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.

innovationmanagement.se | BY: DOUG COLLINS

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

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… Continuar leyendo «Revisiting the Idea of a Fully Formed Idea | innovationmanagement.se»

Innovation Matrix 4.0 – timkastelle.org

by Tim | The Innovation Matrix

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.

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. Continuar leyendo «Innovation Matrix 4.0 – timkastelle.org»

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… Continuar leyendo «Top Six Components of a Creative Climate | innovationmanagement.se»

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…

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.

A proven strategy to successfully implement collaborative idea management
Open innovation: How to create productive partnerships with universities
A practical 5-step process for business model innovation
What it takes to be a serial innovator
What is best ‘shape’ for persuasive ideas?
Creativity: Start from scratch conceptually
New product development: The problem with digital design
Creativity: Why it’s better to turn your problems into goals

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: Continuar leyendo «How do you encourage employees to share ideas? | via game-changer.net»

How to Create Content Maps for Planning Your Website’s Content | via sixrevisions.com

http://sixrevisions.com

How to Create Content Maps for Planning Your Website's Content

Content mapping is a visual technique that will help you organize and understand the content of a website. It can be a simple and valuable part of your site’s overallcontent strategy. This short and simple guide should help you get started.

What is Content Mapping?

Content mapping is similar to mind maps, but it’s focused on a site’s content. It will help you explore and visualize your content.

More specifically, content mapping allows you to see your content as it relates to the goals of your client, the goals of your site users and all the other pieces of content in your website (as well as external websites), allowing you to spot gaps (and opportunities) in your content development strategy.

I’ll cover two types of content mapping in this guide:

Mapping your content to goals (the goals of the client and the goals of site users)
Mapping your content to other content

We’ll focus on creating functional content maps that can be used (and understood) by everyone involved in the development of a website.

Note: Content mapping may lead to mind-melting over-complication! Content mapping should be quick and easy (just like a brainstorming session), but when you start referring to paragraphs as «information units» and blog posts as «content blocks», it may be a sign that you may be making the process more complex than it needs to be.

We’re not building a site map, so try to keep your head above the concept of web pages and websites. You should keep yourself open to external content (e.g. tweets) and websites.

Why Should You Create Content Maps?

The primary purpose for creating content maps is to help you begin content development with a strong focus on site goals and the types of content you need to produce.

Below are some other reasons why you should create content maps.

Content Mapping Helps with Technology Decisions

By having a good vision as to the direction and potential requirements of the site’s content, we can make wise decisions at the start about the technologies we’ll use, and make sure that the content management system we choose will meet the needs of our content.

Content Mapping Helps Create a Shared Vision

Through common language and a shared vision of how everything works and fits together, you can encourage collaboration and additional idea-generation between the different individuals, teams and components involved in the website production process.

Content Mapping Helps Quickly Spot Gaps and Opportunities

By being able to visualize your content, you can potentially spot gaps that need to be filled and opportunities for additional content.

What You Need to Get Started with Content Mapping

Here are some things you’ll need in order to get the most out of content mapping:

An understanding of business goals: This includes knowing your clients well, and knowing what they want to get out of their website’s content.
An understanding of the site’s users: You know what content the site’s users need and why they go to the website.
An understanding of content requirements: You know the requirements and limitations (e.g., style, technical, legal, etc.) of the content you will produce.

If you’re working on an existing site or a site redesign project, it would also be wise to conduct a content audit (which I discuss in an article about incorporating content strategy into the web design process) to get an idea of what content already exists. While this might not be an incredibly fun experience, discovering content that can be re-purposed will save you tons of time in the long run.

Content Mapping Tools

In my opinion, the tools you use for content mapping aren’t hugely important; you could scrawl these maps on your kitchen wall using crayons if you wanted to.

However, it’s a good idea to create content maps using web-based tools that allow you to quickly share your outcome with the rest of your team.

Any tool that allows for diagramming and mind mapping can work. Two of my favorite tools are OmniGraffle (a diagramming tool for Mac) and Balsamiq (a wireframing and prototyping tool).

You can use a diagramming tool like OmniGraffle to create a content map.

Mapping Content to Goals

Your first two content maps should be linear. And, to be honest, they’re not really maps at all, they’re more like a paired list.

The first map will map your content to the goals of your client. The second map will map your content to the goals of the website’s users.

