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.
You’re the leading branded FMCG player in your market. You are a well-known and respected company with a long heritage of consistently outperforming other major brands. Yet, despite this heritage, you are underperforming in one market segment that is showing strong growth. Bryan Urbick explores how to capture share of a lucrative and growing market.
Corporate innovation programs can’t fulfill their potential without the right foundations in place. Many organizations are taking their programs across the enterprise. In this article we consider three key foundations and how they can be boosted to improve corporate innovation: the linkage between every day innovation and corporate targets, the levels of openness, trust and acceptance of diverse opinions.
“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.
If they want to compete successfully in the future, companies should hold off on rapid ideation and faster commercialization until they take an unflinching look at what is truly stifling breakthrough innovation. In this article, Soren Kristensen provides insight on how honest self-reflection can free you from your biggest impediment to growth.
Every year hundreds of millions of pounds are spent on consumer and market research. All those involved in NPD will know how a myriad of research projects is deemed fundamental. Yet, managers across the globe may be wasting a good portion of their research budget. Learn more on how to leverage research results and create new opportunities in this article by Bryan Urbick, Chairman of Consumer Knowledge Centre.
Consider this all too familiar scenario: Company X’s new products developed and launched with great expectations, yield disappointing results. Yet, these products continue to languish in the market, draining management attention, advertising budgets, manufacturing capacity, warehouse space and back office systems. Wouter Koetzier explores how to avoid the innovation death spiral.
Make sure your internal innovation capabilities and processes are in order before you open up your idea and innovation strategy to the world.
The most innovative leaders have a mindset like that of a venture capitalist. They take a portfolio view of innovation projects. The venture capitalist will invest in a basket of different start-up companies, fully knowing that most will fail. A few might break even and one or two might be successes. But one big success can pay back the costs of all the failures. Even though he is smart, the VC does not know at the outset which ventures will succeed and which will fail so initially he backs them all. As time goes on he cuts funding for the failures and gives more to the winners.
Many companies pay substantial yearly fees in order to protect their patents. But what business benefit do these patents really generate?
