Archivo de la etiqueta: Knowledge Creation

Revisiting the Idea of a Fully Formed Idea | innovationmanagement.se


What elements comprise a fully formed idea? How might originators capture the evolution in their thinking about their ideas over time? Innovation architect Doug Collins—older and, debatably, wiser—revisits his thinking on this subject.

Many groups coin abbreviations and acronyms as ways to help them decide what to do. Project managers use the SMART mnemonic to set program goals: Specific, Measurable, Attainable, Realistic and Time-sensitive. Pediatricians use the Apgar score to help them assess the health of newborns: Appearance, Pulse, Grimace, Activity, and Respiration.

People who practice collaborative innovation have their own shorthand, as well. For idea capture they use OIA: observation, implication, and application. Chris Miller, who founded innovation consultancy Innovation Focus, developed this approach as part of his Hunting for Hunting grounds method, through which participants identify new opportunities for growth. I explored the OIA approach’s use in collaborative innovation in an earlier article. An example of OIA follows (figure 1).

Figure 1: example of OIA

Click to enlarge

Click to enlarge

OIA enables originators to capture and share fully formed ideas such that their fellow community members and stakeholders have enough information to comment, assess, and decide next steps. I have found, too, in working with clients that OIA offers further benefits beyond enabling people to capture their ideas in full… Sigue leyendo

Innovation Matrix 4.0 – timkastelle.org


If you google “innovation,” you get more than 417 million results. If you narrow it down to “Innovation Management” you knock that number down to 3,160,000 results.

On amazon, you get 228,716 hits for “Innovation.”  54,485 of those are in Books.  You can cut the number down to 1,330 in the Patio, Lawns & Garden category, but that probably doesn’t do you much good.

If you’re trying to make your organisation more innovative, how can you navigate all of the available resources?

That’s one of the problems that I’ve been trying to solve with The Innovation Matrix.  It’s changed a lot since the last time you’ve seen it.  I’ve been using my Artefact Cards to help figure out how things work.

IMG_0495

First up, the big news: I’m collaborating on this now with Nilofer Merchant! She and I are developing the ideas together, and as we start to roll them out in earnest, you’ll see some big differences.  She explains what we’re up to here:

It is an idea that when developed could help any organization figure out where they are, and the moves to take based on where they want to be.

We’ll be sharing as we go. Which means anyone — quite possibly you — will have ideas on what to include or cover or you will start to challenge our thinking and in doing so, shape ours. You will ultimately be the sharers of those ideas, if you deem them worthy.

For now, I’d just like to outline the rationale behind this tool.

Innovation is important because it drives growth.  It may seem like a buzzword, but if you want to grow, you’ll need to innovate.  That’s why you need to find a way through all those results on google and amazon. Sigue leyendo

Top Six Components of a Creative Climate | innovationmanagement.se


 

Are you thinking about ways to transform your workplace into an environment more conducive to innovation? This article takes a closer look at six components of creative climates that have shown to be significant at facilitating creativity according to new research.

This article will continue investigating creative climates with the goal of identifying the most substantial components that facilitates creativity.

What is a creative climate?

A climate can be seen as various aspects of the psychological atmosphere in a team and the surrounding organizational environment. The climate often conveys expectations about which behaviors and attitudes that are acceptable. In the creativity research field there has been many attempts to conceptualize the idea of a ‘creative’ climate – i.e. such a climate that facilitates outcomes that are creative. Examples of such conceptualizations are the Team Climate Inventory by Anderson & West (1996), the Creative Climate Questionnaire by Ekvall (1996) and the KEYS by Amabile et al. (1996).

Many components of a creative climate have been proposed during the years. Some examples are the degree of individual freedom, psychological safety, support and positive relationships among team members, vision provided by supervisors, creative encouragement, mission clarity, available resources, and even joy (Denti, 2011).

The search for significant components of a creative climate

For this article I want to highlight six components of a creative climate that have been shown to be among the most salient in predicting creative and innovative outcomes. To identify these components, I have scrutinized two recent meta-analytic studies on factors that influence creativity and innovation (Hülsheger, Anderson & Salgado, 2009, and Hunter, Bedell & Mumford, 2007). Meta analytic studies have the best ability to detect effects across multiple settings since they combine the results from a large amount of studies¹. The factors are presented in no particular order…   Sigue leyendo

BY STEFAN LINDEGAAR: Open innovation is like dating!


While he was the head of Connect+Develop at P&G, Chris Thoen, said that open innovation is very much like dating. You need to look good so that you can become the preferred partner of choice among your suitors.I like stories, analogies and metaphors on open innovation as they can help better communicate the benefits as well as the challenges of open innovation. Here you get some of my favorites. Let me know what you think and please add your own. It would be great to have a collection of this.

