Obviously COVID-19 is having an enormous impact on all aspects of our lives, with the scope and scale of business disruption being immense and incredibly challenging. But disruption is what innovation people are generally excellent at responding to, so the question becomes - “how do you and your team support your organisations within this environment?”
Selecting an Innovation Management Platform for your organization can be challenging, and there are several key features to have on your requirements list.
Because of today’s business hype for innovation we encounter situations where there can be too much of a good thing going on and successful companies tend to be aware of this potential pitfall. As much as a complete lack of innovation will lead to failure in an organization, left unmanaged, too many innovative ideas can cloud the judgement on which ideas are truly great. Innovation management therefore is crucial in the success of any organisation.
Innovation, the act of creating novelty, has become omnipresent whereas what we really need to know is how to change enterprises, how to transform them, how to make them Elastic Enterprises, urges Haydn Shaughnessy in this provocative article.
Can you improve the innovation process as well as reducing the cost of engaging with users, developing new ideas and prototyping and testing solutions by making use of virtual environments? Jeffrey Philips and Jena Ball point the way.
This week IM caught up with Klaus-Peter Speidel, who has embraced open innovation in the company he co-founded - hypios, a social marketplace for solutions. Klaus-Peter tells us more about the need-oriented approach to innovation and the importance of multiplicity and open-mindedness in the idea creation process.
Up to now, several innovation intermediaries have assisted managers to transgress the boundaries from closed to open innovation and facilitated the access to opaque and highly difficult to connect technology markets. Examples such as NineSigma, Innocentive, Innovaro and Yet2.com have been specificaly helpful for technological problems requiring solutions fromom distant and distinct innovation actors. This work aims to address the lack of continuous effort to study the content, structure and governance mechanisms of these intermediaries as well as other less publicized forms such as incubators, innovation agencies, science and technology parks that further complement innovative practices. How do innovation intermediaries help you to implement open innovation?
How do you turn innovation from a marketing concept into something tangible with an impact on the bottom line? There is of course no simple answer, and to succeed a different way of thinking and working is required
