724 Posts Found

Companies have to treat different types of innovation opportunities differently. Companies routinely organize differently to solve fundamentally different problems, yet the area of growth is all too often lumped into one managerial process, governed by one set of metrics. An incremental improvement in an existing market has to be measured, monitored, and managed differently than a completely new strategy that might go into a … [ Read more ]

Content: Quotation | Authors: Joe Sinfield, Mark Johnson, Scott D. Anthony | Source: Innosight | Subjects: Innovation, Management, Organizational Behavior

We all know that conventional management structures inhibit day-to-day interaction between departments. The problem shows itself when one department hands a project over to another at the end of a phase: “They can’t make what we’ve designed, and Marketing wants something else anyway!“

People from different departments and disciplines often work to different objectives. In an attempt to overcome the barriers to communication, senior managers may … [ Read more ]

Content: Article | Author: Peter B. Scott-Morgan | Source: Prism (Arthur D. Little) | Subjects: Innovation, Management, Organizational Behavior

Choosing which innovative ideas to pursue is often an exercise in guesswork. But by using existing management tools in a new way, executives can effectively gauge an innovation’s potential along two crucial dimensions: Can it withstand market pressures from competitors? And can it deliver more economic value to customers than alternatives?

In this article for Harvard Business Review, Monitor partner Geoff Tuff outlines this distinctive approach: … [ Read more ]

Content: Article | Author: Geoff Tuff | Sources: Harvard Business Review, Monitor Group | Subject: Innovation

It’s a 100-segment world. How can you stay a step ahead?

Content: Article | Author: Adrian J. Slywotzky | Source: Oliver Wyman | Subjects: Innovation, Strategy

The theory of intelligent memory suggests that companies relying on conventional creativity tools are getting shortchanged.

Content: Article | Author: William Duggan | Source: strategy+business | Subjects: Innovation, Organizational Behavior

We can”t be creative if we refuse to be confused

Content: Quotation | Author: Margaret J. Wheatley | Source: think Cranfield | Subject: Creativity

A major new study involving some 3,500 executives has highlighted the key skills that innovative and creative entrepreneurs need to develop. The six-year-long research into disruptive innovation by INSEAD professor Hal Gregersen, Jeffrey Dyer of Brigham Young University and Clayton Christensen of Harvard, outlines five ‘discovery’ skills you need. But, says Gregersen, you don’t have to be ‘great in everything.’

Content: Article | Authors: Clayton M. Christensen, Hal Gregersen, Jeffrey Dyer | Source: INSEAD Knowledge | Subject: Innovation

If you’re going to do something new, you have to overlap fields. God didn’t make disciplines; man did.

Content: Quotation | Author: Stan Ovshinsky | Source: strategy+business | Subject: Innovation

The most creative leaders I’ve met don’t aspire to learn from the “best in class” in their industry—especially when best in class isn’t all that great. Instead, they aspire to learn from innovators far outside their industry as a way to shake things up and leapfrog the competition. Ideas that are routine in one industry can be revolutionary when they migrate to another industry, especially … [ Read more ]

Content: Quotation | Author: William C. Taylor | Source: ChangeThis | Subjects: Best Practices, Innovation, Management

Management professor Vijay Govindarajan explains why companies have trouble implementing new ideas — and what they should do about it.

Content: Article | Author: Vijay Govindarajan | Source: strategy+business | Subject: Innovation

Does innovation depend on “Eureka!” moments, experienced only by a lucky few? Creativity and innovation may seem like moving targets, but building a culture that encourages systemic creativity in an organization is possible, as IESE’s Paddy Miller and Azra Brankovic explain.

Content: Article | Source: IESE Insight | Subjects: Innovation, Organizational Behavior

Matthew E. May introduces a passage on the critical role of a learning focus in innovation from The Other Side of Innovation: Solving the Execution Challenge, by Vijay Govindarajan and Chris Trimble.

Content: Article | Authors: Chris Trimble, Matthew E. May, Vijay Govindarajan | Source: strategy+business | Subjects: Innovation, Organizational Behavior

I believe that all people are creative, in their own way. Not all people are good at creating lots of really great ideas, nor do they have to be. Innovation success comes not from a single innovator or team, but from a number of people and teams coming together to fill a set of nine innovation roles. These roles must be filled in order for … [ Read more ]

Content: Article | Author: Braden Kelley | Source: OPEN Forum (American Express) | Subject: Innovation

The most successful firms have managed to prevail over the years because of their culture of innovation. Surprisingly, the culture of innovation in enterprises has not changed much in the last 100 years. We invite you to read about the fundamentals of this culture and take an assessment to see how your culture of innovation is performing.

Content: Article | Authors: Jay Rao, Joe Weintraub | Source: Babson | Subjects: Innovation, Organizational Behavior

Ideacide is a great way to kill creativity. There are many ways to perform it.

Content: Article | Author: Matthew E. May | Source: OPEN Forum (American Express) | Subjects: Innovation, Organizational Behavior

Businesses with the best product-development track records stand apart from their less-successful peers in three crucial ways.

Content: Article | Authors: Chris Musso, Eric Rebentisch, Mike Gordon, Nisheeth Gupta | Source: McKinsey Quarterly | Subjects: Innovation, Management

Professor Rajesh Chandy explains why corporate culture is the key to innovation.

Content: Multimedia Content | Author: Rajesh Chandy | Source: London Business School | Subject: Innovation

Few organizations, Tim Brown says, are set up to allow much creative collaboration, and even those are often afflicted by a culture that mishandles the results. “Too many ideas that get through to the market make it there because somebody senior is the one sponsoring them,” he says, “not because they’re necessarily the best ideas.”

Brown, president and CEO of Palo Alto-based IDEO, looks to “design … [ Read more ]

Content: Thought Leader | Authors: Matthew Budman, Tim Brown | Source: The Conference Board Review | Subject: Innovation | Company: IDEO

Corning Inc.’s process for developing inventive products actually works, a claim that few companies can make.

Content: Case Study | Author: William J. Holstein | Source: strategy+business | Subject: Innovation | Company: Corning Inc.

[how can one tell if an idea is any good?] Here’s the simple litmus test: Does your community care? Everyone has a “community” of constituents—customers, users, readers, clients, etc. Share your ideas liberally. If your community engages with them (either for or against them), then you know you’re onto something. If they don’t look twice you know that you either need to reconsider the idea … [ Read more ]

Content: Quotation | Author: Scott Belsky | Source: OPEN Forum (American Express) | Subjects: Creativity, Innovation