Mapping Content to the Goals of the Client

We can map the business goals of the client to the content that will achieve those goals.

Here’s a simple example of mapping content to the goals of the client:

Mapping Content to the Goals of the Site Users

For the other map, you’ll then want to map the content to the goals of the users of the site.

Here’s how you might map content to some of the goals of site users:

What Are These Content Maps For?

As you can see in the above examples, some client goals and user goals may have multiple results. This is a good thing — the more results, the better because we then have the potential to meet their goals in more than one way.

You should gain two insights from these maps:

An idea of the content you need to produce, as well as a list of any existing content you can readily use.
Labels for your content. These could be simple labels like «Help and Support» or «FAQ».

Mapping Content to Other Content Continuar leyendo «How to Create Content Maps for Planning Your Website’s Content | via sixrevisions.com»

Why Innovations Are Arguments

How can a company “get it”? The only way is to hang out with people obsessed with some conclusion about empowering the human experience. To understand early the empowerment that personal computing represented, one would have had to hang out with the members of the Homebrew Computer Club, which spawned Apple Inc. along with about 26 other companies. Similarly, to understand what the empowerment of the automobile would mean, one would have had to hang out with those who made up the inner circle of the early Detroit auto industry. To “get it” means having both the staunchness and the humility to join the dialogue and contribute something — hopefully, an original argument — to the debate; and, if a company cannot contribute even a flawed, or rough, but original argument to the debate, then it can never “get it.”
A company has to do more than look for applications of its technology, acquire technology or just make knock-offs. It has to own a paradigm — a conclusion to an innovation argument. Every business must understand how what it is doing empowers humans. This, plus operational excellence, can make a company almost unstoppable.

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.

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. Continuar leyendo «Why Innovations Are Arguments»

The 6 Features Needed In Your Idea Management System

What are the features you need in your idea management system?
Idea capture and tracking
Idea evaluation
Idea collaboration
Track ideas through your innovation process/gates
Ability to pause ideas
Support innovation challenges

To learn more, listen to the podcast … or subscribe to the podcast in iTunes

Note: This podcast also celebrates the seven (7) year anniversary (March 22nd) of the Killer Innovations podcast. There is a special “ask” at the end of the podcast …

Via philmckinney.com

Via Scoop.it – human 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. Continuar leyendo «The 6 Features Needed In Your Idea Management System»

Information is free. Knowledge is not.

Knowledge is something else entirely. It’s what you get when you combine information with analysis and experience. Knowledge is information distilled down to actions. It can and should cost you money, or time, or something else. If you want real analysis of the news you just grabbed from the Associated Press, for example, you might go to the New York Times and pay (at least after 10 views). To learn AdWords tricks that can actually help you profit, you’ll buy a book, pay for a seminar or hire a consultant.
You must pay for knowledge in money or effort. If you don’t understand this, you’re going to fail.

Via Scoop.it – human being in – perfección

In business, everyone keeps confusing information with knowledge. It’s a fatal mistake: Information may get you started, but knowledge is what separates winners from losers.

Information is ones and zeros. It’s raw data, or a list of facts. It’s instructions on filling out a business license, or the instructions Google provides when you sign up for Adwords. The obvious stuff. You can often acquire information for free: Go to the Associated Press for raw, un-analyzed news. Or read a ‘how to’ on building your own car. Continuar leyendo «Information is free. Knowledge is not.»

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

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.

http://philmckinney.com

PHILMCKINNEY | MARCH 12, 2012

Download the Co-Innovation As A Unique Type of Innovation podcast

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?>>> Continuar leyendo «How to not go it alone when it comes to transforming ideas into innovations | POST DESTACADO»

Business Strategy Innovation Diamond (BSID)

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: The BSID focuses your organization on making sure that the policies support the strategy, that the processes facilitate the policies, that the systems enable the processes, and the reporting measures the execution of the strategy. Not focusing on the BSID, may result in just BS instead of strategic innovation.

