We hear plenty of advice for leaders on what they should do to drive entrepreneurship and innovation in their organizations. It might be smarter to just stop making some of the common mistakes which inhibit innovation.
When it comes to innovation in an enterprise setting, the majority of attention usually goes to all the exciting things. The bold ideas, the grand technological possibilities, the potential benefits of digital and structural transformation, the trailblazing.
Numerous organizations run crowdsourced innovation programs, because companies can find better new ideas and take action on those ideas faster. This process allows companies to set a challenge and gather ideas from hundreds, thousands, or hundreds of thousands of participants.
Most marketing professionals understand that insight into the hearts and minds of your customers is central to successful product innovation. But which customers? Who is going to buy my product first? What happens after that? How can I eventually grow my customer base to one billion people?
Announcing the IdeaScale Nation podcast, where you'll be able to hear stories from innovators in government, the enterprise and beyond.
As innovation professionals, we too often look for inspiration from organizations such as Apple, Amazon, Tesla, Spotify, Google, etc. Cultures within these businesses are encourage transparency, experimentation and autonomy resulting in engaged workforce of the best and brightest minds, pumping out game changing products on-schedule, on-budget and on-point. We want that for the organizations that we support. We want to drive those behaviors.
The industries of manufacturing and energy are poised for more disruptive change perhaps than any other industry. These companies are impacted by sustainability issues, consumer attitudes and behaviors, digitization, 3D printing, emerging automation and technology, and so much more.
IdeaScale has honored innovation leaders in their annual Innovation Management Awards for six years now. Award recipients have come from almost every industry with a variety of goals (from eradicating cancer to identifying new university technology best practices), but this year’s winners share a few key characteristics that all innovation leaders need to embody.
No matter what the nature of your business is, you will inevitably encounter unhappy clients. Whether this is because it’s the fault of the company or something that couldn’t have been prevented – your first priority needs to be solving the problem.
In an analysis of high performance innovators (called in this article the “Global Innovation 1000”), researchers made a surprising discovery: “spending more money does not open the doors to innovation.”
Every year, IdeaScale convenes a gathering of innovators from all over the world who share their best practices in managing and delivering on new ideas.
The key to innovation success is simple---innovation is nothing without exploration and exploitation.
Senior management is without a doubt a tough job. If you’re one of the few executives at the top of a large organization, there are likely hundreds of people; customers, employees, partners, and the list goes on; who are all looking for your attention regarding an endless sea of different topics and initiatives.
Measuring innovation is one of the most ambiguous tasks when engaging in innovation management. Because of the complex nature of innovation, finding the right metrics is far from being simple.