Given the relatively small number of qualified solution providers for any given technical challenge, one fairly productive and successful problem solving approach undertaken by corporate technology seekers is to organize "supplier summits."
Can companies sidestep or blunt the effects of disruptive innovation? It's possible, but not likely, explains Steve Denning in a recent Forbes column.
The success of an organization's idea management program is at the mercy of its supporters - the employees. The innovation team and top management must effectively communicate their goals to employees so they understand what's expected of them and feel confident that their ideas will be taken seriously. Enno Scholz walks us through this communication process.
One of the few ways left for companies to protect their margins is through business model differentiation. According to Kay Plantes, business models have become the new basis of competition, replacing product features and benefits as the playing field on which companies emerge as dominant or laggards.
Building innovation management as a discipline requires us to take a closer look at the hurdles innovative firms face as they develop new products, services and partnerships but also at how those firms integrate the learnings from making tough choices. Andrew Gaule takes a look at building innovation culture as we manage through the stress points.
Stephen Shapiro explains the thinking behind open creativity and why he wrote a book and created a card deck called Personality Poker.
To sell ourselves and our big ideas, we need elevator pitches that stand out, are unique and stimulate a response. Clearly, some creativity is what is needed to design such a pitch. Jeffrey Baumgartner explains how to develop one.
People will remember the first and last times they interact with you. Use innovation to make sure each touch point is memorable and makes a good impression.
Creativity in Business: Interview with Julie Ann Turner
Analytical strategic frameworks are not the key to creating transformative innovation. But a robust strategic framework is essential for shaping and developing an idea. In the battle for hearts and minds, analysis is also the only way to win over the brains of corporate sponsors, venture capitalists, bank managers and spouses. After the "Eureka" moment, it's essential to have a disciplined framework that puts a spotlight on the things that will determine the commercial potential of your idea.
Robert Richman, Product Manager of Zappos Insights, says the most successful companies will be those that have people with the best ideas, and who can execute them most effectively.
Open innovation has been hyped in the media and by some consulting firms over the past few years as the next new thing and is just giving a term to an activity that has been underway in business for a long time. Simply put, open innovation is partnering to gain leverage and build barriers to competition.
Make sure your internal innovation capabilities and processes are in order before you open up your idea and innovation strategy to the world.
According to a recent survey of 65 senior executives of global companies, the large majority of firms are looking for innovation to drive growth. But they're not necessarily looking for the next great product or product feature. Instead, companies are putting greater focus on business models that create value for customers in new ways.
Few senior management teams (SMTs) actually understand what innovation means for them and their business on a day to day basis, warns Simon Derry.
