Cisco Ignites Companywide Startup Culture

In the past few years, the mass digitization of business and society has pressured every organization – large and small, private and public – to innovate at unprecedented speed. This digital revolution has incited a new and disruptive era of hyper competition. It has accelerated the pace of change exponentially. It has forced companies to reinvent themselves. And it has utterly disrupted institutions and their cultures, upended entire markets, and hatched new business models that challenge traditional ways of operating.

The Global Innovation Index 2016

Since the release of the Global Innovation Index (GII) last year, the world economy has encountered a number of challenges that have led to further downgrades of global economic growth projections. In the context of such uncertainty, countries will seek ways to move the global economy out of its current holding pattern, thus avoiding a prolonged low-growth scenario. Innovation will be a critical ingredient to achieving this objective.

2019-10-15T15:23:32-07:00August 18th, 2016|Categories: Blog Archive|Tags: , , , , |

IMP³rove Report: Effective Innovation Management Support

This collection of case examples of IMP³rove innovation management support services for SMEs to gain competitive advantage illustrates the needs of key stakeholders in the innovation ecosystem. The case examples show how a wide variety of effective support services utilising the IMP³rove offerings address these needs.

Innovation that Matters: Tomorrow’s Winning Cities

Innovation that Matters examines and ranks 25 cities’ readiness to capitalize on the inevitable shift to a digital economy. It carves out critical trends every U.S. city leader can learn from and offers recommendations local leaders can adopt to strengthen their region’s digital competitiveness.

Platform Disruption Wave

In the new global environment innovation is tending towards Platform Disruption, and is more focused on waves of change than single technology disruptions. The competitive capability of different innovation cultures, rather than technology, therefore becomes the critical success factor. In this article, Haydn Shaughnessy examines product and service platforms as the new organisational form and suggests that modern enterprises need to take the leap to a new way of business.

Digital Shoring for Networked Innovation

Companies are under pressure to innovate faster than ever, and collaboration beyond organizational boundaries is central to accelerated innovation. But few companies navigate collaboration well—or even find the right path to get started. To move forward, companies must change their operating models to enable “digital shoring,” the latest evolution of organizational “shoring” approaches.

Survival of The Fittest

Based on our work with pioneering enterprises in Silicon Valley and around the globe we have learned a great deal about what makes innovation prosper. This article reveals some surprising insights on how prepared our institutions are to successfully compete for the future.

Research Reveals Success Factors of Fast-Growing Startups

Experienced leadership, a concept designed for scalability and timing, is the most important factor influencing fast-growing startups, also known as scale-ups. Only 1 out of 200 startups become a scale-up valued over $10 million within 5 years. THNK and Deloitte conducted quantitative research to analyze the dynamics and characteristics of 400.000 startups.

Untapping Hidden Value: A New Partnership Model for Corporate Knowledge Management and Innovation Functions

In the current business environment, defined by some as the ‘Knowledge Age’, leadership interest is increasingly focused on Innovation and Knowledge Management development efforts. To date, these functions often operate along parallel, yet discrete, paths. As organizations seek new areas of growth, while further cutting costs there is an increasing need to build more effective partnerships in order to ensure ongoing success and drive additional business value.

Disruptive Innovation Methodology: K³.P.I.

How does the disruptive machine work? In this article Alex Chenevier offers a consolidated view of his previous publication, (before introducing his disruptive innovation methodology) by recording his research itinerary and extracting three intertwined progresses (the knowledge space, the path dependency and knowledge fusion), ultimately surfacing a unified model. The scientific equation of K³ey Performance Indicator℠ is perhaps the first definite, quantifiable and measurable model, and therefore applicable in business terms.

Methods of Measuring Ideas for Innovation

Turning ideas into numbers and knowing the characteristics of the Ideal Idea (0.00iur) is like having a compass and knowing the safe harbor where the minimal risks of innovation converge. Mathematically identifying desired ideas by users, extracted from simplified mathematical formulas, is the Holy Grail that eliminates uncertainties and passionate discussions, which are unhelpful in choosing ideas.

Innovation: at the Heart of the Disruptive Machine

Can the concept of disruptive innovation be applied in a systematc way? In this article the writer/researcher offers a retrospective view of the history of innovation, its incubation, periods of economically revolutionary change and how cultural, geographic and political influences gave rise to the evolvement of global organisations. It then goes on to explain the face of innovation setting a cultural consensus that could mean for the global 2000 in terms of a new incentivised direction.

The R&D department: From Innovation Engine to Part of the OI Machine?

The success of Open Innovation hinges on many organizational aspects as we have discussed extensively on the MOOI forum in the past months and will continue to do so as of September 2014 onwards. To summarize, we have discussed corporate strategy, top management, organizational structures, HR, culture, and IP in light of Open Innovation.

2020-04-01T11:28:45-07:00July 9th, 2014|Categories: Open Innovation, Organization & Culture|Tags: , , , , |

The Results Are In: Product Leaders Report a Need for Speed and a Roadmap to Sustainable Innovation

Findings from the Fourth Product Portfolio Management Benchmark Survey

Imagine sailing in the World Cup race without a strategic plan or a map. It is a sport where speed is of the essence, decisions (and perhaps more importantly the timing of those decisions) are paramount, and team talents must be optimized at any moment. With competitors abound displaying their impressive spinnakers and advanced technology--only the risk takers advance. The will to win is apparent, yet without a strategy and a map, a team would drift into execution mode and lose the race.
2019-10-15T15:16:28-07:00November 18th, 2013|Categories: Blog Archive|Tags: , , , , |

Lessons from Public-Private Innovation Strategic Alliances for SMEs

Strategic alliances are an effective way to provide diversity of resources and gain entry to new knowledge and markets. Large corporations have entered recently into alliances with public sector organizations to support innovation in SMEs, combining private and public policy agendas. This article looks into the structure and management of these strategic alliances, their strong practices and inhibitors and how they impact the different parties involved.