Five Perspectives of Innovation Management Maturity
The success of innovation management is never an accident; it’s a holistic management process with an iterative thought-out planning and execution continuum.
The success of innovation management is never an accident; it’s a holistic management process with an iterative thought-out planning and execution continuum.
The next in our series on the 4th Industrial Revolution, from the Business Optimization Training Institute (BOTI). Start with Part I here.
A serious game based on innovation methodologies can be an extremely useful tool at different phrases of implementing innovation in a company. Let's take a look at how to implement gamification into your innovation strategy.
There are a lot of best practices that we recommend to our customers: start with the end in mind, adopt criteria to drive ideation, use at least seven channels to communicate with your end user, respond to ideas with positive feedback and questions. But there’s another piece of simple advice that we give to all of our customers when they’re preparing an innovation challenge: seed your community with a few ideas before you launch.
Highly innovative leaders need to share a clear vision, practice effective communication, and make a commitment to roll imagination into reality.
With the rise of the innovation department, numerous organizations are focusing their attention on their company’s ideation rate. A good ideation rate generally predicts other positive company health indicators: profitability, higher employee retention rates, reported customer success, but there’s another innovation health indicator that we think organizations should pay attention to: their implementation rate.
Before being acquired by Facebook for US$1 billion, Instagram was just another photo-sharing app operating with insignificant infrastructure and a dozen employees. With the ever-increasing potential of modern technology, the next billion-dollar business could start from the comfort of someone’s home. To stay on top, established organisations need to stimulate innovation... and that’s our topic today.
How can leaders fight apathy or indifference in the workplace and create an environment where creativity and innovation can naturally flourish?
No matter how good you are at your job, slumps and dry spells are just part of being in a creative role at work. When it’s your job to constantly think, innovate, and create, there’s just no getting around it—sometimes you hit a creative slump. How you get out of that slump is what matters.
As someone that has worked in innovation for much of their career, witnessing over the past few years how innovation and idea management has moved more centre-stage in the business world has been really gratifying.
Productivity and creativity fuel professionals as they make strides in their field. But small things can chip away at workflow, substantially impacting projects and presentations. Focus is an essential skill to exercise in the office, but it is in jeopardy because of one significant threat—distractions.
The non-duality principle of Zen philosophy suggests a more intensive approach to the dimensions of innovation “space-time.” Business teams should stop following a simple sequential procedure in which new ideas are accepted or rejected almost as soon as they arise. Instead, they should take extra time and create a “learning space” or study environment for all of the new ideas in place of the typical reactive, judgmental, for-or-against decision-making process. Connections between these ideas may lead to further innovation opportunities.
Until 1954 there was only one television channel in the UK. It was the publicly owned BBC. In that year the government auctioned licenses for commercial TV stations. These would be regional operations which could offer advertising on TV for the first time.
Organizations need to invest in the cultivation of capacity for innovation and recognize innovators with varying talent and strengths.
Often managers make two distinct and completely opposite sets of mistakes when they’re tasked with managing highly creative employees. By means of their leadership approach, they either don’t acknowledge the uniqueness of their creative employees or they take the recognition too far and essentially create inappropriate expectations and division within their workplace.