Are You An Innovator? – Open Innovation at Philips – @lindegaard


by Stefan Lindegaard | facilitator and consultant focusing on open innovation | Consulting | Connecting | Promoting
Email stefanlindegaard@me.com


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That is the question Philips ask in their current open innovation challenge. Here students, entrepreneurs, and other budding inventors are encouraged to innovate around specific business challenges defined by product categories within the Consumer Lifestyle division at Philips.

Entrants are offered the chance to win a trip to Amsterdam to attend the finalist event, at which they can participate in an innovation masterclass given by Philips innovation specialists and the opportunity to present their innovation to Philips executives.

I am giving this a shout-out because my interactions over the years with Philips tell me that they are doing great things internally to develop an open innovation culture. We just don’t hear that much from Philips and I am thus glad to learn about…

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Roles de equipo durante los procesos de innovación…


 

Los roles de la innovación.  

Por Beatriz Valderrama. 

Canal CEO. 

Como ya vimos en el artículoInnovación y compromiso en equipos diversosla rueda de motivos nos permite conocer los diversos roles de los miembros del equipo, ayudando a asumir la diversidad como una fuente de riqueza, entender cómo puede contribuir cada uno a los resultados y a la innovación desde su propio estilo, y encontrar el estilo de comunicación y liderazgo adecuado para cada persona.

En este dibujo podemos ver los roles más apropiados para cada fase del proceso de innovación en equipo:

roles-innovcion.jpg

Proceso de innovación y roles de equipo. Valderrama, 2011

Como vemos, hay roles más proclives a la innovación, como es elcreativo, y será imprescindible contar con ellos en el equipo, así como favorecer un clima en el que se sientan libres de aportar ideas novedosas, que suelen desafiar el statu quo. Pero sabemos que la innovación no es sólo aportar ideas, sino que también hay que valorarlas, desarrollarlas e implantarlas.

Para llevar a cabo el proceso completo de innovación en equipo se puede aprovechar el talento diverso que aporta cada uno de los roles, siempre y cuando tengan la oportunidad de intervenir en la fase apropiada del proceso.

El proceso de innovación en equipo comienza precisamente con la creación de un clima positivo donde puedan explorarse ideas extrañas y todos sientan importante su contribución. Es el momento en que tiene especial importancia el rol cohesionador que, impulsado por su motivo de afiliación, se preocupa de crear espíritu de equipo, fomentando el respeto, la comprensión y la confianza entre todos.

La formulación de la misión y visión se enriquecerá con la perspectiva de responsabilidad global del rol comprometido con la misión de la organización, los clientes y la sociedad.

Los objetivos serán más desafiantes si quien impulsa su establecimiento es un conseguidor estimulado por su alto motivo de logro.

Los cuestionadores, personas muy autónomas que prefieren la verdad a la armonía, no suelen estar muy bien vistos en las organizaciones y equipos muy cohesionados, y sin embargo es fundamental su papel a la hora de valorar las ideas. Eso sí, respetando uno de los principios básicos del proceso de innovación, separar claramente las fases de producción de ideas y de evaluación. Leer más “Roles de equipo durante los procesos de innovación…”

The Innovation Matrix | via timkastelle.org


One of the exciting trends in innovation right now is the lean startup idea.  The basic premise is that when ventures are starting out, building a scalable business model needs to be a top priority.  People like Steve BlankEric ReisAsh Maurya and Alex Osterwalder are all doing great work in this area.

I’m all for lean startups, and if you’re building a new venture, this is an essential approach.  However, the area that I keep focusing on is this: how can we make established firms more innovative?  One of the reasons that I love the lean startup movement is this: it embeds the innovation DNA into the venture from the word go.

I’ll use The Innovation Matrix to illustrate:

As I’ve said before, most startups begin as accidental innovators.  They have to successfully execute an innovation, or they won’t survive, but they don’t have any kind of innovation infrastructure in place.  The problem is that if they don’t think about how to embed innovation, then even if they are successful, they are likely to become less innovative over time. Leer más “The Innovation Matrix | via timkastelle.org”

Innovación que llega del otro lado del Atlántico


Durante dos días, los mismos que dura la Red Innova, que acaba de ser clausurada en Madrid, los emprendedores más innovadores pudieron contar cuáles son sus proyectos, sus ideas y sus propuestas en unos pocos minutos. El programa Open Talent, apoyado por el BBVA y la Red Innova, buscaba aquellas empresas con con más potencial en la categoría innovación y tecnología banca y servicios financieros. De cada uno de esos dos grupos se elegiría a una ganadora, que se llevaría una ayuda de hasta 100.000 euros.

Leer más “Innovación que llega del otro lado del Atlántico”

The Idea Game helps teams ‘battle’ to produce the best ideas

The need was to be able to handle inexperienced groups without too much facilitation, especially when you have groups of 25 to 50 participants. The use of the idea game was successful and organizations wanted to use it on a larger scale throughout the organization. Based on that input and the experience from playing with over 6,000 people we designed a lower-end version that had even less need for a facilitator and that clients and others could use on their own.

