Each strategic consultation with an IdeaScale Innovation Strategist starts with you. What outcomes would you like to see in 6 months time?...in 1 year?
Announcing the IdeaScale Nation podcast, where you'll be able to hear stories from innovators in government, the enterprise and beyond.
In a recent article, The Financial Brand discussed the biggest threats to the financial and banking industry. They included a long list of everything from profitability to making good hiring decisions. However, we thought that there were a few problems that could be particularly fruitful when applied to open innovation systems.
When it comes to implementation there are three things that companies ought to be thinking about in order to maintain a competitive advantage: process, feedback, and the importance of having multiple stakeholders from the beginning. Learn more in this Open Innovation Guide from IdeaScale.
Open innovation is widely used in large companies and we know increasingly more about how to manage this process. In contrast, we know virtually nothing about the managers and practitioners who are driving open innovation in large companies. Who are the managers operating in open innovation teams or units? What is their profile? How long do they stay in an open innovation job, and what is their tenure in the company? This report tries to answer these questions based on an investigation of open innovation managers on LinkedIn.
Organizational innovation requires discipline. And like any other discipline, it requires monitoring and training to make sure that you’re on the cutting edge of your capabilities. But what skills should you focus on building and how can you track your progress?
Often I read articles or books about top-down vs. bottom-up innovation and why one approach would be better than the other. After spending more than five years in the collaborative innovation space, I would advise going hamburger style!
Crowdsourced innovation is a tactic used more and more often by government organizations as well as enterprise corporations. This means that innovation teams need to add a new skill set to their resumé: communications.
What external stakeholder groups can you tap into to build value for your innovation initiatives? Are your relationships with these external stakeholder groups solid or do you need to do additional work to build good, mutually beneficial working relationships? Are there potential stakeholder groups that you have not yet tapped at all? If so, what is your plan for reaching out to organizations within these pools so that you can further expand your innovation ecosystem? Are your channels for communicating with your external stakeholders strong or do they need further work?
Working with external partners to bring better products and services to market faster and/or develop better intellectual property has never been more popular in the world of business than what we see today.
Although ‘open innovation’ is the talk of the town in R&D circles, leveraging external sources of innovation remains challenging for most companies. In 2013, researchers Dr. Joel West (Keck Graduate, Institute of Applied Life Sciences) and Dr. Marcel Bogers (University of Southern Denmark) suggested a four-phase model for inbound innovation projects. They emphasized that open innovation needs to go further than just obtaining external ideas. Integration, commercialization and the interaction between the firm and its collaborators are just as important. This post explores the four essential steps towards open innovation success.
For many years, companies were convinced of the competitive advantage of closed research and development. They jealously protected their intellectual property behind closed doors and dramatically revealed it to the public after years of development. This old model has since been replaced by open innovation.
As you determine how to build a networking culture within your organization, it’s important to understand how networking actually works. One of the most knowledgeable people on organizational networking and—how this supports innovation—is Rob Cross, a professor in the management department of University of Virginia's McIntire School of Commerce.
Crowdsourcing is often associated with start-ups and blue-chip companies who are trying to innovate, but it has the potential to reach far beyond those with seed money and infinite endowments. The beauty of crowdsourcing is that it is rooted in grassroots fundamentals—an environment that is ideal for non-profit businesses.
Change is frightening to many elements inside the typical organization. Change threatens people’s power, their status, their egos, and, in some situations, even their jobs. Change can make someone’s expertise obsolete and thereby make them obsolete as well. Because people are afraid of change, innovation efforts often cause the eruption of corporate antibodies that fight to kill innovation and maintain the status quo.