Playgrounds and sandboxes: I often liken open innovation – and even more relevant today the use of social media for innovation efforts – to a playground or…

InnovationTools.com | new articles


Are you called to be an innovation leader?
If you want to be innovative, you need to be a leader. No individual or organization has become an innovative one by copying the actions of their competitors or peers. That may seem obvious, but evidence shows that most people fail to realize this critical fact.

How do you encourage employees to share ideas? | via game-changer.net



This is the second of a series of weekly posts where I will answer a few common questions about innovation. Please feel free to add your own response. Also, if you have any questions you think we should discuss, let me know.

Good ideas can come from anywhere, but just asking for them doesn’t mean everyone will speak their minds. I think this is where a gap exists between activating innovation and simply talking about it. It’s also why it is important for leaders to be open and share their thought process with others to encourage dialogue.

Beyond the Here are a few more ways: Sigue leyendo

Why Innovations Are Arguments


 

 

http://sloanreview.mit.edu/
By Randall S. Wright 

Too many executives confuse what an innovation is with what an innovation would do for them if they had one. The solution? Think of innovation as an if-then argument.

ATTEND ALMOST ANY conference on innovation, and one will hear someone in the audience ask, “Yes, but how are you defining ‘innovation’?” Why is there no clear, shared meaning of “innovation”? I believe it is because most executives confuse what an innovation actually is with what an innovation would do for them if they had one. For example, most companies think of an “innovation” as something that wins a sale with a better solution, increases revenue or takes market share from a competitor. But those aren’t definitions of innovation. They’re outcomes executives would like to get from innovation.

Steve Jobs and Bill Gates at the fifth D: All ...

The problem is a serious one, not the least because companies send engineers, “technology entrepreneurs” and “technology scouts” in search of innovations when a shared understanding of what they are looking for may not exist across the organization’s people and functions or between “scouts” and managers. More significantly, to “innovate” means to “regenerate” — and most companies decline or fail because they fail to regenerate.

I propose that all true innovations are arguments. By this I mean that all innovations are composed of three elements: a proposition and a conclusion linked by an inference. I further propose that this is not merely a convenient or workable definition that covers most instances of innovation. Far from it: Stating that innovations are arguments is not just stating a definition — it is an identity, an equality. Innovation = Argument.

Let me explain. When the late Steven Jobs went to Xerox’s Palo Alto Research Center in December 1979 to kick around the lab to see what was up, he made an argument — an innovation. He stumbled on a proposition — the graphical user interface — and inferred that this interface would be the way that everyone would experience computing. Jobs later told Rolling Stone, “Within 10 minutes, it was obvious that every computer would work this way someday. You knew it with every bone in your body.” Steve Jobs was an innovator because he could make inferences between technology propositions and conclusions about human experience. Sigue leyendo

The 6 Features Needed In Your Idea Management System


Via Scoop.ithuman being in – perfección

Idea Management Is Key To Your Innovation Strategy
Ideas are the currency in the new creative economy therefore you need tools to manage this valuable asset as part of your overall innovation strategy. Idea management is often overlooked as a crucial component in the overall innovation process. Sigue leyendo

How to not go it alone when it comes to transforming ideas into innovations | ***POST DESTACADO***


http://philmckinney.com

PHILMCKINNEY | MARCH 12, 2012

Using co-innovation to leverage R&D spend

Co-Innovation As A Type Of Innovation

One of the areas that is overlooked by most organizations is the opportunity for a new type of innovation: co-innovation.  Co-Innovation is different from what most organizations call joint R&D, joint ventures (JV) or customer driven innovation.

What is co-innovation?>>> Sigue leyendo

Business Strategy Innovation Diamond (BSID)


http://www.innovationexcellence.com
by Braden Kelley

Continuing my quest to surface some classics that the Innovation Excellence audience will have never seen, here is another from 2007:I would like to introduce a visual metaphor that the consultants use at Business Strategy Innovation. It’s called, predictably enough, the Business Strategy Innovation Diamond, or the BSID. There is another reason we use it, to “ID” the “BS” in an organization. Now a lot of people would represent strategy as the top of a pyramid, processes in the middle, and systems as the base of a pyramid, but that ignores two of the most important tools in any organization – policies and reporting. Business Strategy Innovation instead starts with a diamond that looks like this:

Business Strategy Innovation Diamond

Here is an example of how the Business Strategy Innovation Diamond can help you structure an organizational analysis project: Sigue leyendo

