As the economy is dynamically changing and innovation becomes crucially important, a look into the management practices and risks that such projects face should always be welcome. In part two of this series of articles focused on identifying risks on innovation projects, the attention will be directed towards the identification of the internal and hidden risks of innovation projects.
This article delves into the goals every organization should work toward to boost product development performance, looks at how these goals further a product organizations ability to bring innovative products to market, and outlines the ways that a Product Portfolio Management (PPM) Solution helps companies reach these goals.
Many people assume that creating new ideas is the beginning of the innovation process, but actually that’s not true, according to Langdon Morris. He explains that ideation occurs in the middle of a disciplined, strategically-focused innovation process. In this article, he outlines an 8-step innovation process that promises better results than the traditional 'spray and pray' approach to developing and managing ideas.
Transformational innovation for many businesses is inherently complex and, in many cases, high risk. It can be a big distraction, expensive in terms of cost and resource bleed from other key activities, must be managed carefully and will frequently not be successful. This article explores some key factors to work with when looking for transformational innovation.
Before getting to this stage, 44% of organizations say the primary barriers to enterprise-wide analytics adoption are cultural. IBM Institute for Business Value and MIT Sloan Management review released research based on a survey of more than 4,500 business leaders from more than 120 countries and a variety of industries.
National innovation statistics are regularly produced to make some Government agencies feel good about themselves and others feel bad – but do they really tell us how to make innovation happen more easily? In the first of a two part series we see how the French example holds salutary lessons for companies and governments.
For innovation to become a core competence and a tangible cultural value, there has to be a substantial degree of internal consistency between processes, metrics, reward structures, rhetoric, and top management behavior. But it is precisely this synchronicity that is lacking inside most companies, says Rowan Gibson.
The sixth major issue to be tackled by our distinguished panel of innovation practitioners is the all-import issue of metrics: How do you measure innovation results and outcomes and motivate the organization to deliver across all stages of the process, and what are the best metrics for measuring innovation performance?
Years of cost-cutting and focus on process excellence have created in many firms a culture that is focused on operational excellence and risk avoidance. For innovation to succeed as a corporate objective, the culture must change to accommodate the risk and uncertainty that accompanies an innovation focus. Luckily, several important levers can help you change the culture, as Jeffrey Phillips explains.
Paul Sloane is renowned as a thought-provoking, entertaining and motivational speaker. His books have established Paul's reputation as the leading expert on lateral thinking and lateral leadership and he has published numerous articles on InnovationTools.com. With his consultancy, Destination Innovation, Paul helps organizations to develop a vision, culture and process for innovation. In this thought leader interview, he shares his thoughts on how to establish effective processes for innovation.
