Making decisions and weighing risks

A reflection on various approaches to the role of intuition and engaged in decision making can lead us to better understand the innovation environment.

The choice, of “good” or “less good” idea, implies a decision (evaluation). These follow the path laid down by decision makers and agree or not to the level most desired innovation.

This path as Jeffrey Phillips says, from the idea or concept of interest is done in accordance with the propensity of decision makers (leaders) to:

Assignment – The leader or decision maker has already decided on the idea that they need to be implemented.

Patronage – The Executive recognizes a problem or solution and uses teams to create ideas.

Adoption – There is an idea that appears to bubble and convinced the executive, which adopts it.

Spin-out – There are ideas that do not fit the strategy or existing lines of business, but because they are disruptive give rise to a new business, a new company.

It is therefore not surprising that among thousands of ideas just a few or only one reaches its destination .

However the choices made by who holds the power of decision are not only supported on databases and frameworks for well-designed demonstration. They involve emotions that are often responsible for large enterprises.

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por jabaldaia

A reflection on various approaches to the role of intuition and engaged in decision making can lead us to better understand the innovation environment.

The choice, of “good” or “less good” idea, implies a decision (evaluation). These follow the path laid down by decision makers and agree or not to the level most desired innovation.

This path as Jeffrey Phillips says, from the idea or concept of interest is done in accordance with the propensity of decision makers (leaders) to:

Assignment – The leader or decision maker has already decided on the idea that they need to be implemented.

Patronage – The Executive recognizes a problem or solution and uses teams to create ideas.

Adoption – There is an idea that appears to bubble and convinced the executive, which adopts it.

Spin-out – There are ideas that do not fit the strategy or existing lines of business, but because they are disruptive give rise to a new business, a new company.

It is therefore not surprising that among thousands of ideas just a few or only one reaches its destination .

However the choices made by who holds the power of decision are not only supported on databases and frameworks for well-designed demonstration. They involve emotions that are often responsible for large enterprises. Leer más “Making decisions and weighing risks”

Meetings to innovate with open mind

Changes in meetings

The innovation development process and implementation of an idea can arise from the only the inside of an organization or in collaboration with external entities.

The creativity or our ability to produce work that is both original and unexpected as appropriate, that is useful and adaptable does not belong to a group of elected representatives or owners of silos within companies.

There is a clear focus on creativity and innovation in today’s society as crucial factors for success for both organizations and for society in general.

Although in form, the encounters between people and to present and discuss their ideas and projects, present themselves with some difference from the past but the ends remain the same:

– Discuss common goals.

Individuals in organizations come together to work together in these meetings and try to solve problems and create something new or improved products whether processes or organizational systems.

The meetings between people are also vital elements for effective knowledge management including its transfer within or from outside to inside.

The quality and power of decisions on crisis management, and strategic choices also depend on the creative use of information, knowledge and ideas presented and discussed at meetings.

However new concepts of innovation have emerged as the Open Innovation where collaboration between the actors, partly or wholly independent is an important factor.

The networks provide a kind of collaboration that is not confined to knowledge of those present at the meeting and the attitudes and behavior change is possible.


por jabaldaia

Changes in meetings

The innovation development process and implementation of an idea can arise from the only the inside of an organization or in collaboration with external entities.

The creativity or our ability to produce work that is both original and unexpected as appropriate, that is useful and adaptable does not belong to a group of elected representatives or owners of silos within companies.

There is a clear focus on creativity and innovation in today’s society as crucial factors for success for both organizations and for society in general.

Although in form, the encounters between people and to present and discuss their ideas and projects, present themselves with some difference from the past but the ends remain the same:

– Discuss common goals.

Individuals in organizations come together to work together in these meetings and try to solve problems and create something new or improved products whether processes or organizational systems.

The meetings between people are also vital elements for effective knowledge management including its transfer within or from outside to inside.

The quality and power of decisions on crisis management, and strategic choices also depend on the creative use of information, knowledge and ideas presented and discussed at meetings.

However new concepts of innovation have emerged as the Open Innovation where collaboration between the actors, partly or wholly independent is an important factor.

The networks provide a kind of collaboration that is not confined to knowledge of those present at the meeting and the attitudes and behavior change is possible. Leer más “Meetings to innovate with open mind”

Interactions and strategies in Design Thinking & What is the strategy?

Who deals with the interactions of interactions in the systems, i.e. combinations of many simple interactions, knows that these can lead to surprising emergent phenomena.

Although the interaction has different meanings in different disciplines, all point to systems that are interrelated and interdependent. Every action has a consequence.

As in any situation of questioning it is necessary to find an answer to our strategy. But that is not enough!

This is not a relation of cause and effect but an interaction where the consistency of response is crucial for the mutual reinforcement of each.

The place where we play can shape the way we play to win and it’s good to think back and think about what our objectives are and how we play. We do not think the field without considering what our aspirations are or how we play to get there. We go back and refine some passes and how they master the moves…


After all things are simple!

Interaction is a kind of action that occurs when two or more objects or things have an effect one on another.

If we think a situation is often seen as cause / effect, we come easily to the concept of interaction thought otherwise. The idea of a two-way effect is essential to the concept of interaction.

In a commentary to the title, ” Where is the problem” a recent post I wrote, @ joerka , whom I thank , mentioned in twitter ” The problem is hidden in an infinite network of causes effect. It’s pragmatism of reality that comes to your rescue. Defines it. “


It is perhaps this detail of cause and effect that causes all the difference when we want to go further.

