This is the era of rapid changes and disruptive innovations, and no startup, irrespective of size or industry, should be launched without a high degree of innovation and differentiation. This article is about the why, what, and the how— the systematic way to achieve this, based on the long international experience of the author, Dr. Stephen M. Sweid.
The rise of crowdsourcing, crowdfunding, crowdtransporting, crowdletting, etc., has transformed our economy. It has also ushered in the era of the shared economy. Previously marginalized people can now contribute, no matter how small, to all walks of life. It seems to be a fantastic opportunity for the world to access the untapped skill of the crowd. But what about the people whose jobs this makes redundant? Whither the expert?
How does the disruptive machine work? In this article Alex Chenevier offers a consolidated view of his previous publication, (before introducing his disruptive innovation methodology) by recording his research itinerary and extracting three intertwined progresses (the knowledge space, the path dependency and knowledge fusion), ultimately surfacing a unified model. The scientific equation of K³ey Performance Indicator℠ is perhaps the first definite, quantifiable and measurable model, and therefore applicable in business terms.
What company wouldn’t want to come out with the next iPhone, online bookstore or Swiffer mop? In the right circumstances disruptive innovation can be a valid path to drive the long-term survival and growth of a mature organization. But Anthony Ferrier argues that most companies are not in that environment. They talk (a lot) about pursuing disruptive innovation, but the reality is that they don’t really want, or are able, to support it.
In this chapter of The Innovation Formula Langdon Morris examines five forces of change: technology, science, culture, the human population and climate change. The convergence of these five trends largely defines the modern world and the market environment to which we must adapt and respond. Understanding them will set the framework for the choices you will have to make, and the processes you will implement in order to create and implement your own organization’s innovation process.
The essence of agility is the ability to respond to new and different conditions. You cannot continue repeating the same old operating formula long beyond its utility or you will be left behind. Are you prepared to adapt to the profuse variety of new circumstances with new tactics and strategies? The principles of Agile that we examine in the next three chapter excerpts of Agile Innovation will help you understand what you need to do.
Can the concept of disruptive innovation be applied in a systematc way? In this article the writer/researcher offers a retrospective view of the history of innovation, its incubation, periods of economically revolutionary change and how cultural, geographic and political influences gave rise to the evolvement of global organisations. It then goes on to explain the face of innovation setting a cultural consensus that could mean for the global 2000 in terms of a new incentivised direction.
As the global economy continues its gradual recovery, companies want entrepreneurial ideas that spur growth. Oftentimes though we see a gap between what entrepreneurially-minded employees think about and what the companies that employ them want.
Though companies invest into innovation they like results less and less. There seems to be a glass ceiling for driving innovation, which neither new tools and processes nor innovation consultants seem to crack. It is time to face the elephant in the room: company culture and its impact on innovation performance. Top management needs to learn deal with it. Then company culture will become a driver of innovation rather than getting in the way.
From incremental to breakthrough innovation projects, managers need to handle different activities and with them dissimilar venues of risks. In this article the internal, external and hidden risks of incremental, differential, radical, and breakthrough innovation projects are identified and ranked accordingly. In addition, for every category a general innovation eco-system has been analyzed.
From our talks with innovation management practitioners and business executives it seems that not many organizations have a well-defined and integrated innovation strategy. To find out more about how to go about creating and executing such a strategy, we spoke to Wouter Koetzier and Christopher Schorling at Acceture who encourage a very pragmatic and execution-oriented approach.
Visionary companies do not only try to see into the future – they create the future. The history of innovation is scattered with examples of misjudgments regarding the dynamics of new technology. Less than two years before Polaroid’s bankruptcy, Morgan Stanley made the following statement: “We are upgrading Polaroid to Outperform from Neutral based on the company’s new product performance…
Despite a detailed process with countless hours of work, and sincere efforts to take a longer-term, strategic look at where to play and how to win, many businesses fail to anticipate fundamental shifts that should cause them to rethink their entire business model. The results are often disastrous - too many businesses end up on life support. This article presents a new concept called “Competitive Fingerprints” that will allow readers to anticipate shifts and adapt their business model to capitalize on future market realities.
All too often we see companies coming to us with a new technological advancement that they are very excited about. Sadly, having a new technology does not guarantee a winning innovation. One needs to work hard at the front end to understand what the consumer needs and how the current market offer isn’t meeting those needs. Only against this backdrop can we hope to bring an idea to market that will be truly disruptive. The following article explains.
Frequently, brainstorms, idea campaigns and similar idea extravaganzas end with a vague notion of choosing the best idea. The problem here is that a truly creative idea, the kind of idea that has the potential to become a breakthrough innovation is seldom the best solution to the problem or the best path to achieving a goal - for the very simple reason that highly creative ideas are original. They cannot directly be compared to existing notions, warns Jeffrey Baumgartner.
