Innovation For International Markets – How Export Oriented Are Innovation Oriented SMEs In Europe?
The recent economic crisis has confronted companies across Europe with major challenges. Small and medium sized companies in particular seemed to have a customer base too reduced to maintain their business. In such a situation there are two options: invest in developing new customers or invest in developing new, more attractive, offerings.
Busting the Myths about Innovation Management Software
Why is business innovation such a mystery? I think too many CEOs sign off on large R&D budgets and then cross their fingers and hope to see some real innovation come out of the black box. Why does innovation stand in such stark contrast from other facets of business that are managed and improved? Why don’t we apply proven management techniques such as lean and six sigma to innovation?
Innovators Aren’t Born – They’re Made
Today, the “business as usual” is not sufficient. What we experience at an increasing pace are razor-thin margins, heightened global competition and a rollercoaster economy. Innovation is the key to creating and sustaining a business’s competitive advantage. In fact, without it, the results can be catastrophic. But there is good news: research shows that anyone can learn the skills needed to become more innovative. In this Expert Roundtable Discussion learn more about how innovation can be learned, what the key innovation skills are, and how companies can support a culture of innovation.
以结果为导向的七个创新秘诀
虽然很多人认为，过程和结构扼杀了创造力（创造力是产生和激励创新的核心因素），但是通过进一步研究发现这不是事实。实际上，超前谋划、简化流程和提前采取措施应对未来潜在的瓶颈，并通过一个程序来执行，这更容易产生有意义的成果和组织的投资回报。
An Industrial Process for Driving Innovation and Start-Ups
Y Combinator is a remarkably successful start-up fund and seed accelerator. Since it was founded in 2005, Y Combinator has funded over 550 start-ups with a total estimated current value of over $11 billion. It has become the world’s most successful model for mass producing digital start-up companies. It is an industrial process for driving innovation and creating millionaires.
PharmaX, the CEO’s Dilemma and Open Innovation – Part 2
In the first installment, Gordon the newly appointed CEO at Pharmax is confronted with an innovation gap of 5 years. Certainly, the potential of the portfolio is high, but the risks are even higher. With market pressure breathing down his neck, Gordon tries to make sense of the options that he has and make the right decisions.
从混乱到可控：新的研究揭示了资源管理和产能规划的整体情况
在最新公布的资源管理与产能规划基准研究中，专家们找到了企业组织避免在那些导致利润损失、错过市场机会的错误机会（即）上浪费资源的最佳实践方法。阅读多少研究结果以及你怎样评估你公司的成熟度，决定着你将面临什么挑战，并如何借鉴其他成熟、成功企业分享的最佳实践经验。
Co-Creación con Grupos de Interés: La Empresa como Orquestador en Proyectos de Innovación
Hoy en día, las empresas incluyen a una mayor variedad de grupos de interés en el proceso de innovación que antes. Un colectivo tan diverso aporta diferentes perspectivas y competencias, sin embargo, también plantea nuevos retos para las empresas. Este artículo presenta algunas ideas de las capacidades que se requieren para una empresa líder en un proyecto de co-creación con grupos de interés, actuando como un director de orquesta de las partes interesadas.
The Dirty Maple Flooring Company Enters the Digital Age: Part 02
Organizations big and small have started the journey of remaking themselves so they can survive and thrive in the Digital Age. What needs to change? What needs to go? How might the practice of collaborative innovation help them along their way?
Managing Innovation Portfolios – Strategic Portfolio Management
Facing increasingly dynamic and unpredictable environments, firms are required to develop convenient innovation strategies, constantly adapt them to changing conditions and properly implement strategically aligned initiatives throughout their organizations. Innovation portfolio management (IPM) can act as the pivotal tool to translate strategic objectives and priorities into project-based innovation activities. Furthermore, it provides a framework to convert raw ideas into real investment opportunities, based on their risk profile.
选择创新挑战的简单模板
能够参与实践合作创新的人都设想拥有一个美好的未来。正如他们形成并演化创新思想一样，他们通过自己的领导才能，改变着周围的人群、组织和自身。在现实中，真正有远见的人都采用务实的策略寻求发展。在这篇文章中，创新设计师道格·柯林斯为我们分享了一个简单的模板，实践者们可以借鉴这个模板来帮助创新挑战的倡导者们选择从哪儿开始。
Who Are My Best Innovators?
Is it possible to identify the best innovators in an organization? Most companies know who their best performers are and this is true for almost every critical initiative except innovation. A current research initiative from Jeffery Phillips is delving deeper into the possibilities to identify the potential of an individual to be a good innovator based on shared traits. The goal is to develop a simple assessment tool that any corporation can use to identify the most talented potential innovators on its team, or to use to identify and hire new people with innovation capabilities.
