In this series of three articles Paul Hobcraft explores the value of knowledge and education for innovation. Continuing the discussion, in part two the author investigates the various aspects of modern knowledge exchanges including their psychology, mechanisms and complexities that govern them.
In this series of three articles Paul Hobcraft explores the value of knowledge and education for innovation. In part one he opens the discussion by exploring some of the biggest challenges faced by organizations today and provides encouragement to explore emerging practices.
Today, almost any B2B firm claims to be “customer-oriented”. However, only few firms have a rigorous and stringent system that integrates the “best” (B2B) customers into its innovation process – where “best” in this context is measured not by volume of sales but by contribution to the firm’s innovation. A lot of insight has been generated on how to engage consumers in the innovation process. There is also a growing body of knowledge about how to innovate openly on the R&D side of the innovation process. But little has been written up so far about how to systematically integrate B2B customers in the firm’s Open Innovation system. innovation-3’s Frank Mattes closes this gap by sharing some insights.
Organizations introduce web portals to help people share information and ideas. Time passes. Sites proliferate like kudzu strangling a pin oak. Their numbers keep people from finding the information they need and from engaging in the conversations that matter. Collaboration slows. What is the web gardener to do? In this article innovation architect Doug Collins explores how the practice of collaborative innovation can help organizations trim their proliferating portals.
It’s good to have friends in high places as you transform the world through the practice of collaborative innovation. In this article innovation architect Doug Collins introduces you to your buddies in human resources and finance. Say hello!
“Core competences” are a major concept in managing innovations and technologies. In the era of Open Innovation, the established concept of core competence management needs to be updated. innovation-3’s Frank Mattes recently met with a group of 20 innovation / technology managers from leading firms to work out how this could be done – with the practitioner’s perspective in mind. In this article you will find the key results of the discussion.
Leaders need to develop a ‘habit of knowledgeability,’ according to Haydn Shaughnessy, who has written extensively on change and innovation for Forbes, WSJ, InnovationManagement and HBR, among other noteworthy publications. In this article, Harun Asad expands on this notion and suggests how to build and implement a strategic intelligence platform that facilitates advancing innovation.
Innovation projects are said to fail 90% of the time. Why is this? Part of the answer lies in the special “innovation teams” who are mandated with finding breakthrough growth in large corporations. Setting these teams up for success is vital, yet corporations often fail when doing this. This article provides a collection of ten tips that serve as a talent management roadmap for growth companies in search of high-performance teams that deliver.
Recent data from the Industrial Research Institute (IRI) shows a sharp rebound in planned R&D spending. After the past few years of operating with reduced budgets and staff, companies are finally starting to make the R&D investments they need to ramp up the innovation and product development activities that will help them achieve their growth goals.
The McKinsey Institute published the results of their fifth annual survey on how organizations use social technologies, it surveyed 4,200 executives to understand the developments and progress throughout the years and benefits of these social technology applications. They are being deployed for the purpose of process enhancements and operations. Secondly they’re being used to find new growth opportunities. Surprisingly, a large percentage of organizations did not maintain the benefits of using social technologies that they had achieved earlier.
Practitioners in each new field emerge to explore its early, exciting promise, reconciling that potential with the results they achieve in reality. The rapidly emerging and rapidly evolving field of collaborative innovation is no different in this regard. In this article Doug Collins shares his perspective on the current state of affairs in terms of where the field stands, relative to the claims made on its behalf.
In this article Dr Rowan Gilmore shares lessons from the AIC’s Innovation Coaching program which was first introduced to help Queensland (Australia) SMEs in 2009. The program works with SMEs in a number of industry sectors, helping company management to “think outside the box” to grow their business or develop new products and services.
Many innovation managers are concerned with the successful transfer of new technology from universities to industries while monitoring and protecting intellectual property. This week IM spoke with Ariadna J. Rodríguez-Diaz who is in charge of the protection of intellectual property in new technologies for education at the School of Engineering at UNAM.
What can design really teach business leaders about how to run their organizations? And where does it fit into the ever-evolving lexicon around innovation? Nicole Chen sketches out the top four values that business leaders should adopt from design thinking.
MIT has an incredible reputation, is an amazing brand, and is connected to numerous tech transfer successes. It is true that the system in the US is very different to that in Sweden: The laws are different, there is more money available in most parts of the US system, the domestic market is larger and the culture is very different. However, this is not say that Sweden cannot learn from the example of MIT, and apply whatever is feasible.