Too often, leaders label projects as successes or failures based on budget and schedule expectations. Although time and cost are critical factors, they ignore whether the project delivered the expected benefits.
Many enterprise organizations use crowdsourcing to find ideas in their blind spots - but how do you launch your first crowdsourcing challenge, and what sorts of questions do you ask? IdeaScale Crowd is hosting a webinar for first-time crowdsourcing innovators who want to engage a large group of collaborators in solving their problems.
Even the most fledgling innovation program have a research component. Innovation research guides decision making, problem statements, idea generation, solution sourcing, and several other points in the innovation lifecycle. And when it comes to research there are lots of ways to get the data that you need - but two common ways are surveys and crowdsourcing.
The circumstances of 2020 have seen businesses push to increased virtual communication and online offerings. How do you compete in this new attention economy, especially with so much noise?
To maintain relevance in the global competitive market, many companies already focus on the development and implementation of innovations, even using digital tools. But, in times of crisis, this focus is most likely to be lost when most businesses concentrate on keeping the daily business running.
Human-Centred Design has served us well as an innovation strategy over the last decades, making things better for people and more profitable for business. Today there is growing and widespread concern about the impacts of all this innovation on a third ‘P’ – the Planet. To innovate for a sustainable future we must transform our model from Human-Centred to Humanity-Centred Design.
At its core, customer service is simple: Make sure your customers are happy. But even if you’ve succeeded in making your customers happy for a time, constantly improving your customer service should be a goal for you and your business, as it can help you stand out from competitors.
If you take a look at most marketing publications, the focus is on the latest and greatest marketing technology, the use of big data, and all the software, productivity, and organizational solutions you need to find and retain the best marketing force possible.
When it comes to creative problem solving, which is more effective? Focusing on the problem at hand, or on setting goals for what we'd like to accomplish? Jeffrey Baumgartner explores this perplexing question and comes to a very clear conclusion.
Product development requirements often change in the course of a project, sometimes for the most arbitrary of reasons. Too often, the executives who ask for these "tweaks" fail to understand the significant ripple effects these changes can cause in terms of manpower, resource allocation and time, warns Michael Fruhling.
A couple of years ago, it seemed that everybody in the external innovation business aspired to be "partner of choice." That is, they wanted to be the company that external partners would preferentially approach with unsolicited new opportunities. Michael Fruhling is pleased to report that a number of companies have really stepped up their external partnering "game."
Innovation can comes from every corner of every day life: the last great novel you read; the cereal package that was easy to open; the microwave dinner that didn't suck; the next use of air and balls from Dyson; the machine that made your coffee; the noteworthy car rental experience in Indianapolis. What recent experiences inspired you?
In business and in life, clear and accurate problem definition is an essential prerequisite for effective problem solving. This may sound obvious, or even trite, but this simple truth can be overlooked by those with pressing needs and a bias for action.
Many managers are very good at working out the cost of implementing an idea. But they often completely fail to calculate the cost of NOT implementing it. This may sometimes be far more expensive than implementing it, especially over the long term, warns Jeffrey Baumgartner.
Paul Sloane uses a gambling analogy to show how uncertain innovation is and why senior management isn't likely to approve a new idea after several failures in a row.