Mastering the Innovation Process
The innovation system described in The Innovation Master Plan provides a comprehensive approach to a difficult, challenging, and significant problem for organizations, the problem of how to manage innovation in the face of excruciating change.
终止顾客之声
当组织在创新过程中把顾客的需求作为目标时，创新就可以成功。但是如何才能确定我们创新过程是以顾客需求为目标的，这是我们前期可以有效预测的吗？在这篇文章中，托尼·伍维克认为传统的客户之声的方法在决定顾客需求方面是一种错误的工具。托尼提出了另外一种替代的方法，可以确定目标顾客群的所有需求。
Trying New Methods Is Not Reckless; It Is Essential
We are living in an increasingly litigious age. The number of lawsuits brought against the British National Health Service has doubled in the last four years. The fear of litigation and the real possibility of been found guilty of medical malpractice are inhibiting hospitals and doctors from trying promising new ideas in the treatment of deadly illnesses.
Leaders’ Dual Roles When Managing Innovation
Leaders have dual roles when managing innovation. In a bottom-up role, they stimulate innovative results as they facilitate ideas and initiative coming from individuals and teams. In a top-down role, leaders are the primary means for the organization to realize its innovation goals and strategies. A fundamental challenge is to balance these two roles.
PharmaX, the CEO’s Dilemma and Open Innovation – Part 1
We are on the executive floor of the imaginary pharmaceutical company PharmaX, it is Q3 and the top management is preparing for the annual innovation review. The year has been tough with revenue being hit by generic competition as their major products come off patent, but then it has been difficult for all the industry. This is the first article in a series of three. Parts 2 & 3 will be published in the next 2 weeks.
如何触动管理层去反思他们的商业模式—用指纹工具来向他们证明
尽管经过无数小时的认真工作，在细节和过程上精益求精，并且努力研究长期经营战略，研究如何赢得市场，但是许多公司对商业基础的变化的预测还是失败了，这需要他们反思整个商业模式。这些公司的结果通常是灾难性的—大多数公司得不到有效支持而倒闭了。这篇文章带来了一个新概念：“竞争指纹”，它可以让读者预测环境的变化，改变他们的商业模式去获取未来的市场。
Disappointed By Innovation Results? It’s The Culture!
Though companies invest into innovation they like results less and less. There seems to be a glass ceiling for driving innovation, which neither new tools and processes nor innovation consultants seem to crack. It is time to face the elephant in the room: company culture and its impact on innovation performance. Top management needs to learn deal with it. Then company culture will become a driver of innovation rather than getting in the way.
The Importance of Stupid, Irrational Decisions
Summer is for relaxing, but also for reading books in more depth. During his vacation Bengt Järrehult read Daniel Kahneman’s book Thinking Fast and Slow for the second time and more thoroughly. Here are Bengt’s thoughts on how Prospect Theory applies to innovation related decisions - the decisions that may seem stupid and irrational – but are they really?
众包对创新组合管理产生怎样的影响？
在这篇文章中我们会深入讨论开放式创新怎样与众包，构思，市场需求和机遇保持一致，以便于在可行的创新挑战中或者《做正确的事》得到一个平衡的创新组合，这些可以通过需求导向的方法来寻求做正确事的根源。我们会用食品和饮料行业中一系列的例子说明创新的连续性。
加速创新：流程不是创新的敌人
随着大部分公司都将创新视为一种竞争优势，将一个创意从概念转变为应用的能力成为了一个公司区别与其它公司的关键因素。但是，想要达到高效的创新不是一件容易的事，而且如果在资源管理和产能规划中没有一个恰当的流程，它是不可能成功的。事实上，无论一个创意多么得明智或及时，如果没有恰当的资源，创意就只是一个想法而已。
开放式创新管理人应用风险投资的指南
尽管饱受了投资行业各种神话的影响，公司风险投资最终还是重新成为了企业创新工具箱中的一个重要组成部分。虽然企业重新评估了风险投资对创新目标的价值，但是对风险投资基础的理解才是最为关键的。本文提出了在企业全球创新战略中采用风险投资时需要考虑的几个关键问题。
Open Innovation – An Integrated Tool in Siemens
“If Open Innovation is not seen as a long term capability building exercise then it will fail”. In this interview Thomas Lackner, Head of Open Innovation and Scouting at Siemens Corporate Technology, shares some of his experiences and how Siemens has evolved on the open innovation front. Thomas, who has been personally involved in many of Siemen’s innovation programs, also elaborates on some critical success factors that strongly influenced the outcome and quality of their programs.