提高客户共同创作过程中产生的喜悦？在这个关于大规模定制系列的第五部分弗兰克·皮勒教授介绍了如何把选择的复杂性变成客户体验和忠诚度。
Increasing Innovation Impact in the Enterprise
You would be hard-pressed to find a business leader who would question the importance of innovation not only to promote growth within their organization, but also to ensure its very survival. These business leaders have invested significantly in their innovation initiatives to support this importance. Yet a 2012 Accenture study found that more than half of corporate executives were disappointed by their innovation results and returns from their innovation investments.
Ten Criteria for the Perfect New Product
What a brilliant idea! That’s what a lot of people think after a new idea pops into their minds. Or it’s something someone says at the end of a wonderful ideation workshop where a team of colleagues has just brainstormed new concepts. Of course, at that very moment it looks and feels like utter brilliance. Just like adoring parents swooning over their child. But, in this instance is it really justified?
第4部分：强大的工艺设计：在不牺牲业绩的情况下满足客户的个性需求
提供定制化的产品会给一个公司的资源带来压力。有没有什么不同的方式，可以最大限度地减少公司的经营和供应链的恶化？在大规模定制系列文章的第四部分，弗兰克·皮勒和法布里奇奥·萨尔瓦多解释了强大的流程设计 — 依靠公司重新使用或重整现有的组织和价值链资源，以满足客户的差异化需求。
‘Borrow’ Business Models to Reinvent Your Industry
Most “new” business models are not really “new”. Very frequently they are based on replications or re-combinations of existing business model patterns. Consequently, learning from business models from other companies and industries is a very important source of inspiration for business model innovation.
28 Idea Killers
Every one of us knows reasons why creativity and innovation are stopped in our organizations. It happens everyday, everywhere in the world. And every time a good idea is stopped, it’s one too many. That’s why I present in chapter five of my new book ‘The Innovation Expedition’, which you can download at the top of this article, a great list of 28 idea killers.
第3部分：解决方案的发展空间：了解客户不同的地方
一个公司寻求采取大规模定制首先必须了解客户需求的特质。完成这关键的一步后，该公司可能会决定它要提供什么、不提供什么。在这个关于大规模定制的系列文章的第三部分中，弗兰克·皮勒和法布里奇奥·萨尔瓦多描述了一些潜在的发现大规模定制发展空间的方法。
Innovation and Culture – Two Halves of the Same Coin
There would be few organisations that did not cite innovation as a desirable quality in their workforce, whether as part of the whole organisational culture, or critical in one area. Over the past five years, with businesses being buffeted by economic storms, finding sources of innovation can be the difference between success and failure.
第2部分：当前大规模定制市场的现状
由于本地网民成为消费者和采购商的过程中不断经过个性化的产品是“训练”，大规模定制市场终于成熟。这个专业系列的第二篇文章专注于大规模定制，教授弗兰克·皮勒和多米尼克·沃奇通过仔细研究当前市场，从客户的角度观察了500个该领域的领导者，提出了他们的建议。
The Dirty Maple Flooring Company Enters the Digital Age: Part 05
Organizations shake and remake themselves to survive and thrive in the Digital Age. What critical conversations need to happen amongst stakeholders? What processes need to change? How might the practice of collaborative innovation help people find their way forward?
The Innovation Management Maturity Model: How Do You Stack Up?
You might talk the talk of innovation. But do you walk the walk? Or, more realistically, are you doing some herky-jerky semblance of a walk that’s not getting you very far?
第1部分：在大规模定制时代的竞争
“顾客永远是对的”这个口号正在被赋予新的含义，它意味着管理个性化的产品的能力是确定你的公司能否跟上竞争的决定因素。在本系列的第一部分中，在大批量定制、个性化和开放式创新领域领先的专家弗兰克·皮勒，讨论了大规模定制的目标、范围和核心能力。
Effective Innovators Start with a Problem
Innovation is difficult because your potential users need to change their behavior. And why should they? That’s the question! You will have to give them a strong reason why! So start solving a relevant problem.
Enter the White Space – A Business Interpretation of Scott and Amundsen’s Race to the South Pole
The analyses and stories told about Amundsen and Scott’s fascinating and epic race to the South Pole are numerous. In this article I will try to make sense of the race in relation to the lessons derived in view of companies entering the white space[1] or aspiring to succeed with disruptive innovations. The lessons begin from using the holistic innovation management framework the Innovation Radar (IR) published in MIT Sloan Management Review in 2006[2].
弗兰克·皮勒先生关于大批量客户定制话题的系列文章
消费者可以大规模定制个性化产品的想法对客户体验和期望、以及对产品研发的组织方式都是一个巨大的影响。这篇系列文章通过广泛研究消费品领域大规模定制对大规模定制、以及它的战略能力和推动其业务实施的成功因素提供了一个概述。
Innovation: An Outside-In Approach
Every organization wants to be thought of as “innovative” and although cliché, there is something said about thinking outside of the box to help you get there. However, simply asking your employees to think outside of the box at your next internal planning session or brainstorm meeting may not be enough to get to those game-changing ideas. To get unique solutions, you need to look at things in new light. The following seven strategies are tactics that will help you take an outside-in approach to innovation, to help you come up with unexpected, richer solutions.
Top Innovation Secrets
Being successful at innovation is a skill. One that takes time, patience, strategic intelligence and amongst other things, funding. Many organisations succeed only after they have experienced embarrassing failures and learnt some tough lessons in the process. How do others succeed with their innovation efforts? What is the secret? In this article we use the inspiring philosophy of Steve Jobs as stimulus and ask innovation managers about their “secret sauce for innovation success”. Learning from others reduce risk because resurrecting the organisational “innovation corpse” is not an action anyone should be tasked with.
七个空前伟大的构思技巧
你应该使用哪个头脑风暴技巧来迎接你的下一个创新的挑战？这里介绍的是“超级七”模式，创新顾问布莱恩·玛缇摩尔认为它具备的优点是简单易学、灵活、以适应不同类型的创意挑战，并且它的多样性足以提供不同类型的创意。
Imperativos para un Sistema Eficaz de Gobierno en la Innovación
En este artículo, el profesor Jean-Philippe Deschamps, analiza los imperativos para un sistema eficaz de gobierno de la innovación. Los resultados de la innovación a menudo no dependen directamente del modelo de gobierno utilizado. Por el contrario, los resultados de la innovación reflejan la fuerza del compromiso y la participación de la alta dirección, y la credibilidad, las habilidades y la energía de los actores que adoptan la misión del gobierno.