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?
Consider this all too familiar scenario: Company X’s new products developed and launched with great expectations, yield disappointing results. Yet, these products continue to languish in the market, draining management attention, advertising budgets, manufacturing capacity, warehouse space and back office systems. Wouter Koetzier explores how to avoid the innovation death spiral.
Success in innovation requires greater collaboration with the corporate IT department, yet in many cases friction between the two leaves innovation managers with tools they don't want to use or IT managers with tools they can't support. How do you get this critical relationship right?
When you need to develop ideas, don't just focus on generating a large quantity of them. The originality of them is even more important. That's when you should consider Jeffrey Baumgartner's anti-conventional thinking technique.
When do companies decide to innovate and when do they decide to go incremental or radical? Gijs van Wulfen discusses the dilemmas of decision making.
In the world of hyperinnovation innovation itself is changing. In place of a monolithic R&D based innovation culture we suddenly have a proliferation of innovation approaches and new pressures on enterprises to innovate. Haydn Shaughnessy and Nick Vitalari argue the innovation playbook needs to be rewritten, and relabelled.
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.
A journalist recently asked me this question: What are the five things the CEO of a once-innovative company must do to “innovate innovation” (or innovate the innovation process) and get the creativity process humming again?
Improvement is not the same thing as innovation. Unfortunately, the media and even many business leaders tend to use the terms almost interchangeably. Patrick Lefler explains the significant differences between the two concepts.
Before the radical shifts in technology disrupt the industry fabric, there exists a great potential to appropriate value from the market through incremental product and business model innovations. The less intense the competition, less matured the market - larger is the potential. The emerging markets of the world the BRICs (where s could stand for the plurality as well as South Africa), have long been projected as the markets to invest in.
Collaboration is the new hot thing. The idea is not new and one can trace its origins from the Silk route, to the old Italian Shipping cluster, to the Medicis, to the evolution of different industries, to the new age of globalisation to the new age we see today. However, we live in a business age with hype cycles and buzzwords serving as adrenalins. Everybody is talking collaboration. The new impetus has come because of three main reasons.
The ability to develop breakthrough products and services has become the holy grail of innovation. However, many companies struggle to develop breakthroughs even though they may be very innovative in other ways. Could it be that a different organizational barrier exists that is specific to breakthrough innovation? Examining the purpose of innovation relative to the purpose of your business may provide the answer, suggests Ellen Di Resta, Founder of Synaptics Group, Inc.
All too often, simplifications just lead us astray. Is taking radical as the opposite of incremental or in small steps one such contrived simplification – and one that risks misleading us? This weeks´ column is written by Bengt-Arne Vedin, PhD and Professor emeritus in innovation management..
Which will help your business to be more successful: statistics or probability? Underwriters at insurance companies use statistics to assess future risks. This is based on years of collected data. Probability is what card counters in Vegas use to increase their odds of success. This is based on real-time, real-life experience. If you want to play it safe, use statistics. If you want to win big, use probability.