Who deals with the interactions of interactions in the systems, i.e. combinations of many simple interactions, knows that these can lead to surprising emergent phenomena.

Although the interaction has different meanings in different disciplines, all point to systems that are interrelated and interdependent. Every action has a consequence.

For most of us achieve good results in solving problems or meeting needs , means we need to increase the number of positive interactions they have at home and at work and reduce our negative interactions .

To promote these actions you must create personal rituals and team to help us interact more positively. If we make them part of our organizational process and individual habits, is more likely to happen.

When discussing the business and want to contribute with design thinking for their development, there is always an issue facing us :

According to Gary Hamel 90% of strategies fail due to poor implementation and think that design can help reduce this failure rate with the methods and design processes, such as observation, visualization of ideas and interaction prototypes.

Roger Martin says: “That’s actually a lot easier that it sounds. My preferred approach is to treat strategy– making as developing a set of answers to five interlinked questions. The questions — which cascade logically from the first to the last — are as follows:

  1. What are our broad aspirations for our organization & the concrete goals against which we can measure our progress?
  2. Across the potential field available to us, where will we choose to play and not play?
  3. In our chosen place to play, how will we choose to win against the competitors there?
  4. What capabilities are necessary to build and maintain to win in our chosen manner?
  5. What management systems are necessary to operate to build and maintain the key capabilities?” Leer más “Interactions and strategies in Design Thinking & What is the strategy?”

Accountability – The Foundation of Sustainable Innovation

by Robert F. Brands with Jeff Zbar

Accountability – The Foundation of Sustainable InnovationWithout accountability, there is no innovation. Action items won’t get done, programs will lose traction, meetings will fall off the calendar – the issue can be as frustrating as “herding cats”.

Every company culture needs accountability. Actually, for any company to succeed accountability is an imperative. Members of a corporate team need to feel responsible for their work – to meet deadlines and to deliver what was agreed upon. Holding others accountable begins with clear communication of what is expected of them and even getting the agreement in writing if necessary.

So to expect creativity in developing new products at your company, hold your team accountable. Schedule New Product Development meetings. Set clear action items and expect follow-through to keep the program moving along. Team members need to feel responsible for delivery.


by Robert F. Brands with Jeff Zbar

Accountability - The Foundation of Sustainable InnovationWithout accountability, there is no innovation. Action items won’t get done, programs will lose traction, meetings will fall off the calendar – the issue can be as frustrating as “herding cats”.

Every company culture needs accountability. Actually, for any company to succeed accountability is an imperative. Members of a corporate team need to feel responsible for their work – to meet deadlines and to deliver what was agreed upon. Holding others accountable begins with clear communication of what is expected of them and even getting the agreement in writing if necessary.

So to expect creativity in developing new products at your company, hold your team accountable. Schedule New Product Development meetings. Set clear action items and expect follow-through to keep the program moving along. Team members need to feel responsible for delivery.

Leer más “Accountability – The Foundation of Sustainable Innovation”

Three levels of trust on Open Innovation

Por jabaldaia

Three levels of confidence

The teams on open innovation are sets of people from different organizations, which jointly develop new products, services or markets.

Organizational diversity facilitates the creation of knowledge, but it may brings some obstructions and prevent the success of open innovation. It is therefore essential to know how people entered in teams, create knowledge in open innovation and what problems they face.

Chesbrough, “Open Innovation”, states that the knowledge and information are two different things. The information has the potential to be used to create knowledge and does not require an expert as opposed to knowledge. Knowledge flows and resides in individuals. [Más…]


Por jabaldaia

Three levels of confidence

The teams on open innovation are sets of people from different organizations, which jointly develop new products, services or markets.

Organizational diversity facilitates the creation of knowledge, but it may brings some obstructions and prevent the success of open innovation. It is therefore essential to know how people entered in teams, create knowledge in open innovation and what problems they face.

Chesbrough, “Open Innovation”, states that the knowledge and information are two different things. The information has the potential to be used to create knowledge and does not require an expert as opposed to knowledge. Knowledge flows and resides in individuals. Leer más “Three levels of trust on Open Innovation”

When The Future is Open and Global…


by Stefan Lindegaard

… we get lots of unanswered questions. I recently read an interview with Gary Hamel in which he raised interesting questions related to his work of transforming management as a discipline. This interview led me to his blog post, 25 Stretch Goals for Management. Great read!

I have decided to look further on the ideas of Hamel and his colleagues through an open innovation perspective and combine this with my belief that the future of innovation – and perhaps business in general – will be open and global.

I got lots of inspiration the last couple of days and I think this will shape many of my future thoughts on open innovation. It would be great to get your perspectives as well… Leer más “When The Future is Open and Global…”

Stefan Lindegaard: The Equation of Open Innovation: A + B = C


by Stefan Lindegaard

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I stumbled over an interesting paper, Sourcing External Technology for Innovation, by the Alliance Management Group which has developed lots of great content including the below Want, Find, Get, Manage framework.

• Want: What external resource(s) does the firm want to access from the outside world to meet its strategic intent?

• Find: What mechanisms will the firm use to find these external resources?
• Get: What processes will the firm use to plan, structure and negotiate an agreement to access the resources?
• Manage: What tools, metrics and management techniques will the firm use to implement the relationship?

The article focuses on the Want element of this framework and what I in particular liked is the equation: A + B = C.  I have inserted the below snippets from the article in order to introduce you to the equation. Leer más “Stefan Lindegaard: The Equation of Open Innovation: A + B = C”