Most new products and services are developments or combinations of [...]
The agenda of our first management meeting in 2021 was ‘How can we innovate to thrive this year?’ We were clear that if we continue to do the same thing we did last year, there is no way we can bring any change in our growth.
Chaos might have defined the year that was 2020, but that turmoil helped business leaders learn a new skill that will serve them well in the years to come.
One Certainty in These Uncertain Times: Innovate Through Ecosystems, or Miss the Opportunity to Radically Transform Your Innovation Strategy
Hardly no one will regret 2020, it seems. Yet, 2021 ahead is hard to predict. There are hopeful signs that pave the way for a better, stronger future, but as we have now the experience, our world can go upside down almost overnight.
To understand the difference between how new ideas are treated in startups and in big companies, you need to understand the $1 million paradox.
In this article, we look at the future of work: as technology helps to automate more of our day-to-day processes, can we spend more of our time and resources on learning and innovation?
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.
Building upon my popular article Rise of the Evangelist, I wanted to create an article for the global innovation community focused specifically on the importance of the innovation evangelist role.
Graybar is a Fortune 500 corporation and one of the largest employee-owned companies in North America. They are a leader in the distribution of communications and data networking products – even if you don’t know Graybar off the top of your head, you’ve probably been in contact with their products.
The pandemic has given us all an opportunity to build a new business future. Market disruption equals opportunity for those willing to look and work for it. This is the time to adjust and innovate your business model to market conditions.
In this article by Jeff DeGraff, he presents the four types of innovative cultures and four best practices for building a culture of innovation.
At IdeaScale, we’ve learned that diversity combined with equity and inclusion leads to more innovative thinking: businesses that are run by culturally diverse teams are more likely to develop new products, 45% more likely to grow market share, and more likely to have a 2X innovation revenue.
Organizations everywhere are working to form agile cultures. What does it mean to be agile?
Building a repeatable model for innovation is a journey, not a trophy. An innovation department builds services and competencies across multiple disciplines – from research to communications and culture. And even with a dedicated innovation department, they must cooperate seamlessly with other parts of the business in order to deliver meaningful results on an ongoing basis.
McKinsey's Organizational Health Index (OHI) is an exhaustive assessment of an organization’s effectiveness and its management’s performance based on an organization-wide survey. It’s a tool that numerous public and private sector organizations have leveraged in order to benchmark their company’s health, align around core areas of improvement, and improve overall organizational performance.