Innovation requires collaboration, but collaboration is stuck in a rut. Data science can help us climb out. It can increase the scale, the intentionality, and the nuance of how we collaborate. With the right data and algorithms, we can set our teams up to do something innovative.
Innovation can’t happen without education and inspiration. Stagnation is the absence of creativity, and far too many teams aren’t using education as a way to keep the fresh and creative ideas flowing.
It is no secret that Amazon is a titan of industry. Given their tremendous success, they are quite obviously doing more than a few things right. While there are undoubtedly a myriad of different reasons that this company has become the giant that it now is, today we will be taking a look at five of the lessons that other companies can learn from Amazon.
Three principles to navigate the blurring lines of retail, content, and new product development to simultaneously solve for consumer and commercial needs.
In 2010, Pepsi invested millions of dollars in the “Pepsi Refresh Project,” moving their entire marketing strategy to social media. The campaign was, of course, widely promoted via online networking channels and, in the beginning, it seemed like a huge success.
It’s pretty much impossible to argue with Apple’s success. It’s one of the most valuable companies in the world, and has maintained dominance for its reputation as an innovative company that produces top-of-the-line hardware. Because of its products and brand reputation, Apple has gained a cult following that will buy nearly every new product that emerges, year after year. So why, even with the high price tag, are so many consumers willing to shell out for every new gadget that comes along?
Your ultimate resource to the key CX investment areas for 2017 and how to make the most from your vendor partnerships.
The aim of the precautionary principle seems laudable: lacking scientific consensus, the burden of proof for an action or policy not being harmful to the public or to the environment lies on those taking that action. In practice, however, this principle has proven a deterrent for innovation - particularly within the EU. How can the innovation principle - that is, examining new policies or plans for a negative impact they have on innovation - help to supplement and balance out the precautionary principle?
I guess everyone knows the tragic story of the EastmanKodak Company: founded in the 19th century, dominating the photographic film market during most of the 20th century and finally collapsing into bankruptcy in the early 21st century, shaken by a new technology they had once decisively initiated.
Regardless of whether the workplace is a public or private entity, departments often struggle to prioritize assigned projects, and align individual projects with overall objectives. In this case study, we’ll explore how the National Cancer Institute implemented crowdsourcing to enable the research community and the public to submit ideas on how best to prevent, diagnose and treat cancer - and how as a result, they were able to prioritize existing research and initiatives into areas where additional resources were needed the most.
This case study explores the results of an innovation research process undertaken by Oxfam, which compared internal feedback vs. general public feedback to identical sets of ideas. In comparing responses between these two audiences, Oxfam discovered an immediate and obvious divide between their staff’s opinions about which fundraising ideas would perform the best, versus what the general public preferred - an important lesson about avoiding the bubble of the echo chamber.
In our society, it is still quite common to attribute the creation of new ideas to either genius or serendipity - a lucky moment finding a valuable insight without actually looking for it. In recent years, however, human creativity was demystified. Empirical research shows that the development of novel ideas has less to do with the inexplicable genius of some individuals, than with the circumstances in which they occur. No genius of any sort could have invented an iPhone in 1850, since the technological trajectory was not anywhere near this point at that time. If there is a 'natural limit' to innovation, then how can we describe the field of possible innovations?
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.
Embracing an intrapreneurial mindset, which intentionally disrupts things from the inside out and often from the bottom up, is a radical concept for companies that thrive on stability and predictability. However, if an enterprise is committed to developing its innovation capability through intrapreneurship, three groups of people must be mobilized to make it happen: leadership, stakeholders, and innovation support.
Companies once deemed “too big to fail” are increasingly exposed to failure. The threat of disruption is everywhere. Startups are taking on the Goliaths in every market. Scores of malls across the United States are in collapse. Many household brand names are losing ground or even shutting completely. Regardless of industry, businesses face digital Darwinism, the evolution of technology and markets. Disruption is just a matter of when, where and why. To compete, executives must make tough decisions but more so, they must look to new horizons for new insight and direction. Whether companies thrive or cower in the face of digital Darwinism is a choice.