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In an increasingly competitive, connected and globalized world, co-innovation and value co-creation have recently become the norm for all R&D projects from startups to large organizations. In fact, co-innovation is critical to the development and sustainability of organizations of all sizes and and all industries.
Results-only innovation is an exploration of what is viable and pragmatic. This can help produce additional value for businesses and end users.
In September, McKinsey released a report describing the “Great Attrition,” a recent wave of cross-sector resignations we have witnessed throughout the world, primarily based on the exhaustion of employees due to the pandemic.
Hardly an innovation event passes without mentioning how Kodak passed on the digital camera or how Blockbuster decided not to invest in streaming entertainment. But with the rapid rate of disruption, how do you ensure that great ideas can penetrate established organizations?
Orchestrator, dominator, complementor, and protector: these are four ecosystem strategies toward digitalization. In this case study, we look at an equipment supplier wanting to participate in digitalization initiatives of its industrial customers, so it must configure an ecosystem strategy to align with multiple partners.
Too many projects in the development pipeline is a common but serious complaint in new-product development departments. Pipeline gridlock leads to under-resourced development projects, which end up taking too long to get to market, and then often under-perform. Solutions are offered—Gates with Teeth, Red Flags, and the Productivity Index—to achieve a more balanced development pipeline with fewer projects but better projects.
Every year, IdeaScale hosts the Innovation Management Awards to honor the work of organizations who are accessing the voice of the crowd and the power of digital innovation programs to generate extraordinary results. The competition has three categories: best innovation engagement strategy, best innovation process, and best innovation overall. Here’s what we can learn from this year’s winners.
Data can be a powerful enabler for innovation, but when used incorrectly, it can be a paralyzing force. It's a critical component in measuring and understanding the need for innovation—if you cannot measure something, you cannot improve it. Whether you collect data based on historical perspectives or through experiments, it can bring the insights needed for truly great innovations.
Every year, IdeaScale asks our customers what their main priorities are for the coming year, and without fail one of the top two priorities is to create a culture of innovation. Every innovation thought leader, every organizational engagement specialist, every pundit or leader in transformation says that this is the secret to avoiding disruption.
Innovation is more […]
