You can’t go an entire commercial break during the World Cup or a State of the Union address without hearing the word innovation pop up at least once or twice. Companies have added innovation to their company values and mission statements in accelerating numbers.
The collective wisdom of your co-workers is a huge asset in the fuzzy front end. But which challenges do you need to address and solve in order to create a structured and effective employee driven innovation process? Read more about a method using idea markets as a powerful incentive. And it has already proven its worth in a number of large Scandinavian companies.
As innovation is a necessity for any organization today, the ability to assess and measure the progress and impact of your innovation efforts might be a true source of competitive advantage. This in-depth article offers fresh experiences, best practice and insights from how a number of multinational companies within the MedTech, telecom and manufacturing industries are working with establishing and implementing innovation measurement programs.
Practitioners in each new field emerge to explore its early, exciting promise, reconciling that potential with the results they achieve in reality. The rapidly emerging and rapidly evolving field of collaborative innovation is no different in this regard. In this article Doug Collins shares his perspective on the current state of affairs in terms of where the field stands, relative to the claims made on its behalf.
Studies have shown that companies’ return on innovation (ROI) or hit rate is somewhere between 2-10%. That is another way of saying that around 90% of all innovation efforts are never commercialised or used in general. Jørn Bang Andersen, senior advisor to the Nordic Innovation Centre (NICe), presents a NICe case study on possible ways to dramatically change that.
At Orange, the international mobile and fixed carrier issued from France Telecom, there is a strategy to diversify the services it offers to its users and has set up Orange Vallée as an external entity to drive innovation. Nicolas Bry tells us more about how the system works.
Measuring innovation is tough on most counts – unless you happen to be lucky enough to create new blockbuster products. One way to make strategy easier to frame and guide is to have a set of leading indicators telling you if your innovation efforts are working out. Deb Mills-Scofield looks at how to set up the lead indicator process through 'Lens Shifting'.
How successful is Open Innovation as an innovation method? For leaders like Proctor and Gamble the answer is obvious but the same can't be said for the vast majority of enterprises taking this route. Doug Berger takes the soundings.
Can we bring an open collaborative spirit to understanding, describing and prescribing innovation methods? Paul Hobcraft and Jeffrey Philips believe we can and that it will greatly simplify the innovation process. Here's the beta version of a collaborative open innovation framework.
Inspiration. Creativity. Meaning. Purpose. Human-centeredness. These terms are at the forefront of the very lively discussion around what design can bring to business and innovation -- and they are extremely powerful. Nicole Chen asks if design thinkers have thought enough about their new role.
In last week's IM article we looked beyond national innovation metrics at how in the French system innovation is stifled by education, culture and systemic factors. Can we recalibrate innovation through national policy? This weeks concluding article looks at how the policy makers should be redirecting their efforts beyond traditional measures.
National innovation statistics are regularly produced to make some Government agencies feel good about themselves and others feel bad – but do they really tell us how to make innovation happen more easily? In the first of a two part series we see how the French example holds salutary lessons for companies and governments.
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.
An EU benchmark of national innovation capabilities has the United States out in front with some European countries falling behind the emerging economies. The US Government on the other hand is deeply concerned about its innovation capability. Haydn Shaughnessy asks if the benchmarks give us a way to rethink innovation.
How can companies acquire greater maturity in the use of information? Ground-breaking research reveals some answers. Following an ambitious program of “field” research – involving more than 1200 managers in more than 100 companies across 26 economic sectors and 40 countries – we at IMD have scientifically demonstrated a causal link between a company’s performance and its maturity with regard to its “information orientation” (IO)