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How to Avoid Open Innovation Frustration by Stefan Lindegaard

I recently wrote a post on the frustration that often comes with open innovation. This prompted many comments here and on LinkedIn. I found many great insights and I want to share of few of these with you in this post:

Innovation: Concentrate on People and Process, not Tools by Tim Kastelle

Imagine that you are a unit manager in an organisation, and your CEO comes to you and says: “We need to be more innovative – you’re in charge of making that happen.” What’s the first thing you should start thinking about?

Open innovation is coming of age by Victor Keegan

Formula 1 has been at the awesome edge of innovation for decades, yet most of the time you would have been pushed to find the fruits of its research adopted elsewhere. Not any more.

10 Basic Principles of Innovation by Erica Templeman

Today’s post is from Matthew Greeley, Founder and CEO of Brightidea, the global leader in On-Demand Innovation Management software. Prior to founding Brightidea, Matthew consulted for, helping them raise over $100 million in venture funding from investors.  He holds a degree in Computer Engineering from Stevens Institute of Technology and studied Creativity and Marketing at Stanford University. In addition to his role at Brightidea, Matthew sits on the board of directors of ClearDay Technologies.


The Myths About Design Thinking And How You Can Find Out If You Are Truly An Integrative Thinker. Take The Test Now. And Yes, We Are Hiring! by Idris Mootee

These days I am getting a little bothered with the phrase “design thinking”. There is a lot causal misuse but the phrase has gained popularity and currency because it is new, it gives designers new status and it helps to push design firm upstream and hopefully they can solve bigger problems with design ideas.


Innovation Strategies Combined by By  Frank T. Rothaermel and Andrew M. Hess

Continuous innovation is the engine that drives highly successful companies such as Apple, General Electric, Google, Honda, Hewlett-Packard, Microsoft, Procter & Gamble, Sony, Tata group and many others. Innovation is an especially potent competitive weapon in tough economic times because it allows companies to redefine the marketplace in their favor and achieve much-needed growth

After Eureka: 7 questions to test innovation for profit potential By Simon Kirby

Analytical strategic frameworks are not the key to creating transformative innovation, a point wonderfully made by Seth Godin:

Irrational passion is the key change agent of our economy.”

How to Measure Open Innovation Value – Part 2 in 100open

What’s Different about Open Innovation?

Better Value

The metrics are less developed in this emerging discipline than in traditional innovation. In my last blog  I outlined a list of the sorts of direct and indirect measures that firms can use to capture all the value that innovation brings.

What is “innovation”? by Joel West

Sunday night, as I waited for feedback on a draft chapter about open innovation — part of a volume on innovation for the Wiley Encyclpedia of Marketing — I saw an interesting headline on the Wall Street Journal website:


Mayo Clinic: Effective Word-Of-Mouth by Andrea Meyer

Story: The Mayo Clinic is known around the world for reputable, high-quality health care. How can the company extend and expand this good word of mouth? Seth Godin provided an insightful answer during his Online Marketing Innovation Q&A, April 15, 2010 hosted by HSMAmericas.

 What do you suggest?

Have a nice week!

(versão em Português depois desta)


Hidden needs call for connectivity

As, companies plunge deeper into consumers’ lives, and they seek to be part of the creative process and materials design, social networks will increase their desire to participate.

The networks provide a visible picture of the systems and ecosystems that make them understandable, but also have many hidden needs.

If the existence of networks helps open up the internal silos in organizations and to the acceptance of open innovation can also create diversity without control. Lindegaard says that we must create a management system that values diversity, disagreement and difference as much as conformity, consensus and cohesion.

The important thing is how a system should be treated. Systems cannot be static and therefore have the ability to change and learn from experience and it is in this dynamic that the connections must be made.

As Tim Kastell said “Don’t try to compile more ideas, focus instead on making more novel connections, because that’s the fundamental creative act in innovation”

We must be aware of these social and cultural structures that are complex systems, i.e., the non-different but interrelated. Social structures are presented, or are seen as a whole, not highlighting particular aspects.

There are the common points that give the plot to the novel.

One of the purposes of open innovation is the market expansion of the use of innovation beyond the borders of organizations, allowing the outside to identify needs and propose solutions combined.

Many of these needs are hidden and the opening to the exterior amplifies the detection, clarifies and validates those needs, through the connections.

