Having a process for the front end of innovation is necessary but not sufficient. It also requires proper levels of funding, and a governance structure to support it. In this article, we'll look at how these aspects tie together, and how your company can support your full innovation lifecycle.
Results of a study on excellence in the Fuzzy Front-End (PART 2): Where leading firms are setting their priorities
This is the second part of a 2-part series on a study that innovation.support conducted. In the study we wanted to find out where leading firms from various industry sectors set their priorities in developing the early phase of their innovation funnels (“Fuzzy Front-End”). In this article we want to provide you with the key findings of our study.
The term “Fuzzy Front-End” (FFE) has been established for the early stage of innovation which determines the innovation effectiveness and hence ultimately innovation success. We wanted to better understand where leading firms are setting their priorities in the FFE currently and where they see things going in the future. To answer this, we conducted a study. Our train of thought and the main findings are in a two-part article series published here.
Innovation is always a result of taking risk and mastering these risks successfully. However, in the past few years the risks resulting from the overall economic situation seems to have increased for small and medium sized enterprises (SMEs). As they cannot control these external risks many of them seem to stay away from too risky innovation projects. This has implications for the SMEs and for those who provide innovation support for SMEs?
People who sponsor collaborative innovation challenges establish a quid pro quo with the contributors and collaborators who comprise their communities. They agree to “do something” with the ideas that resonate with the community. What might “do something” entail, exactly? In this article innovation architect Doug Collins speaks to sponsor commitment on the back end of innovation, where ideas morph into tests, prototypes, and concepts.
Chris Thoen head of Procter and Gamble's Open Innovation business has been talking with IM about what it takes to achieve excellence in Open Innovation. This week Chris touches on staffing and the culture of Open Innovation.
Current public innovation support often fails to activate a significant group of SMEs. As a result, the innovation infrastructure is not utilized to its true value and capacity by a key constituency – small and growing companies. Not-for-profit intermediary Syntens initiated a campaign “FuturizedBusinesses” with Regional Development Agencies and the Chambers of Commerce to tackle this. Here's what we learned.
The appropriate structuring of companies is becoming more and more relevant as a mechanism for managing and enhancing their innovation capability. This article explores the concept of the Viable Systems Model (VSM) of Stafford Beer as a tool to better structure organisations for effective innovation and efficient operation.