In building your career, you're likely asked to choose one of two tracks: to become a specialist or to pursue the path of a generalist. This article takes a look at advantages and disadvantages of choosing either of these two paths, and discusses some grey area in between.
Since the outbreak of COVID-19, customer behavior has changed dramatically. To survive, businesses need to adapt by accelerating customer service trends that already exist.
The circumstances of 2020 have seen businesses push to increased virtual communication and online offerings. How do you compete in this new attention economy, especially with so much noise?
Nearly all executives believe the long-term success of their business depends on the flow, testing, and development of new ideas. One of the problems is the old belief in the “creative genius” – that creativity and innovation belongs to a talented few and not to everyone.
One of the most significant ways the COVID pandemic impacted work has been to get much more of it done from home. Subscriptions to extra bandwidth and virtual meeting platforms skyrocketed. People’s imaginations and their capacity to make new things happen and change their work habits accelerated overnight.
Crowdsourcing ideas has a number of different virtues: from improving the likelihood that you’ll source disruptive ideas to lowering the overall program costs of running an innovation program… but there are some other cultural benefits to a crowdsourced innovation program.
Users are a hidden ‘front end’ of innovation, highly motivated, prepared to experiment and tolerant of things not working right first time. So it makes sense to try and bring this perspective to bear.
I had the opportunity recently to interview fellow author Scott D. Anthony of consulting firm Innosight to talk with him about his new book Eat, Sleep, Innovate: How to Make Creativity an Everyday Habit Inside Your Organization, which is his eighth book with his co-authors Paul Cobban, Natalie Painchaud, and Andy Parker. Congratulations Scott!
Today, putting customers at the heart of innovation is a no-brainer for most business managers. However, should the innovation process involve all customers or only specific segments? In this article we explore the hurdles of these initiatives and propose a method to select the most relevant customers with whom to innovate.
When Yamaha conducts research to drive product development, they've found opportunities in previously unexplored areas of incremental change. Learn more in this podcast interview.
Until about four months ago, remote work was somewhat of a rarity, and, at very least, something most people were unfamiliar with. One of the few COVID-19 silver linings, however, was that many companies were forced to have their employees work remotely due to stay-at-home orders. This meant more time with families, less time in transit, and, for a lot, a surprising sense of comfort at "the workplace."
Innovation takes many forms, and it will likely come from unexpected places in the next normal. Here are 3 ways business leaders can drive innovation regardless of what happens in the world.
Every year, IdeaScale hosts the global Innovation Management Awards and honors winners in three different categories: engagement, process, and implementation. We see these categories as the cornerstones of any successful innovation program, so the winners this year actually excel at each of these things.
2020 proved just how important our relationships to banks and credit unions are as they worked to rapidly respond to the changing financial needs of their customers.
Paul Sloane discusses ways to collaborate remotely over Zoom, drawing on inspiration from the musical duo The Postal Service, in this new article.
