A growing trend over the past several years has been to host internal innovation challenges. Companies do this because they find it’s an excellent way to find solutions to long-standing problems, positively create culture (particularly in a remote workplace), and also to nurture the budding intrapreneurs who want to find career growth and new opportunities.
Around the world and across industries, enterprises are facing tremendous market upheaval. Transformation and disruption were the new normal well before the pandemic, but the coronavirus crisis accelerated certain trends toward innovation and digitization and led to the fundamental rewiring of old business models.
What if everyone in your organization came to work believing they could shape the destiny of your company? Learn more in this new post, and find out how it's possible with a 30-minute consult.
In my last article I wrote about the influences and themes that I see changing how large, mature and (often) incumbent organisations drive innovative growth and impact. In short, the innovation development professionals are (ironically) being disrupted.
The business environment is becoming increasingly complex. Organizations have lived in a stable environment for many decades. The competitive advantage resulted from executing better than competitors. This is no longer the case.
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.
No matter the decade in which you grew up, the future promised one thing: flying cars. And yet generation after generation has been disappointed as our technological progress that has given us everything from angry birds to nanotechnology, but… still no Bladerunner vehicles.
Our customers are launching new campaigns every day. They’re solving problems related to process inefficiency, performance, sustainability, workplace environments, and beyond.
Regulation has a critical role to play to protect customers and businesses operating in industries that are sensitive to various threats. In complex industries such as the financial industry, regulation is often perceived as a barrier and a burden.
The key to innovation success is simple---innovation is nothing without exploration and exploitation.
In-house innovation programs continue to proliferate and our concept of the innovator has evolved alongside them. Now we no longer think of a creative genius sitting alone in their tower coming up with creative ideas. Now, innovators can play a number of different roles within an innovation program beyond idea author. A lot of interest and attention is being paid to this concept, because organizations that are looking to sponsor and train innovation skills at their organization need to understand what skills matter most when it comes to creating meaningful change. After all, it’s an important part of professional development nowadays. Every employee at any organization needs to be able to keep up with the rapid pace of change. So here are a few of the roles that innovators play at large organizations.
Imagine a world where customer service, procurement, marketing, finance, operations, human resources, and sales can truly help each other and work together, instead of stepping on each others’ toes and pointing fingers. A world where all parts of the organizations work together with a shared sense of purpose, no matter how different their cultures, processes, and systems, have been in the past.
If you’re working with an innovation management platform, then you know the importance of building a community. The success of these programs is intrinsically linked to the spirit and engagement of your community: how much they participate, how they’re participating, why they’re participating.
How many times have you read a candidate’s cover letter and found yourself actually dozing off? How many times have you (figuratively) rolled your eyes when candidates answer the question “what’s your greatest weakness” with “perfectionism”? How many times have you bored yourself asking that question?
Having the right people on your start-up’s team – especially in its early days – can mean the difference between unparalleled success and embarrassing failure.
