The use of blockchains will become mainstream in a few [...]
Many people have said that 2021 was 2020 Part II, but IdeaScale looked at some of our system data (as we do every year) to see what we could learn, and there are a few key trends we think are different from 2020, and that we think bode well for a creative 2022.
I recently participated in a panel session as part of a great conference organised by the Innov8rs group (thanks Hans!), with an amazing set of innovation leaders, including Gina O’Connor, John Metselaar, and Andrea Kates.
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.
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.
The future of work involves embracing the gig economy, which includes freelancers, partners, and other vendors. Business leaders must scale with this in mind.
Want to ensure your organization will thrive over the long run? If so, then your next CEO must have these four traits – 1) relentless focus on the long-term future; 2) inherently entrepreneurial mindset; 3) solid grounding in reality and the fundamentals of business; and 4) behavior of a consummate diplomat.
In this series I’ve been critically examining the significant changes impacting the corporate innovation competency, which leads to how organisations drive future growth and impact.
What is a trend, and other questions answered by Sébastien Van Laere, Co-founder of Superframe, an agency using insight and foresight to develop brand-, innovation- and business strategy for some of the biggest global brands.
Imagination is one of the least understood but most crucial ingredients of success. It’s what makes the difference between an incremental change and the kinds of pivots and paradigm shifts that are essential to transformation — especially during a crisis.
For the past decade, Cyril Bouquet, Jean-Louis Barsoux, and Michael Wade, professors of innovation and strategy at IMD Business School, have studied inventors, scientists, doctors, entrepreneurs, and artists. These people, or “aliens,” as the authors call them, are able to make leaps of creativity, and use five patterns of thinking that distinguish them from the rest of us.
As we start to think about a time when we can get back to the office and return to some sort of normalcy in the workplace, whether we are a startup or a well-established company, we will need to understand how we can best operate in a post-COVID workplace environment.
In my last article I wrote about the influences and themes that I see changing how large, mature and (often) incumbent organisations drive innovative growth and impact. In short, the innovation development professionals are (ironically) being disrupted.
Private equity funds invest in many traditional companies. So do institutional actors. When asked, leading voices in this field often claim that they are not looking for the next big thing, but dominant companies in the field, with low risk and a relatively predictable and stable cash flow.
Every new year I create a series of personal and professional resolutions. Sure, many fade into (foggy) memory, but this year I was determined to once again focus on building out my professional network. So I’ve been getting out there and having some great conversations with smart leaders, who are connected to innovation development from different career levels, competencies, geographies and industry sectors.
