A growing trend over the past several years has been to host internal innovation challenges. Companies do this because they find it’s an excellent way to find solutions to long-standing problems, positively create culture (particularly in a remote workplace), and also to nurture the budding intrapreneurs who want to find career growth and new opportunities.
The inevitable changes ahead for our industries and for our way of life are just as profound as they were in previous shifts in eras. The Climate Action Sweepstakes is committed to supporting efforts that help companies step into the early days of the Regenerative Era with clarity, courage and maximum positive impact by leveraging the power of their employee network.
Innovators present creatively disruptive traits, disrupt old ways, and inspire better ways to do things. They are passionate to connect, to learn, and to explore by understanding commonalities and appreciating uniqueness. Being innovative is a growth mindset and a proactive attitude. You cannot wait for something to happen---keep curious, always think profoundly, learn fresh knowledge, and acquire new capabilities.
The innovation process (as variable as it can be) has a seemingly basic format no matter what your goal is: once you understand the problem, you identify some solutions to test. Those tests often occur in some limited, proof-of-concept format and are then rolled out for large-scale adoption. However, while testing out some sort of pilot scenario seems like a logical next step, many organizations aren’t sure how to do this, and it’s especially true for nonprofits where resources can be limited and every dollar must be accounted for.
Finance is no stranger to using data in predictive analysis, forecasting, and more, but what can real-time data bring to the table?
In a 2017 Harvard Business Review article, Anna Steinhage, Dan Cable, and Duncan Wardley talk about the impact competition can have in a workplace. They described how hosting an internal challenge can generate creative results and inspire collaboration or it can create unethical behaviors and cutthroat rivalry.
Established firms’ strategies remain characterized by the inability to master---some will say even comprehend---the economics of choosing. It is particularly surfacing unresolved relationships between [1] technical-technological, [2] economic and [3] social combinations taking place within established firms e.g. manufactured product.
In an increasingly competitive, connected and globalized world, co-innovation and value co-creation have recently become the norm for all R&D projects from startups to large organizations. In fact, co-innovation is critical to the development and sustainability of organizations of all sizes and and all industries.
Results-only innovation is an exploration of what is viable and pragmatic. This can help produce additional value for businesses and end users.
In September, McKinsey released a report describing the “Great Attrition,” a recent wave of cross-sector resignations we have witnessed throughout the world, primarily based on the exhaustion of employees due to the pandemic.
Hardly an innovation event passes without mentioning how Kodak passed on the digital camera or how Blockbuster decided not to invest in streaming entertainment. But with the rapid rate of disruption, how do you ensure that great ideas can penetrate established organizations?
Orchestrator, dominator, complementor, and protector: these are four ecosystem strategies toward digitalization. In this case study, we look at an equipment supplier wanting to participate in digitalization initiatives of its industrial customers, so it must configure an ecosystem strategy to align with multiple partners.
Too many projects in the development pipeline is a common but serious complaint in new-product development departments. Pipeline gridlock leads to under-resourced development projects, which end up taking too long to get to market, and then often under-perform. Solutions are offered—Gates with Teeth, Red Flags, and the Productivity Index—to achieve a more balanced development pipeline with fewer projects but better projects.
Every year, IdeaScale hosts the Innovation Management Awards to honor the work of organizations who are accessing the voice of the crowd and the power of digital innovation programs to generate extraordinary results. The competition has three categories: best innovation engagement strategy, best innovation process, and best innovation overall. Here’s what we can learn from this year’s winners.
Many companies are introducing Innovation as a Service, which means an internal group acts as a consultancy that can solve problems for business owners. These innovation teams bring a number of skills to the table, including research, communications, project management, networking, and much more. Many have also adopted a “proudly found elsewhere” solution approach, which uses crowdsourcing to ask the entire workforce---or even beyond the walls of the organization---for solutions to existing problems.