The emotional security, our individual worth, our identity, the need to create the need for power and love and be loved, and the meaning of our roots and the fear of death, all these are hidden needs that cannot be satisfied with the unique internal working of an organization.

It’s the networks that will bring us, the plain meaning of the needs and cultural integration of solutions, the best and fastest means of satisfaction and validation of our proposals.

It is the role of the future, according Venesse Miemis, helps people to anticipate, predict and adapt to change. “This means identifying emerging trends and sees how they fit into the general framework for forecasting and different scenarios for what could turn out to be next.”

These combinations of perspective can facilitate innovation, leverage open innovation with different purposes and allow projects focusing on the needs of people, creating wealth and social development.

“But I am also reminded of my teaching quantum physics at the University who taught me that the particles exist in a kind of” wave of possible positions, until it is observed at which point the wave breaks down at a specific location. I think business networks and business innovation in a similar way. There are several potential collaborations, connections, marriages, divorces are at any time, but not stand up to analysis and measurement of each. Most attempts of organization or government to support or develop networks fall, in my experience, because they are almost certainly very formal. “Roland 100open

Meanwhile do you want to comment?



Inovação aberta pensar design e necessidades ocultas

À medida que, as empresas mergulham mais profundamente na vida dos consumidores, e estes pedem para ser parte do processo de criação e concepção de materiais, as redes sociais reforçam o seu desejo de participar.

As redes oferecem um retrato visível dos sistemas e dos ecossistemas que os tornam compreensíveis, mas também possui muitas necessidades ocultas.

Se a existência de redes contribui para a abertura dos silos internos nas organizações e permite a aceitação da inovação aberta, também pode criar uma diversidade descontrolada. Lindegaard refere que devemos criar um sistema de gestão que valoriza a diversidade, o desacordo e a divergência tanto como a conformidade, consenso e a coesão.

O importante é como, um sistema deve ser tratado. Os sistemas não podem ser estáticos e, portanto, possuem a capacidade de mudar e aprender com a experiência e, é nessa dinâmica que, as conexões devem ser realizadas.

Como diz Tim Kastelle “ Não tente compilar ideias, em vez disso faça uma novela de conexões, porque esse é o acto criativo fundamental em inovação”

Devemos estar atentos a essas estruturas sociais e culturais que são sistemas complexos, ou seja, vários elementos, diferentes, mas interligados. As estruturas sociais são apresentadas, ou são vistas como um todo, não destacando aspectos particulares. São os pontos comuns que dão a trama à novela.

Um dos propósitos da inovação aberta é a expansão do mercado do uso de inovação para fora das fronteiras das organizações, permitindo ao exterior identificar necessidades e propor soluções combinadas.

Muitas dessas necessidades são ocultas e a abertura ao exterior amplifica a detecção, clarifica e valida essas mesmas necessidades, através das conexões estabelecidas.

A segurança emocional, o nosso valor individual, a nossa identidade, a necessidade de criar, a necessidade de poder e de amar e ser amado, bem como o significado das nossas raízes ou o medo da morte, tudo isto são necessidades ocultas que não podem ser satisfeitas com o exclusivo trabalho interno de uma organização.

São as redes que nos vão trazer, o significado claro das necessidades e a integração cultural das soluções, os melhores e mais rápidos meios de satisfação e a validação das nossas propostas.

É o papel do futuro, segundo Venesse Miemis, ajudar as pessoas a antecipar, a prever e adaptar-se à mudança. “Isto significa identificar as tendências emergentes e ver como elas se encaixam no quadro geral de previsão e cenários diferentes para o que poderiam vir a ser em seguida.”

Estas combinações de perspectiva podem facilitar a inovação, alavancar a inovação aberta com propósitos diferenciados e permitir projectos centrados nas necessidades das pessoas, criando riqueza e desenvolvimento social.

“No entanto também estou lembrado das minhas aulas de física quântica da Universidade que me ensinou que as partículas existem em uma espécie de “onda de posições possíveis, até que é observado em que ponto a onda entra em colapso num local específico. Acho que as redes de negócios ou trabalho de inovação de forma semelhante. Existem várias colaborações em potencial, conexões, casamentos, divórcios que existem em qualquer momento, mas não resistem a uma análise ou medição de cada um. A maioria das tentativas de organização ou de governo para apoiar ou desenvolver redes caem, na minha experiência, por serem, quase certamente, muito formais.” Roland 100open

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