Diversity of usage and increased exposure are sure-fire indicators to determine whether a particular business practice is destined for faddish despair, or for more enduring glory. Using these indicators, the new and emerging platforms of marketing and innovation - customer collaboration and co-creation - are here to stay. Though still in the early stages of growth and adoption they are fast becoming mainstream business practices, as the following examples illustrate.
Part two in a series of articles by Robert Brands discusses the need and importance of taking risks to achieve successful innovations. Since the high failure rate, organizations pursuing the practice of Innovation must have a tolerance for failure. The material is based on 25 years of hands on experience in the innovation space and the recently published book “Robert's Rules of innovation”.
‘Innovation starts from the top’ is a frequently used phrase; but there are many steps involved in a successful innovation strategy. What unfortunately I too often see, and in many organizations, is a huge gap between top management thinking and the understanding in the rest of the organization about innovation. Everybody might agree that innovation is important in principle. They might even be in agreement about the particular process that could bring new ideas to fruition, and implement new thinking in an innovation. This is all fine – but what if there are no new ideas?