How Corporate Venture Capital Investing Increases Innovation

After the dot-com bubble burst five years ago, corporate-sponsored venture capital funds jumped off that bandwagon in droves. Some companies were restructured; others decided these funds didn’t have much of an impact on their bottom lines. But Wharton management professor Gary Dushnitsky argues that venture capital is an essential tool for corporations to increase their innovativeness. As more and more new technologies spring up, he … [ Read more ]

The Creative Generalist

People today are raised to be niche thinkers. We’re all specialists in particular subject matters. We need to return to thinking more broadly to generate big ideas.

Aaron Oppenheimer

In the past, adding features usually meant adding costs. Put a sound system or power windows into a car, and you’ve upped the price, so you better make sure consumers really want what you’re peddling. But in the digital world, that cost-benefit calculus has gone awry…Technology is this huge blessing because we can do anything with it, and this huge curse because we can do … [ Read more ]

Top 10 Tips for Managing Your Patent Portfolio

Learn critical IP strategies from Silicon Valley attorneys Michele Liu and Dennis Fernandez.

How Does a Technology Improve? – An Argument for Reinvesting in the Light Bulb

Picking the right new technology — and then developing and marketing it correctly — can catapult a company ahead of its competition, expand its customer base and boost profits. For decades, top minds in research and development have relied on the S-curve theory to help them make those decisions. But research by Ashish Sood, an assistant professor of marketing at Emory University’s Goizueta Business School, … [ Read more ]

Brian Murray

If you listen to your existing customers, a disruptive innovation can come along…which the customers are behind the curve on. They don’t know what new markets could be coming down the road. So you need to have two sets of antennae out there: one listening to your customers, but the other looking at what is completely disruptive that even your customers may not be attuned … [ Read more ]

Michael Schrage

Nothing in the business world is more overrated than a “good idea.” Nothing. I’ve never gone into an organization anywhere in the world that didn’t have-with a little prompting and encouragement-more good ideas than it could possibly use. Indeed, most firms enjoy a surplus-a glut-of good ideas. As a rule, a glut of something makes it less valuable, not more. Economics 101.

By contrast, I’ve never … [ Read more ]

Michael Schrage

Grasping the essence of an innovation culture is astonishingly easy. Simply fill in the blank. Whenever a good idea is proposed, you’ll find the core values of an innovation culture in the words that follow this common phrase: “We can’t do that because…”

Whatever reasons, excuses and evasions people use to explain away why good ideas can’t be implemented is the organization’s innovation culture. Period. We … [ Read more ]

Mårten Mickos

For innovations to happen, someone must cross a boundary, and ideas must flow freely. It can be the boundary between two labs, between vendor and buyer, between two countries, between two sciences or between two schools. But it must be crossed. The power of innovation always lies in the combination of disparate constituents.

Jonathan L. Isaacs

While benchmarking works well for bringing inside the best practices of others, it often amounts to strategy by mimicry. It’s not very good for devising an original “best practice” that doesn’t already exist. Cross-functional teams are good at pooling existing knowledge, breaking down barriers, and finding new ways to work inside the existing game. But these same teams often shy away from more speculative data … [ Read more ]

Peter Drucker

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. Executives in charge of existing businesses or products will have neither the time nor understanding for the infant project.

Dianne Jacobs

When it comes to ongoing, steady business, you need deep and meaningful relationships. This can be very reassuring. The problem, of course, is that these close contacts know the same people, have the same information, and often have the same views and opinions.

But when it comes to ideas, creativity and thinking outside the box, each of us must have a diverse range of distant contacts. … [ Read more ]

Thomas Koulopoulos and James Champy

When examining any complex business model, it becomes obvious that being exceptional at your business means becoming extraordinarily efficient at handling exceptions. Breaking away from the anticipated and structured is the very foundation of innovation and, we would claim, is impossible without a focus exclusively on your company’s core competency.

If you approach the market with the idea that exceptions are the norm and then … [ Read more ]

Samar Farah

Where someone else might assume a personal frustration is just that-individual and quirky-innovators assume that if they feel that way, then others must too. Recognizing this-and then acting on it-is part of the innovative impulse.

Globalizing R&D: Building a Pathway to Profits

Global R&D is making headlines but companies’ experiences to date are mixed at best. This article examines why many companies that are already moving are achieving only lukewarm results.

Katherine Catlin

If you want ideas for solving your business problems to pop out of your people, the first, and most often neglected step, is to ask them. Just ask them. It’s so easy to do, and so rarely done. Show your people that they have been hired for their minds as well as their bodies. Provide training to enhance their creative thinking skills and establish a … [ Read more ]

Pablo Picasso

Whether inspiration comes, does not depend on me. The only thing that I can do is to make sure it finds me at work.