Is Germany loosing the connection to today’s speed of change? In his new book “Germany’s Innovation Jam – How we create a new generation of founders,” Author Jürgen Stäudtner looks at German innovation pitfalls and corresponding resolutions.
Innovation hubs are popping up from Addis to Amsterdam and Boston to Bangalore. Fuelled by ideals of openness, community and collaboration, hubs aim to be the next orgware for innovation—beyond business incubators and R&D labs. Managers, policymakers and investors have taken note, but are grappling with how to engage. What makes hubs so appealing and can they teach innovation managers anything new?
Have you seen this equation: innovative = creative? Novelty always comes from “outside the box,” right? It’s a land of confusion to many, who then conclude they are just not the creative type. As a result, organizations lose out because being innovative is but one of a myriad of ways to being creative. All people can be creative—in their own way.
Almost every innovation manager can recount stories of great ideas, concepts and products that people love and yet they’re never implemented. The business case stacks up and is technically feasible, but finding sponsorship and a budget seems to be impossible. As innovators, we’re often subject to ongoing commercial restrictions. The fastest way to get ideas off the ground is to ensure they’re aligned to the C-Suite agenda in both the short and longer term.
Are you looking to hire creative employees at your company? If so, allow me to propose some characteristics you can advertise for and look for in order to find true creative thinkers. However, I also have a warning for you. But first, a little background.
Practice makes perfect. People master collaborative innovation as they convene people on the critical conversations and as they navigate the day in a life of innovation challenges. What’s next? What possibilities do we see for further progress? What possibilities do we see for leadership? In this article, innovation architect Doug Collins shares insights for the advanced practitioner: people who have become familiar with the blueprint for collaborative innovation and seek to hone their craft further.
Conflict is a dreaded word. Most people associate conflict with interpersonal clashes ranging from inelegant avoidance tactics in the breakroom to fierce and open hostility. Surely, it is obvious that conflict in teams is detrimental to creativity and innovation. But is it? In this post we will explore this matter further and see when conflict sometimes can enhance the creative thinking skills of teams.
The nature of problems in innovative work is that they are often ill defined, novel to the individual who engaged them, and complex in that often several solutions exist to the same problem. In this post we will see how expertise is an important factor in innovative problem solving, and how leaders and organizations can cultivate R&D team expertise.
This question has baffled many executives for quite some time. Management tries to replicate the special event or circumstances that created a successful innovation project but often fails. Companies have created positions such as Chief Innovation officer, innovation teams, and organizational strategies that promote innovation through diversity, team dynamics, and social networking. However, failure rates of 90% are common when innovations occur due purely to chance. What distinguishes whether an innovation is hit or miss?
In traditional thinking, being competitive in the global marketplace requires a significant investment in time and resources. But the reality is that any organization today can take advantage of open innovation to innovate faster and cheaper than ever before, positioning them as true competition in the industry. This article will explore the top five ways SMEs can leverage open innovation.
We think of careers like ladders, don’t we? And when careers do not go straight up the ladder, we do not see them as (good) careers. But if you are in the business of providing talent this is a tradition that may need to be replaced by innovation. Replacing the traditional ladder with a lattice has led to significant improvements according to Cathy Benko, chief talent officer for Deloitte.
Challenge Driven Innovation enables companies to tap into diverse perspectives and talent to solve problems faster, more cost-effectively and with less risk, ultimately resulting in accelerated innovation outcomes and improved business performance. In this article Steve Bonadio introduces the concept of “Challenges” and their role in the emerging innovation management framework called Challenge Driven Innovation (CDI).
For years, management and business schools have vastly exaggerated the importance of tools and theories in delivering innovations to the markets effectively. As common sense indicates, the overwhelmingly important predictor of success for an innovation is not the use of tools, “innovation frameworks”, or handbook of rules, but the quality of leadership of the project and the talent and motivation of the staff carrying it out. In innovation management, we need to go back to basics.
Why does gender diversity matter when it comes to product and service innovation? What has research shown? And what does hard-won experience tell us? This article shows how businesses gain a competitive edge by integrating a gender perspective into their innovation work – a much needed boost as global competition becomes increasingly tough.