|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.|
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.
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. Seguir leyendo “Why Innovations Are Arguments”
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. Seguir leyendo “The 6 Features Needed In Your Idea Management System”
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.
Here is an example of how the Business Strategy Innovation Diamond can help you structure an organizational analysis project: Seguir leyendo “Business Strategy Innovation Diamond (BSID)”
posted by Jeffrey Phillips
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… Seguir leyendo “How to reduce innovation risk”
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:
- What’s the most innovative thing you’ve done this year?
- What will you do next year to build on this year’s success?
- What is your greatest innovation challenge right now? Seguir leyendo “End of Year Innovation Questions”
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?
- Challenge conventional wisdom that says innovation isn’t vital to the company.
- Target introducing small doses of unconventional strategy to begin.
- Introduce ways to look at the business differently.
- Try to borrow and adapt proven ideas from other industries or markets. Seguir leyendo ““Taking the NO Out of Business InNOvation” 10 NO’s Blocking Business Innovation”
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: Seguir leyendo “6 Key Innovation Insights”
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:
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… Seguir leyendo “10 innovation experts to whom you should be listening”