innovation process

Collaborative Innovation in Advanced Manufacturing: Just Getting Started

Advanced manufacturers—people who make “things”—face the same challenges in the Digital Age as their counterparts that traffic wholly in bits and bytes. Relentless immediacy. Increased transparency. In this article, the innovation architect Doug Collins reflects on the results from a survey that the analyst firm Frost & Sullivan conducted as part of the Manufacturing Leadership Council. What are the more advanced of the advanced manufacturing thinking these days about the practice of collaborative innovation? Are they on track?

Going Once, Going Twice, Going Three Times: Selling Your Idea

People cannot appreciate the value your idea offers if you fail to convey its relative advantage.In this article, the innovation architect Doug Collins shares a simple, good example of telling the right story at the right time to the right audience. Save this one for your clip file.

Innovation Decimation: Refined Sugar and the iPhone

I see no value in waiting until New Year’s Day to resolve to improve myself. “Now is as good as time as any,” makes more sense to me. Last month I resolved to make two changes which, if I succeed in maintaining the alterations, promise to benefit me. In this article, I share my view on these changes, the immediate effect they have had on me, and their relation to the practice of collaborative innovation.

Taking a Leaf Out of Your Childhood in Your Professional Life

The way we develop as children can greatly impact the way in which we conduct ourselves as adults. Our early experiences and discoveries have a significant influence on the growth of various personality traits, such as leadership, the ability to work as part of a team and communication, which can have a big impact on our professional lives.

10 Guidelines for Business Model Innovation in Established Companies

Leading CEOs worldwide expect major changes to their company’s business model until 2020. As a consequence, organizations are currently about to realize that, today, business model innovation has become as important as technological innovation. However, developing new and viable business models still represents a serious challenge for large incumbent firms despite their resources, know-how, and key technologies. This article provides 10 guidelines for mastering business model innovation challenges in established companies.

How to Avoid Robot-Zombie Innovation

In order to create Breakthrough Innovations, you need to abandon the corporate robot-zombie talk, says Andrew Benson. By cultivating an open and free form innovation culture organizations can avoid the idea logjams created by formal innovation processes.

Innovation is not always nice to have. Unless you play-to-win!

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.

Elements of a Successful Innovation Roadmap

Countless articles argue: To remain competitive, companies need to consistently build their innovation portfolio. Value-oriented improvement and new developments must permeate the business. This article discusses a structured approach, known as a Rapid Innovation Cycle, which brings a repeatable process to innovation, empowering individuals to contribute more and organizations to look beyond themselves—all leading to a higher success rate.

Beyond Tech and Elusive Geniuses – The Everyday Innovation Heroes

Apple, Google and General Electric success stories centre on groundbreaking characters and geniuses. But 99% of companies worldwide are unlike any of these. Most organisations are made up of people like you and me: reasonably proficient in innovation management but surrounded by innovation agnostics. People who can share with us the tough, yet stirring mission of pushing boundaries to shape a bit of future.

Challenge Question Formation for Crowdsourcing

Organizations that pursue the inquiry-led form of collaborative innovation often have an outcome in mind. They may seek the “low-hanging fruit” of immediately actionable ideas. They may seek ideas that help to re-envision the business. In this article innovation architect Doug Collins reflects on how the savvy practitioner manages the challenge question formation process to help the sponsor achieve their desired goals. The key? Knowing how to dial up and dial back the level of transformation incumbent within each question.

In Pursuit of “Actionable” Ideas

Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.

Retrospective on the Dirty Maple Flooring Company

Our columnist Doug Collins began the Dirty Maple Flooring Company tale last fall. Twenty episodes later, the story in which Dirty Maple embraces collaborative innovation has come to an end.

The Dirty Maple Flooring Company Enters the Digital Age: Part 20

Chief strategist Charlie Bangbang has experienced the first evolution of his practice of collaborative innovation at Dirty Maple by applying the blueprint. What lessons does he take about innovation management? About crowdsourcing? About leadership?

Eight Important Facts about NPD and R&D Portfolio Management

Often the tasks at hand take our focus off of the big picture. In new product development (NPD) and R&D portfolio management, there are several “givens” that may seem obvious when stated but are often overlooked. Bring your attention back to these eight tried and true ways to improve your portfolio management and increase your product development productivity.

The Dirty Maple Flooring Company Enters the Digital Age: Part 19

How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?