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.
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With so much attention on innovation these days, it’s easy to find articles and blog posts on the topic. What’s harder to find is valuable information on innovation that sheds new light on the subject, educates or inspires. With this in mind, Innovation 360 would like to offer a monthly round-up of the best innovation articles we have come across.
Below you’ll find 10 innovation articles from March that are worth a read (listed in date order starting with the most recent). If you know of an article or post we missed, feel free to add it in the comments. Leer más “Top 10 Innovation Articles – March 2012”
Yes, this is an exciting, forward-thinking conclusion, but it is also a daunting one. The ante has been upped: no longer is it enough to want to create “the iPod” of a given industry and follow in Apple’s much-admired, design-worshipping footsteps. Companies have to “think different,” as Steve Jobs always encouraged his team to do.
Of course, simply copying how a successful company does things “different,” won’t automatically ensure parallel results. You have to rethink what “think different” really means in 2012–for you. Are your company’s innovation efforts really resulting in unique work? Do you have original human resources policies to retain your top performers and to recruit—and retain–the next generation of leaders? Will your own management style help define, or at least reflect, the winning business strategies of the 2010s, and not the outdated leadership tactics of the 2000s?
These questions, which can be tough to confront and to answer, are not only good for innovating your offerings, but they’re also generally good for business too. Daring to be different and not just think different can reap long-term dividends. In other words, doing business as usual means you could be out of business sooner then you think. Straying from tradition–conducting business as unusually as you can– might keep you in business longer than your critics and competitors have expected–as IBM and Google have proved.
By Doreen Lorenzo -http://designmind.frogdesign.com
Despite the many case studies and op-eds you might read on the importance of “innovation” as a strategy, in real life many businesses are struggling to be innovative. It doesn’t mean that they can’t come up with enough new ideas or that they don’t have creative people on staff. Instead, executives might find that they cannot implement innovation within their company’s structure, or that they get bogged down by distractions that only seem to be taking them on the path to inventions that are timely–and potentially profitable.
In addition, many of the barriers to corporate innovation are forces that are much bigger than internal ones. These hurdles range from the economic challenges in Europe; entire industries dying or at least experiencing troubling states of transition (print and television media, for example, or investment banking); and the shifts in global financial power that are taking place (the rise of China and India, among other “emerging” markets). Leer más “Time to Redefine “Innovation””
Co-innovation is where two organizations come together in a 50/50 contribution of resources with the relationship having the following charactersics:
Each party has IP (intellectual property) to contribute
The two parties have an agreed upon area of strong mutual interest
There is agreement on the target (who is the market for the innovation, what is the innovation and how we go about creating and launching the innovation).
Neither of the organizations can deliver the innovation alone thus a mutual dependency.
The partners agree to deliver a real innovation to the market is an aggressive timeline (e.g. 24 months) where the innovation will have real and meaningful impact to both organizations
To lean how to setup co-innovation relationships, the lessons learned from having run +30 of these relationships and the pitfalls to avoid, listen to the podcast.
PHILMCKINNEY | MARCH 12, 2012
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.
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”
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.
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”