Creativity and societal problems have not always been closely associated. In the national dialogue, fixing these problems involves a series of concrete steps—steps designed to create concrete processes and repeatable outcomes.
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.
Author is suggesting that with the advent of the 4th industrial revolution children ought to start contributing to progress at the age of 6 years, through a learning-oriented but paid work for 3 hours per day, indeed with involvement in the hi-tech end of things. The future is now, and there is no more learning and preparing for the future.
The potential of Design Thinking becomes more and more visible because organizations like Apple, Coca-Cola, IBM, Nike en Proctor & Gamble not only show overtly that they use it, but start showing significant results. They outperformed their peers in the last decade with 219%, measured by the Design Value Index (assessment by Design Management Institute).
Educational institutions have the reputation of being slow-moving behemoths, but this label is undeserved. According to the Organization of Economic Cooperation and Development, the educational sector worldwide is more innovative than it gets credit for.
The world is changing, yet people constantly assume, incorrectly, that tomorrow will be like yesterday. When business leaders make this mistake, the outcomes are generally bad because opportunities are lost. Competitive advantage is gained with the ability to transform insights into useful innovations by seeing the unseen. In this chapter excerpt of Agile Innovation, Langdon Morris explains how ethnography drives better innovation at a top-five U.S. financial services company.
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.
The four simple axioms in the “The Manifesto for Agile Software Development” express the core values for getting work done efficiently. In the last chapter excerpt of Agile Innovation we looked at individuals and interactions as well how to create a rapid working prototype. Today we’ll continue discussing the next elements: collaboration and carrying out change in a corporate setting.
In the autumn of 1906, 85-year-old Sir Francis Galton made a fascinating discovery on the judgment power of crowds: The accuracy of groups is far greater than of individuals. It’s a well-known story yet worth recapping. Surprisingly, the central character is a fat ox.
In this fourth and final installment in this whitepaper series, we examine a live case study of where both innovation training and network development have been actively managed and sustained within Intuit, an IT organization based out of Silicon Valley.
In the previous two whitepapers of this series we examined both the benefits of innovation training and areas of innovation skills that mid-to-junior level employees can be taught. In this installment we will address an important topic that is often missing from innovation training / education programs: How to build effective employee networks that support employees who have been trained with new innovation skills.
The first whitepaper in this series focused on the benefits generated from training employees in innovation skills. A natural extension of that approach is to now focus on what innovation training really means to an organization. In other words, what actually is innovation training, and more importantly, can innovation be learnt?
Many successful innovation programs are extending their offerings to include training efforts for employees around the skills of innovation. This whitepaper (the first in a series of four) examines the benefits of such an approach for companies, innovation program leaders, and the employees who participate.
The Fourth Product Portfolio Management Benchmark Study identified challenges organizations face in speeding innovation to bring products to market. The biggest disconnect appears between middle management and executives as to where the organization is with their innovation maturity. Bridging this gap may be the most important thing you do to improve ROI.
Organizations create centers of excellence to distill and disseminate best practices on any number of topics. Using this approach to support collaborative innovation has certain drawbacks, however. In this article Doug Collins identifies the drawbacks and explores an alternative way to support collaborative innovation which respects the tenets of the practice by adopting principles from the Montessori Method.
