The fall conference season is winding down and this year I've had the privilege of attending and speaking at some great innovation events, sharing the newly launched Innovation Management Maturity Model™. From regional PDMA meetings in Dallas and Atlanta, to the national PDMA PIM conference, the Optimizing Innovation conference in NYC, to the Planview Horizons Annual Customer Conference, it's been a brain-filling couple of months.
Findings from the Fourth Product Portfolio Management Benchmark SurveyImagine sailing in the World Cup race without a strategic plan or a map. It is a sport where speed is of the essence, decisions (and perhaps more importantly the timing of those decisions) are paramount, and team talents must be optimized at any moment. With competitors abound displaying their impressive spinnakers and advanced technology--only the risk takers advance. The will to win is apparent, yet without a strategy and a map, a team would drift into execution mode and lose the race.
You might talk the talk of innovation. But do you walk the walk? Or, more realistically, are you doing some herky-jerky semblance of a walk that’s not getting you very far?
Why is business innovation such a mystery? I think too many CEOs sign off on large R&D budgets and then cross their fingers and hope to see some real innovation come out of the black box. Why does innovation stand in such stark contrast from other facets of business that are managed and improved? Why don’t we apply proven management techniques such as lean and six sigma to innovation?
Identifying (let alone creating) a new innovation that will dramatically grow your business is difficult. Line extensions and product / package refreshes will keep the business moving forward and engaged with consumers. But what about the breakthrough innovation that executives are expecting? Transformational innovation requires significant investment, risk taking, and preparation which can be a challenge to coordinate.
The first article in this series focusing on collaborative enterprise innovation explains how software can help engage your enterprise in innovation and shares experiences from clients as to the other key activities required to make a ‘software-enabled’ program successful over many years.
This article challenges companies to take an honest look in the innovation mirror to determine whether they’re truly making it or perhaps faking it when it comes to bringing innovative products and services to market. Consider this a simple litmus test to self-diagnose.
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.
Do you ever find that distractions get in the way of your creative thinking time? Is your mind buzzing, heading off in many different directions, sapping your energy for brainstorming? Tom Wujec, author of Five Star Mind: Games & Puzzles to Stimulate Your Creativity & Imagination, offers a clever solution to this common problem.
We know the value of collaboration in traditional innovation activities, but systemizing the process helps to increase the diversity of opinion available early on in the process. In this article we share insights on driving collaboration between your employees.
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.
Maintaining and building high-quality engagement over time should be the focus of all innovation managers as they strive to develop sustainable enterprise programs. This article shares key activities you can undertake in order to boost engagement with your program.
This article delves into the goals every organization should work toward to boost product development performance, looks at how these goals further a product organizations ability to bring innovative products to market, and outlines the ways that a Product Portfolio Management (PPM) Solution helps companies reach these goals.
Enterprise innovation has one main goal – developing business value. There are many different elements that support that goal, but one of the most crucial is communications. As mentioned in the previous article in this series, software has a key role to play, but it doesn’t guarantee employee participation or value to the business, we need to think more widely to address these needs.