This article shows how biomimicry can be put to effective use in designing innovative networks. It builds from similarities between the brain connectome and innovation networks to lead to a novel concept in innovation - Neuronal Innovation. This new concept shows how organizations can become proficient in deploying and using collaborative innovation.
It's time for innovation leaders to get out of 'zombie mode' and claim a strategic position in their organizations.
We first discussed 3D printing in 2008, highlighting potential applications, the increasing range of materials being used, and the growing complexity of products which could be printed. That progress continues creating both opportunities and challenges the impacts of which companies need to assess across their product ranges and supply chains.
Transformational innovation for many businesses is inherently complex and, in many cases, high risk. It can be a big distraction, expensive in terms of cost and resource bleed from other key activities, must be managed carefully and will frequently not be successful. This article explores some key factors to work with when looking for transformational innovation.
Can companies sidestep or blunt the effects of disruptive innovation? It's possible, but not likely, explains Steve Denning in a recent Forbes column.
New materials and processes are proving effective against a growing range of bacteria and have wide ranging applications. Similar approaches may also change the way we clean our clothes and how often we paint our houses. They could also prove disruptive to existing sectors’ income streams.
Existing methods for the management of innovation projects have a low probability of success in the development of radical or disruptive innovations. A new spiral approach has been developed that provides the balance of flexibility and control needed for a repeatable and successful approach to disruptive innovation.
What does it take for companies to market new, innovative capabilities as a service? The challenge to expand beyond products is daunting, but as market exemplars show, the returns on the investment can be worth it. The case studies explored in this article illustrate the extent to which services demand a premium in the market, drive differentiation from the competition, and build loyalty.
Marlowe and Susan present their strategic innovation plan to the senior executives at Accipiter, recommending incremental innovation for organic growth, and disruptive innovation in new products. The question is, have they created enough innovation momentum to convince management to take on two simultaneous innovation projects?
Is the world turbulent and hard to predict or changing in discernible ways? Two prominent strategists have different views, but draw similar lessons for business leaders.
Radical innovation presents both a threat and an opportunity to firms. It has frequently turned entire industries on their heads. History shows us that large, successful firms may very suddenly become vulnerable when the underlying technology shifts. In this in-depth article Christian Sandström examines how radical innovation can be managed, despite the seemingly insurmountable problems created by the transition from one technology to another.
What can design really teach business leaders about how to run their organizations? And where does it fit into the ever-evolving lexicon around innovation? Nicole Chen sketches out the top four values that business leaders should adopt from design thinking.
In the age of permanent uncertainty there is a resurgent interest in scenario planning. Executives that have witnessed high profile decline of strong companies know that past success is no guaranteed guide to the future. Kevin McDermott & Peter Kennedy argue that scenario planning can be lifted out of its conventional uses in strategy development and risk management and used instead to avoid “opportunity blindness”.
The rise of business platforms is changing the rules of competition almost unnoticed. Given a bad name from customer lock-in during the 1990's the new generation of cloud based platforms are revolutionising business.
This in-depth article provides you with fresh experiences and insights from how SCA, a consumer goods multinational company, has developed and worked with a new model for managing both incremental and radical innovation projects.
