Innovative Switzerland
Switzerland is more innovative and entrepreneurial than generally thought. The world holds on to the caricature of Heidi and of utterly dull bankers, evoked by Helmut Schmidt, many years ago: “Europe is not governed by the gnomes of Zurich”. We forget the implications of the fact that the Swiss national hero is the ultimate rebel: Wilhelm Tell; and rebellion is companion of innovation.The strong Swiss franc and the weak state of the economies of its trading partners will make 2012 difficult, but Switzerland scores tangible successes: prosperity, low debt, reasonable growth, public budgets in the black, low unemployement and trade surplus. This miniature model of Europe must be an inspiration for the EU to become what it should be: the world’s most successful region in the 21rst century.
Work and Workforce Dynamics: Keys to Success
The where, when, how, what and who of work and the workforce are experiencing changes the combined impacts of which will be significant for almost all organisations whatever their size, sector or markets. To compete effectively, organisations need to understand the scale of these changes and explore the implications of these trends impacting all aspects of the organisation from sales to operations and everything in between. Workers too need to chart their future careers by knowing the likely opportunities and risks presented by changing markets, industries and employment models.
Ascend Your Innovation Plateau: Think Leadership
Practice makes perfect. People master collaborative innovation as they convene people on the critical conversations and as they navigate the day in a life of innovation challenges. What’s next? What possibilities do we see for further progress? What possibilities do we see for leadership? In this article, innovation architect Doug Collins shares insights for the advanced practitioner: people who have become familiar with the blueprint for collaborative innovation and seek to hone their craft further.
在开放式创新时代如何管理核心竞争力
管理创新和技术是组织“核心竞争力”最重要的两个概念。在开放式创新的时代，核心竞争力的管理理念亟需更新。最近，Innovation-3的弗兰克•马特斯同20位来自知名企业的创新和技术管理者从业内人士的角度就如何能够做到这一点展开了探讨。在这篇文章中，我们向您介绍他们讨论的主要结果。
如何利用突破性技术促进开放式创新的举措
许多跨国公司非常重视在最初阶段与开放式创新供应商、尤其是具备突破性技术应用的供应商的合作，以此加快企业的创新战略。这种合作可以利用组织外部的智力资源加快满足当前市场需求，并开发出新的商机。
飞利浦是如何利用开放的科技园培养创新
作为飞利浦研究院的业务发展经理，Gerjan van de Walle帮助这个荷兰的电子行业巨头成为非常有竞争力的公司，使开放式创新成为那时的流行语。InnovationManagement.se对他在这个过程中，如何克服困难以及如何成功地将数千名工程师和研究人员聚集起来的过程，进行了采访。
Customer Integration in B2B Open Innovation
Today, almost any B2B firm claims to be “customer-oriented”. However, only few firms have a rigorous and stringent system that integrates the “best” (B2B) customers into its innovation process – where “best” in this context is measured not by volume of sales but by contribution to the firm’s innovation. A lot of insight has been generated on how to engage consumers in the innovation process. There is also a growing body of knowledge about how to innovate openly on the R&D side of the innovation process. But little has been written up so far about how to systematically integrate B2B customers in the firm’s Open Innovation system. innovation-3’s Frank Mattes closes this gap by sharing some insights.
Does Encouraging Creativity in the Workplace Improve Innovation?
Let’s start by defining creativity as thinking of new ideas and innovation as implementing new ideas. The assumption has always been that if we want to deliver innovation in terms of new products, services, processes, etc. then we need lots of creativity in order to generate ideas. Creativity is the ‘front end of innovation’. It is how we fill the pipeline that generates a flow of new products. It follows that we should take actions to encourage creativity in the workplace if we want more innovation.
R&D Spending Returns to Pre-Recession Levels, Finds Strategy& Global Innovation 1000 Study
Year after year, our Global Innovation 1000 study has demonstrated that it is not how much companies spend on research and development that determines success — what really matters is how those R&D funds are invested in talent, process, and tools. In addition to our recurring analysis of R&D spending trends, our eighth annual study of the world’s 1000 largest corporate R&D spenders focuses on the “fuzzy front-end” of the innovation process — the tools, mechanisms and networks companies use to generate ideas and effectively convert them into commercialization projects.
Artificial Meat: A Solution to Growing Demand?
With the global population estimated to reach 9 billion by 2050 the ability to feed everyone is a growing concern. Scientists are warning of food shortages if we maintain our current diets leading many to advocate for more people to become vegetarians, as vegetables are much less resource intensive than a diet which includes animal proteins. But perhaps there is an alternative- laboratory or in-vitro meat.
The Best Motivation for Innovation is ‘Being in Flow’
An important topic in Innovation Management is that of motivation. What kind of incentives can an organization provide to stimulate innovation? Bengt Järrehult argues that there is no such thing as extrinsic motivation and we should really concern ourselves with working in Flow.
