Peter Drucker

Because its purpose is to create a customer, the business has two – and only two – functions: Marketing and Innovation. Marketing and Innovation produce results. All the rest are costs.

Sparking Growth Systematically

How to turn innovation, often viewed as a haphazard occurrence, into a discipline

Rudy Ruggles

Experience enables people to understand and internalize ideas.

Entovation International Ltd.

ENTOVATION® International serves as the hub of a world-wide network of expertise exploring new methods of Knowledge Innovation. The ENTOVATION® Network offers a unique combination of benefits:
– Access to a network of both theorists and practitioners.
– Worldwide exposure to the most progressive managerial concepts.
– Systematic assessment with capabilities across the entire innovation spectrum.
– Universal application across functions, … [ Read more ]

Benchmarking Innovation Best Practice

This study highlights numerous practices that characterize highly innovative organisations. The research seems to indicate that innovation requires companies to excel along two key dimensions, namely:

1. Hard innovation: which is primarily to do with the company putting in place structures for innovation, such as innovation stage-gate methodologies, suggestion schemes, reward schemes, quantitative goals, organisational systems and procedures for interaction, physical infrastructures and … [ Read more ]

Top 10 Innovation Themes

“Does history repeat itself when companies seek ways to innovate? Are there patterns among the business strategies chosen by successful companies from one decade to the next?

To find out, we studied nearly 200 business strategies, most from the past 20 years, but some from a century ago. From this research we identified 10 essential “innovation themes,” which are repeated and proven over time.”

Overcoming Innovation Barriers

Constant innovation has become an inarguable strategy for business survival. With such a powerful and straightforward strategy, why are so many organizations struggling to survive?

Renée Mauborgne

The major argument for value innovation is that it tends to be far more profitable than “me too” launches or the introduction of products that claim marginal improvement on the original. While the latter categories make up some 86% of overall new product launches, they only account for 62% of increased revenue and 39% of increased profits. Meanwhile value innovations, which only represent 14% of … [ Read more ]

Alan Kay

The best way to predict the future is to create it.

Missing Markets: Strategies for Exploring the World’s Biggest Neglected Business Opportunites (.pdf)

An interesting summary and framework for the issues that arose from a group gathering at Cap Gemini Ernst & Young’s Center for Business Innovation to discuss “missing markets.” The paper offers a systematic method for identifying missing markets, analyzing what would be required to provide those markets, and evaluating the consequences.

Inside Innovation: Impact on Category Development

Understanding the drivers of market development and evolution is the key to marketing decision-making. Often the focus for this is restricted to price, promotion and distribution. Professor Douglas Bowman and Hubert Gatignon present some other often-ignored innovation drivers, assessing their contribution to the market and category development.

Prescription In A Tough Economy: Radical Innovation

There are 7 challenges that must be overcome to create market changing products. A recent book, Radical Innovation, has studied ten companies that faced these challenges including GE and IBM to learn how managers overcame common problems in innovation, such as technical and market uncertainty and a lack of resources. In this the first of a three part article we highlight selected details … [ Read more ]

Community Innovation and the Aspiring Innovator (.pdf)

The focus of this Just Thinking piece is that an organization implementing an innovation process needs to understand the dynamic and evolving nature of organizational behavior and culture. Too often, innovation processes fail to recognize that companies change, learn, and improve with time. As a result, the solutions are static. This Just Thinking will help to clarify how a company can migrate, over time, towards … [ Read more ]

Robert Sutton

Leaders pay a lot of lip service to the notion of rewarding failure, but few organizations hold failed effort on the same level with success. Often, they have a forgive-and-forget policy. Forgiveness is crucial, but it’s not enough. In order to learn from mistakes, it’s even more important to forgive and remember. The only kind of failure that deserves to be punished is inaction. … [ Read more ]

Robert Sutton

The mantra that we have all lived with for the past five years is, “Innovate or die!” But it’s just as accurate to say, “Innovate and die.” All the excitement about all things new obscured the fact that most new ideas are bad and most old ideas are good. It’s a Darwinian principle: The death rate of new products and companies is dramatically higher than … [ Read more ]

Tom Peters

Nearly 100% of innovation — from business to politics — is inspired not by “market analysis” but by people who are supremely pissed off by the way things are.

Scott Adams

Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.

Innovation in all things! Developing creativity in the workplace

“Many books and management experts have predicted a world into the next millennium of rapidly increasing change and the need for managers to be able to respond in ways that have not been previously imagined. In this article we set out a way in which both managers and trainers can act differently in order to create a creative climate within their organization.”

Editor’s Note: I found … [ Read more ]

Qualities of an Innovator

These days, the “innovation thing” is something of a no-brainer. Indeed, it seems that any company worth its low-salt lunch has identified innovation as a core competency worth developing. Who in their right mind (or is it right brain?) can deny the value of improving things? Isn’t this what human beings — those grand inventors of the microchip and the chocolate chip — are supposed … [ Read more ]

Assessing Your Organization’s Innovation Capabilities

This is an excellent article from the author of The Innovator’s Dilemma. It discusses his Resources-Processes-Values (RPV) framework for evaluating an organization’s ability to innovate successfully. The author argues that most organizations focus too heavily on the most flexible variable – the resources whereas the less flexible processes and values have a greater importance on the success of new business initiatives.

Editor’s … [ Read more ]