What elements comprise a fully formed idea? How might originators capture the evolution in their thinking about their ideas over time? Innovation architect Doug Collins—older and, debatably, wiser—revisits his thinking on this subject.
Many seek a culture of innovation for their organization. What characterizes such a culture? How would you know if you have one? Would your colleagues agree? In this article, innovation architect Doug Collins reflects on the characteristics that comprise a culture of innovation. He explores, too, how people might assess the state of their organization as a first step in fomenting a culture of innovation.
Today’s University is a rich resource for companies seeking game-changing technological breakthroughs. In this in-depth article Melba Kurman looks at the benefits of open innovation partnerships between companies and American university researchers.
People who practice collaborative innovation envision a compelling future. They transform their communities, their organizations, and themselves by helping people realize their potential for leadership as they form and evolve ideas. Reality check: effective visionaries use pragmatic tactics to move from point A to B. In this article, innovation architect Doug Collins shares a simple template that practitioners can use to help sponsors of innovation challenges choose where to begin their journey.
Previously, we told you about a research project where we examined more than 60 companies considered to be vanguards in their respective fields. From this group emerged five “serial innovators:” companies that habitually detect where markets are going, and use innovation to meet new customer demand. These companies share a handful of characteristics, the first of which is leadership’s empowerment of innovation, which we addressed in depth last month. The second of these shared characteristics: They leverage interest networks.
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.
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.
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.
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.
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.
People who work in the nuclear power industry track their lifetime exposure to radiation as a function of the maximum allowed by law. If only a benign regulatory agency would set limits for exposure to PowerPoint presentations. Lamentably, many would learn that they have exceeded the lethal dose. In this article innovation architect Doug Collins explores a better way: one that marries the best that the virtual form of collaborative innovation can offer with the long-standing, effective approach of hosting an in person World Café.
This article shows how biomimicry can be put to effective use in designing innovative networks. It builds from similarities between the brain connectome and innovation networks to lead to a novel concept in innovation - Neuronal Innovation. This new concept shows how organizations can become proficient in deploying and using collaborative innovation.
Practicing collaborative innovation takes time, money, and attention. Organizational leaders ask practitioners to “show me the ROI.” How does the practice benefit the organization? In this article innovation architect Doug Collins explores how engagement serves as the return on the front end of the practice—and why engagement matters.
People who practice collaborative innovation commit to transforming their communities and organizations in authentic ways. Through the practice, people realize their potential for leadership by posing the critical questions that matter and by convening peers to pursue the ideas that follow. And, let’s be honest: the practice takes a lot of work. In this article, innovation architect Doug Collins reflects on ways in which people can approach the practice to increase the odds that it persists and proliferates.
Media firms such as the BBC, HBO, and Corbus, along with brand-drive organizations such as Visa and the Estee Lauder Companies, hire people to manage their digital assets. Digital assets include content such as television shows, movies, photographs, and advertisements. Viewers and consumers create their own content, too, in response to shows and brands. Co-creation introduces new challenges for digital asset managers, including deciding what content to manage. In this article innovation architect Doug Collins explores possibilities for digital asset managers to apply the practice of collaborative innovation to help them do their own work more effectively.