How to reduce innovation risk


posted by Jeffrey Phillips
http://innovateonpurpose.blogspot.com

Every day when I come to work I scan my Twitter stream and get insights from hundreds of people who have excellent perspectives on innovation.  There are people who write about open innovation.  There are people who write about business model innovation.  There are people who write about new products, innovations in specific industries and topics like reverse innovation.  The diversity of insights and range of topics demonstrates how valuable innovation can be.  But while there is great diversity of opportunity, there also remains a great distribution of success and failure, which creates innovation risk.  And while there are many types of innovation, one common factor in all innovation efforts is risk.As I’ve written in Relentless Innovation, innovation is fraught with risk.  There is risk that an innovator won’t identify important needs.  Risks that innovation teams disrupt the regular operations of a business.  Risks that even a promising idea isn’t accepted by the customerswhose need it was meant to address.  Instead of the scarlet “A” from Hawthorne’s novel, every innovator and every innovative idea wears the black “R” for risk.  And in the modern business model, risk is to be avoided at all costs.Risk introduces uncertainty, costs, variability and unpredictability.  These factors run in opposition to business as usual – the work most firms have done to streamline operations, create predictable short term results, eliminate unnecessary costs and reduce or eliminate variability.  Innovation introduces the snake of risk back into the garden of efficient, effective business operations.  And yes, that snake whispers sweetly to some executives about the mythical risk/reward tradeoffs.

Clearly, if our highly efficient, productive business models are to become more innovative, they need to believe that innovation risk can be reduced or controlled.  Either that or the operating models must become far more comfortable with risk and its costs and variances.  I suspect the latter requires far more cultural change than many firms will sustain.  If the tradeoff is trying to reduce innovation risk or reduce the resistance of the culture to risk, I think the former is the place to start.

How does a firm reduce or eliminate innovation risk?  I think there are at least five actions that can dramatically reduce innovation risk.  Note that I didn’t say eliminate risk.  I doubt that is possible, but I do believe innovation risk can be dramatically reduced through the following actions… Sigue leyendo

End of Year Innovation Questions


Thnxs to Tim Kastelle & John Steen | Innovation Leadership Network
http://timkastelle.org

As you may have already guessed, John and I are mentally wiped out right now and are taking a short break from blogging. We’re saving up ideas and posts and will be ready to go again once the new year starts.

In the meantime, here are a few questions to consider. If you’d like to answer them in the comments, it would be fun to have a discussion on these issues:

  1. What’s the most innovative thing you’ve done this year?
  2. What will you do next year to build on this year’s success?
  3. What is your greatest innovation challenge right now? Sigue leyendo

“Taking the NO Out of Business InNOvation” 10 NO’s Blocking Business Innovation


From experience and ongoing business innovation research, there are fairly common situations blocking business innovation across companies. No company has all of  these business innovation roadblocks, but the presence of just a couple of business innovation barriers will scuttle the most modest dreams of implementing a business innovation program to create value for customers.

None of these business innovation NO’s are insurmountable, so it’s important to understand what causes each of them and some steps to navigate around them and get business innovation going.

1. NO Knack for Innovation

There simply isn’t an orientation toward business innovation. It may be a mature industry, a company that’s had success with an intense focus, one that’s grown through M&A, or has been burned on previous formal innovation efforts. Whatever the reason, innovation doesn’t appear to be in the company’s DNA.

What Are Some Things You Can Try?

6 Key Innovation Insights


by  Anna Bird

http://mlcwideangle.exbdblogs.com/2010/10/26/6-key-innovation-insights/

As part of MLC’s search for best practices in radical innovation (contact us if you have thoughts to share!), I attended the PDMA’s 2010 Global Innovation Conference last week.

One of my highlights was definitely playing with the Spotme networking devices that all attendees received.  These hand-held gizmos represent the acceptable face of stalking, enabling you to browse a list of attendees and track relevant people as they move around. It then alerts you every time your target comes within a 25ft radius of you so you can catch them and exchange knowledge. The technology isn’t perfect yet, but it just might be the future of networking.

I also saw some great presentations from General Mills, Corning, Coach, Ashland, Mohan Sawhney, Dan Pink and others.  Here are a few of my favorite takeaways: Sigue leyendo

10 innovation experts to whom you should be listening



http://www.innovationtools.com/weblog/innovationblog-detail.asp?articleid=1218

As the publisher of the world’s largest innovation website, I have the opportunity to hear from and read the thoughts of many innovation experts. These are ten of the people whose insights have had the greatest influence on my thinking. Most of them publish articles and/or blog posts on a regular basis on the subject of innovation:

Jeffrey Phillips – Author of the Innovate on Purpose blog and the new book, Make Us More Innovative.

Steve Shapiro – Author of the 24/7 Innovation blog and the book of the same name, as well as the developer of the new Innovation Personality Poker card deck.

Jeffrey Baumgartner – Author of the excellent and frequently thought-provoking Report103 e-newsletter and founder of the JPB innovation consultancy.

Mitch Ditkoff – Creative guy extraordinaire; author of the eclectic and creative Heart of Innovation blog, the marvelous business fable Awake at the Wheel: Getting Your Great Ideas Rolling in an Uphill World and numerous creativity and idea management tools… Sigue leyendo

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