The right innovation metrics and indicators are often difficult to find and apply. Not many CEOs would be able to show innovation dashboards with 3-5 simple KPIs.
Over recent years we have been tracking how companies identified as leading innovators subsequently perform in terms of growth in shareholder value. Linking innovation efficiency to out-performance against all major indices has proven the relationship that many across industry believe in and hope for: innovation pays. The latest round of analysis has just been completed and shows even greater performance than before.
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
When you think about low-tech industries, you will probably think about many aspects, except for innovation. Innovation is mostly associated with innovative products and technology, but hardly ever with anything beyond R&D activities. This “myth” can now be refuted through the results of a currently published study “Gaining Competitiveness with Innovations beyond Technology and Products: Insights from IMP3rove”.
Universities can now access a new tool to help develop and manage their intellectual assets. The Intellectual Property Office (IPO) has a new strategy guide called 'Intellectual Asset Management for Universities’. This new guide provides advice and information to universities to help them understand how they can best use their institution's Intellectual Property. This can be an invention, trade mark, original design or the application of a good idea.
Many firms discover in their search for unknown co-innovators that in different countries potential innovation partners react differently when they are approached by an Open Innovator. Frank Mattes looks at a recent study that may help shine light on the issue.
Innovation is actually easy – when the corporate culture is supporting it. Unfortunately today many companies show ”excellent” practise killing the innovative spirit. In this new in-depth article Dirk Loop explores the opportunities every employee – not just executives and innovation managers – has to enhance a culture of innovation. He gives a brief overview on common weaknesses within corporate process frameworks and shows hands-on solutions.
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.
Innovation management has become one of the most critical factors contributing to sustained business growth. Co-creation is an extremely powerful driver of innovation provided that you manage the process and harness social technology. In this article Catherine Constantinides takes a closer look at the different tools you need to consider to be successful.
Apple has passed arch-rival Microsoft to become one of the most highly valued companies in the world, but retaining its position among the most valued of all companies will require considerable skill as well as perhaps a good dose of good luck, because maintaining a phenomenal growth rate when your sales total $19 billion is a lot easier to do than your sales have grown to $65 billion. So what are Apple’s best strategic options? That’s what I’ll like to explore in this article.
Good ideas are most successful when they're not just a modern novelty, but fulfill an unmet customer need. Gis van Wulfen describes how to find innovation opportunities by identifying customer frictions.
For many companies being and continuing to be innovative is essential. But how can companies become ‘more’ innovative? Carmen Kobe & Ina Goller asked experts, consultants, and managers how they experienced successful improvement of innovativeness in their business life. Out of the interviews four interventions that are used to develop companies’ innovation capabilities could be extracted.
While large companies like P&G have forged ahead with open innovation there are many still to take the first tentative steps. Dr John Kapeleris provides a primer on how to go from thinking about Open Innovation to trying it out with a crowdsourcing project.
How effective is innovation policy and which policies help or hinder? The Innovation Technology and Innovation Foundation takes a fresh look at global competition, examining the role of innovation policies in shaping competitive environments.
The idea of the creative city or creative class took a back seat while the chatter among businesses and policy makers turned to innovation. Yet complexity economics tells us cities are where the bulk of innovation happens. Is it time to revisit ‘places’ as the focal point of innovation activity? A new report suggests yes but we have also to revisit what we understand by a creative city or region.