Every year, IdeaScale asks our customers what their main priorities are for the coming year, and without fail one of the top two priorities is to create a culture of innovation. Every innovation thought leader, every organizational engagement specialist, every pundit or leader in transformation says that this is the secret to avoiding disruption.
As two intermediaries from Hamburg that foster open and cross innovation processes, Science Scout (an initiative of Hamburg Innovation) and Cross Innovation Hub (Hamburg Kreativ Gesellschaft) joined forces to start a discussion around the stimulation and measurement of open and cross innovation processes.
Imaginary scenario: you have been invited to a meeting to [...]
When you think of the most innovative places in the world, what do you picture? Silicon Valley and its array of tech startups? Tokyo, because it has the highest number of patents filed worldwide? London, where over 15% of the workforce is employed in the tech sector? Or are you imagining somewhere else?
In this article by Jeff DeGraff, he presents the four types of innovative cultures and four best practices for building a culture of innovation.
At IdeaScale, we’ve learned that diversity combined with equity and inclusion leads to more innovative thinking: businesses that are run by culturally diverse teams are more likely to develop new products, 45% more likely to grow market share, and more likely to have a 2X innovation revenue.
Nearly all executives believe the long-term success of their business depends on the flow, testing, and development of new ideas. One of the problems is the old belief in the “creative genius” – that creativity and innovation belongs to a talented few and not to everyone.
2020 proved just how important our relationships to banks and credit unions are as they worked to rapidly respond to the changing financial needs of their customers.
Organizational knowledge cannot merely be described as the sum of individual knowledge, but as a systematic combination based on social interactions shared among organizational members.
In a time when uncertainty reigns, the fear of being disrupted can brutally hurt any business. Responsible leaders who dare to anticipate disruption and take steps to self-inflict it to their organization in a smart and controlled way are best positioned for the future.
Post-pandemic, public bodies must restructure SME support systems for long-term growth with well-functioning innovation systems with the right balance of instruments.
Online innovation teams need to be especially mindful of cultural sensitivities among members and adapt accordingly. Evidence suggests that cultural diversity is a major asset for innovation teams. Under remote operating environments, cultural awareness and sensitivity is of heightened significance, and appropriate practices need to be deployed.
The success of innovation management is never an accident; it’s a holistic management process with an iterative thought-out planning and execution continuum.
Awareness of neurodiversity has certainly increased over the past few years and workplaces are gradually becoming more accommodating and accepting of neurodiverse employees. But after years of neglect and of neurodiverse candidates being overlooked for roles for which they are inherently suited, there is still a lot of progress that needs to be made.
The workplace of today little resembles the cubicles of yesteryear. More people telecommute and enjoy flextime options. Rather than a traditional top-down structure, many companies embrace a more democratic arrangement.