Chinese Consumers to the Rescue
Between now and 2020, Chinese consumers will become the main driver of China’s economy, and probably also the global economy. The opportunities are enormous, worth billions of dollars as per capita incomes treble, and disposable income tops $10 billion per year. Meeting Chinese consumers’ needs is perhaps one of the greatest opportunities ever; it is also one of the greatest challenges, if we are not to deplete the planet disastrously; nor create debt fuelled bubbles, or high inflation.
Navigating the Fiscal Cliff: A Job for Collaborative Innovation
The practice of collaborative innovation brings the wisdom of the crowds to bear on the unknown: unpredictable scenarios where expert intuition leads people astray. The fiscal cliff that today confronts the U.S. and world economies qualifies. In this article innovation architect Doug Collins explores how practitioners can help their organizations navigate this Black Swan event. The message? Act now: collaborative innovation was made for this scenario.
The ‘Best’ Ideas are Rarely the Most Creative
Frequently, brainstorms, idea campaigns and similar idea extravaganzas end with a vague notion of choosing the best idea. The problem here is that a truly creative idea, the kind of idea that has the potential to become a breakthrough innovation is seldom the best solution to the problem or the best path to achieving a goal - for the very simple reason that highly creative ideas are original. They cannot directly be compared to existing notions, warns Jeffrey Baumgartner.
Open Innovation Also Means Engaging the Inside
An article on the Financial Post website triggered me to write this article. A lot is being written about open innovation and much of them focus on, as the article says “spurring innovation by bringing the outside in”. Why should you engage your employees? They are the beginning of the equation that results in profitability and happy shareholders. Michael Porter said that employees are the major source for a company to increase competence and profits. Take care of your employees, they will take care of your customers and your profits. Open innovation can be the ‘mechanism’ to do so.
Pulp Innovation Chapter LXXXIII: Big Impact
The results from the ethnography along with the scenario planning made a big impact on the Accipiter executives. A number of people entered the meeting as skeptics and left, if not as believers, with a different perspective. What does this triumph mean for Marlow and his innovation team? Find out in the conclusion of Pulp Innovation.
Security, Privacy, and Web 2.0
Web 2.0 exponentially increased the transactional nature of the Web, and forever changed the way people express themselves, conduct business, learn about different subjects, shop, form communities, collaborate, and share their personal information. But the embrace of Web 2.0 has also introduced serious questions about the inherent risks associated with the use of these tools.
主导式创新 (下)
主导式创新是一种通过寻找客户隐性需求的缺口，设计出能够真正满足客户需求的产品和服务，以此获得绝对的战略竞争优势的系统化方法。主导式创新工具创造了理解客互隐性需求的新思想。其中创新矩阵这一工具应用起来也颇为简单实用，能为客户创造出色的价值，为企业创造显著的战略竟争优势。
主导式创新 (中)
主导式创新是一种通过寻找客户隐性需求的缺口，设计出能够真正满足客户需求的产品和服务，以此获得绝对的战略竞争优势的系统化方法。主导式创新工具创造了理解客互隐性需求的新思想。其中创新矩阵这一工具应用起来也颇为简单实用，能为客户创造出色的价值，为企业创造显著的战略竟争优势。
主导式创新 (上)
主导式创新是一种通过寻找客户隐性需求的缺口，设计出能够真正满足客户需求的产品和服务，以此获得绝对的战略竞争优势的系统化方法。主导式创新工具创造了理解客互隐性需求的新思想。其中创新矩阵这一工具应用起来也颇为简单实用，能为客户创造出色的价值，为企业创造显著的战略竟争优势。
Modern Memorials
Just as modern technology has changed the way we interact with the world and our understanding of it, new technological solutions are also enhancing our legacy and our ability to rest in peace.
Intrinsic or Extrinsic Motivation? That is the Question
The power of motivation for innovation has been in focus for research for the last decades. In this post Susanna Bill shares a personal experience of intrinsic vs extrinsic motivation to explain why communities of practice need to be managed carefully.
Innovation Foundations at PSA Peugeot Citroën
In my previous article ‘Establishing the Foundations for a Balanced Innovation Portfolio’ I discussed the important role played by key innovation foundations in the success of a systemized collaborative innovation program. Even though you’re in a less than perfect position, the important step is to recognize the relative strength (or weakness) of each foundation, then put actions in place to improve each one. In this article I'm sharing the experiences of PSA Peugeot Citroën on their first ever collaborative innovation campaign.
How R+D Can Build Marketing Support for its Ideas
Last week, we introduced the topic of R&D's frequent lack of marketing support for its ideas and some culturally ingrained attitudes that can contribute to this. This communication gap is frustrating, especially for those in R&D whose role it is to develop and sell-in new initiatives. This week, we continue this discussion and describe strategies to help overcome resistance.