We have so far shipped over 4,000 of The Idea Game, which is this simpler version.

Frey: Why is a game like this important today? How is it better than an ordinary group brainstorming session?

Hagbard: If you have a game you also have a process, a step-by-step process for running your brainstorming session. The concept of a game is well known and people feel safe and encouraged to participate and contribute with their ideas. The ideas you generate are strongly linked to the idea cards that you view for provocation. The cards give payers the ability to “hide” behind the card, blaming the card for their weird ideas. That way we get more ideas and more out of the box ideas on the table.

The game also encourages the group to do parallel thinking, which means that teams not only develop the ideas, they also “battle” them to come to a consensus on the best ones. So the ideas are developed and refined by the whole group, which dramtically increases idea ownership, which in turn eases the implementation of these new ideas.


http://www.innovationtools.com
By Chuck Frey

The Idea Game is a new group brainstorming tool that corporate teams can use to generate fresh ideas and insights. Developed by Swedish creativity consulting firm Realize AB, it provides a variety of creative stimuli using a card deck and game board to generate ideas, and “idea battles” to help identify and improve upon the best ideas.

 

Realize AB’s core business is conducting creativity and brainstorming workshops, so developing creativity tools and software is a natural extension of this focus. According to its website, since its founding in 1998, Realize AB has led over 340 workshops and trained more than 8,500 people in creative practices. Its list of more than 130 clients includes a Who’s Who of leading European companies, including Volvo, Ericsson, DHL, TUI, AstraZeneca, SCA, Electrolux and IKEA.

To date, the company has produced the brainstorming functionality for the popular mind mapping software program, MindManager and a stand-alone software program based on it called Effective Mind. An iPhone app is to be released next month… Leer más “The Idea Game helps teams ‘battle’ to produce the best ideas”

To Innovate You Must Live With Uncertainty

If you can’t deal with uncertainty, you end up wanting to jump straight to the last bit – where we have conclusions, decisions and action.

But if you do that, you spend very little time on the first step, where you really explore the range of possible questions and ideas. And you don’t get into the middle bit at all, where you experiment, think, and prototype.

The kicker on these projects is that we have to move through this process twice. First in defining the problem to solve, and then in again in trying to actually solve it. So just when we reach a point of certainty, we’ll be thrown back into uncertainty in the second loop – and this is the real danger area.

Innovation requires uncertainty. Uncertainty is what leads to variation in ideas, and this variety is necessary for finding the best answer to whatever problem you’re trying to solve.

This is why I’ve said that the single most important management skill to develop is a tolerance for ambiguity.

If our students can do that in the course of these projects, then they will be successful.

If you can improve your tolerance for ambiguity, you will be a better innovator too.


This post was written by Tim.
http://timkastelle.org

I’m starting up a couple of live consulting projects with some of our MBA students. Even though we are very early in the projects, they have already reminded me of just how critical it is to develop the ability to live with uncertainty.

This is the fundamental point that Jonathan Fields makes in Uncertainty: Turning Fear and Doubt into Fuel for Brilliance.

Fields contends that you can only do innovative and creative work by learning to live with, or even embrace uncertainty.

For the artist, entrepreneur, or other creator, the outcome-centric approach to visualization that’s most commonly offered can be an exercise in both futility and frustration. Actually, it’s worse. Because if you are someone who’s capable of creating a highly specific definition of your precise outcome in advance and you follow the straightest line to that outcome and remain utterly committed to that vision, you’ll get there faster. But you’ll also increase the likelihood that the very same blinders that send you on a beeline toward your planned outcome will lead you to completely miss a host of unplanned paths and options that, had you been open to seeing them, would have markedly improved your final creation. You’ll get exactly what you wanted, then realize it’s not what it could have been. Leer más “To Innovate You Must Live With Uncertainty”

Innocide!!!

Some organizations have an innovation process that includes assessment of successes and failures – but they measure what’s already gotten into the innovation pipeline, not what didn’t even make it in! Innocide is pre-process murder. It’s subtle, pervasive, socially acceptable and pernicious…which makes it hard to measure and harder to fix.


http://mills-scofield.com

Last month, my friend Whitney Johnson wrote a great post about entitlement being an innovation-killer.
Please read it if you haven’t.  I’m sure we all know examples of this in many aspects of our lives.  In some corporate cultures, Innocide is brazen and in others incredibly polite and subtle.  Perhaps the subtlest of all is Suinnocide – killing innovation within us.  Most of us are masters at that!

Some organizations have an innovation process that includes assessment of successes and failures – but they measure what’s already gotten into the innovation pipeline, not what didn’t even make it in!  Innocide is pre-process murder.  It’s subtle, pervasive, socially acceptable and pernicious…which makes it hard to measure and harder to fix.  Leer más “Innocide!!!”