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: Continuar leyendo «Business Strategy Innovation Diamond (BSID)»

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. Continuar leyendo «To Innovate You Must Live With Uncertainty»

How to reduce innovation risk

Align innovation to strategic goals. Far too often, innovation activities jump the tracks, pursuing interesting ideas that aren’t in line with corporate goals and strategies. This is an especially damaging result: good money and resources spent on poor outcomes. A clear strategic goal and documented scope provides a framework for innovators, increasing their chance of success.
Executives clearly committed to innovation. Rather than propound the need for innovation, executives need to provide the best resources, provide funding and stay engaged in early innovation efforts. Otherwise innovation is viewed as the flavor of the month and slowly withers from a lack of engagement and a dearth of resources.
People who understand what to do. Many innovation teams are simply going through the motions of innovation, pantomiming their way to an acceptable idea. They aren’t trained in innovation tools or techniques, and, more importantly, aren’t open to really big ideas. They haven’t changed their perspectives, still encumbered by the risk profiles of the business. Only when the best people are on innovation teams, have released their thinking anchors and have received training on the best innovation methods and tools can innovation succeed regularly.
Clear insights into customer wants and needs. Far too often innovation teams review existing market research and suggest ideas that extend existing products and services. It’s rare that an innovation team meets a real customer, much less explores new unmet or unarticulated needs. Identifying and validating new needs and creating ideas based on these needs will greatly reduce the risk of innovation.
Doing innovation at speed. Most innovation teams struggle with the culture, which is resistant to innovation, focused on the status quo, stuck in meetings. Most innovation teams lack sufficient resources and pull people on a part-time basis from their day jobs. Most innovation teams have to invent their innovation processes, which delays the work and forces the people around them to question they ability to innovate. The longer an innovation project drags on, the less likely it is to be successful. And the longer a project drags on, the less valuable any needs or insights that were spotted become. Innovators can reduce risk by creating educated teams following defined workflow and working quickly to ascertain needs, generate ideas and validate those ideas in the marketplace. Instead of slow and steady, move fast and steady.

By the way, while we are on the subject, there are several ways of reducing risk that don’t work well:

Reducing the scope of the idea. Many, many ideas start life as interesting and disruptive concepts, and over time are reduced, shrunk and rounded off to become incremental at best. Yes, this reduces the risk but also eliminates much of the differentiation and the reward
Fast follower. Many organizations believe that they can wait for others to innovate, then quickly copy the product or service. The fast follower model works if 1) your development teams are truly fast (which most aren’t) and 2) you understand what the customer values in the product you are copying (many times firms don’t understand the customer value proposition). As product cycles shrink and customers become ever more discerning, fast followers are left with less and less margin. Again, little risk but little reward.

There are many more ways to reduce innovation risk, but we don’t have time or space for them in a blog post. This should be the first order of business for any innovator – trying to define the types and nature of risk that innovation presents, and understanding how to eliminate or reduce risk. It’s strange actually – everything about business is a risk/reward tradeoff, yet in many organizations we’ve lost the ability to balance the two, and seek only opportunities with no risk and little reward.

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… Continuar leyendo «How to reduce innovation risk»

“Creating an innovation entity” by Richard Hababou, Chief Innovation Officer at Société Générale

Richard Hababou is Head of Innovation Group atSociété Générale (Banking industry). He’s an acknowledged specialist in integrating new technologies in Banking Information System, shaping innovative services powered by IT.

Following conversation on “elementary particles of innovation“, Richard tells us about the set-up and the management of an Innovation entity.
An innnovation entity, what for ?

Société Générale Innovation Division was created in 2009 while the company needed to transform itself. Setting-up an entity dedicated to innovation was a way to instill “innovation thinking” within the company. The main goals were as follows:

develop an innovation culture, make innovation thinking a natural habit through Collaborative Innovation activities including set-up innovation contests and prize;
capture disruptive innovation through specific market intelligence andlab activities, and pass relevant information to business lines.

http://nbry.wordpress.com

Following conversation on “elementary particles of innovation“, Richard tells us about the set-up and the management of an Innovation entity.

An innnovation entity, what for ?

Société Générale Innovation Division was created in 2009 while the company needed to transform itself. Setting-up an entity dedicated to innovation was a way to instill “innovation thinking” within the company. The main goals were as follows:

develop an innovation culture, make innovation thinking a natural habit through Collaborative Innovation activities including set-up innovation contests and prize;
capture disruptive innovation through specific market intelligence andlab activities, and pass relevant information to business lines. Continuar leyendo «“Creating an innovation entity” by Richard Hababou, Chief Innovation Officer at Société Générale»