While many people believe that process and structure stifle creativity - the center of gravity for sourcing and inspiring innovation – this couldn’t be further from the truth. In fact, planning ahead streamlines the process and surfaces any potential bottlenecks ahead of time, resulting in a program that is more apt to produce meaningful outcomes and return on investment for organizations.
Previous articles in this series focusing on collaborative enterprise innovation have covered topics such as the benefits of software platforms in enterprise innovation, internal communications, increasing engagement and driving collaboration. In this article we share insights on evaluating large numbers of ideas generated as part of enterprise programs.
When starting innovation, a lot of the same mistakes are made over and over again. Here is how you can recognize and avoid them.
While most companies see innovation as a competitive advantage, the ability to take an idea from concept to delivery is truly what sets one company apart from another. Achieving this level of operational efficiency is not a simple feat and without processes around resource management and capacity planning, it is unlikely to succeed. The fact is, no matter how brilliant or timely an idea, if the right resources are not available to work on it, the idea simply remains an idea.
Over the past six years The World Database of Innovation initiative has uncovered the world’s first statistics behind the practices that allow large organizations to grow and to innovate. In collaboration with innovation leaders and other experts Uri Neren and his team found 27 management structures, processes, and cultural practices are shared by the world’s fastest growing companies that make what could be called an “Innovation Management Equation.”
Traditional Strategy, the dominant model of doing business for nearly half a century, is fast becoming a thing of the past, pushed aside by the fast-moving forces of social business - which include innovation, collaboration and co-creation.
In this series of three articles Paul Hobcraft explores the value of knowledge and education for innovation. Concluding the discussion, in part three the author reviews faulty innovation practice and argues in favor of recognizing innovation as a value enhancing and organizational life-changing event we need to move towards increasingly.
In this series of three articles Paul Hobcraft explores the value of knowledge and education for innovation. Continuing the discussion, in part two the author investigates the various aspects of modern knowledge exchanges including their psychology, mechanisms and complexities that govern them.
In this series of three articles Paul Hobcraft explores the value of knowledge and education for innovation. In part one he opens the discussion by exploring some of the biggest challenges faced by organizations today and provides encouragement to explore emerging practices.
With over 400 million Google hits, “innovation” may be considered a buzzword, some entrepreneurs may even avoid talking about it, but they’re certainly practicing it! This article takes a closer look at an example of process innovation in the service industry. Understanding it better offers the possibility of spotting a large range of opportunities and converting them into business successes.
Many people assume that creating new ideas is the beginning of the innovation process, but actually that’s not true, according to Langdon Morris. He explains that ideation occurs in the middle of a disciplined, strategically-focused innovation process. In this article, he outlines an 8-step innovation process that promises better results than the traditional 'spray and pray' approach to developing and managing ideas.
Business, governments and individuals can easily become bogged down by procedures and processes that harm efficiency and kill innovation. The obvious solution is to start from scratch. Here's how to do it, according to Jeffrey Baumgartner.
Companies are better today at predicting consumer behavior than at any moment in time. How do they do it? Big data. In this article Saman Musacchio takes a look at the latest research and development trends and what they mean for the future of innovation.
If you want creative ideas, you need to invest your creative energy not in ideas, but in understanding the problem and formulating provocative challenges, instructs Jeffrey Baumgartner.
Product innovation is not simply about generating new ideas. It is a complex process, and many organizations struggle with the design and implementation of an effective innovation strategy that yields measurable results over the long-term. Sustained growth and profitability can be achieved through the integration of three critical levels: People, processes and tools.
