Currently viewing the tag: "Jeffrey Phillips"

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Don’t Push Rocks, Roll Snowballs by Tim Kastelle

Innovation is the process of idea management. One of the critical steps to successful innovation is getting your idea to spread. Hugh MacLeod’s outstanding new book Evil Plans has a lot about how to get your ideas to spread more effectively. One of his tenets is that we should create random acts of traction.


How to Approach Open Innovation: The 15inno Open Innovation Roadmap by Stefan Lindegaard

As we can define open innovation in many ways, there are also many different approaches to open innovation.

How do you get started? OVO Innovation has developed a topology that builds on two defining attributes. It is a good inspirational starter.


No Vision = No Innovation by Jeffrey Phillips

My son shocked my wife last night by announcing that he didn’t think the space program had anything to offer mankind.  He had been assigned a paper in his middle school English class in which he needed to make a provocative point and sustain his argument with facts.


Bridging the innovation planning gap by Michael Fruhling

In a 2010 McKinsey survey of over 2,000 corporate executives, 84% said that innovation was very or extremely important to their company’s future growth. However, 40% claimed that they select their new ideas on an ad hoc basis. Further, 57% agreed that while they execute well against the few new ideas that they had… they needed more big ideas.


Spanish Princess or Female Conquistador? By Marion Chapsal

Ana Patricia Botin is the woman leader number 8 in my series of Women and 12 Leadership Styles. She represents The Moderator/ Persuader dilemna, with a strong preference for The Moderator, although…I’m not so sure anymore!


Why you shouldn’t ignore your customers by Jorge Barba

My blog was offline for two days because my former hosting (got a new one, hurray Blue Host!) shut me down. According to them my blog was using excessive resources and so had to be shut down immediately. In other words, is getting a lot of traffic and we can’t handle you.

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10 Open Innovation Questions for SME’s by Stefan Lindegaard

As a follow-up to my slightly provocative blog post, Why Open Innovation is Not for Small Companies, I have begun looking further into the interesting topic on how small companies can innovate with others

How Ideas Take Flight Fred Sheahan

I love this video lecture from Stanford’s Entrepreneurship Corner. Within it, Jennifer Aaker (Twitter: @aaker) explores the importance of happiness, meaning, and story in successful and powerful social media campaigns. I highly recommend spending an hour of your time on this topic; it’s immensely applicable to any business, education, and nonprofit organization with a need to leverage activism and outreach in a networked world.


The Path to Outcome-Driven Innovation by Bryan Mahoney

Innovation does not often come along on its own. As Hemingway might have said, there is no one rule to innovating. Sometimes it comes easily and perfectly; sometimes it’s like drilling through rock and blasting it out with charges.


Which Ideas Are the Good Ones? By Tim Kastelle

The New York Times has just published The 10th Annual Year in Ideas. As part of this, they asked Tyler Cowen to comment on the previous reviews. He noted this quote from the introduction to the piece:


Who’s Really Innovative? By Gary Hamel

If you were compiling a list of the world’s most innovative companies, which businesses would top your list? No one would be surprised if you picked Google, Apple or Amazon, but what about Wal-Mart? (Huh?) Or PG&E (a utility, for crying out loud)? Surely there must be some mistake! Or how ’bout the Chinese data equipment maker Huawei (umm, who are they)? While a few of these companies might not have made it onto your top 10 list, all of them were featured in Fast Company’s 2010 ranking of innovation all-stars.


Leadership vs Management: Tale of the tape by Jorge Barba

After seeing Scott Berkun’s post on innovation vs usability in numbers, I decided to do my own search on Google’s Ngram Viewer and compared four words: innovation, creativity, management and leadership. Graph below or click through to page:


Innovation-Inspiring Prizes by Andrea Meyer

Point: Use open innovation challenges and prizes to inspire solutions, participation and collaboration from employees, partners and customers


What’s remarkable about innovation by Jeffrey Phillips

Like many of you I participate in the social media world.  That world has opened up new relationships and new sources of information for me that were completely unexpected.  I’ve learned a lot from individuals on Twitter and Facebook and Linkedin, and I’ve become a real believer in the use of social media to support innovation.


In Pursuit of the Perfect Brainstorm by David Segal via Ralph-Ohr

Last month, in a small room on the fifth floor of a high-rise building in San Mateo, Calif., three men sat around a table, thinking. The place was wallpapered with Post-it notes, in a riot of colors, plus column after column of index cards pinned to foam boards. Some of the cards had phrases like “space maximizers” or “stuff trackers” written on them.

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Making Room for Reflection Is a Strategic Imperative by Umair Haque via @ralph_ohr

Business is, above all, busy. And maybe it’s too busy.

Let’s face it. Most of us spend most of our time chasing the immediate reward, the short-run “objective,” the near-term “goal — in short, the expedient and the convenient.

Innovation – Doing the Impossible with No Resources by Jeffrey Phillips

During this most recent downturn, but similarly to other downturns, at least while I’ve been in the workforce, is the concept of “doing more with less” – that is, wringing more output or benefits out of the same, or often even less, inputs and resources

Currency of 21st Century Business? Connections by Deb Mills-Scofield

Sitting behind me at BIF-6 was this nice, unassuming guy.  We struck up a conversation.  As a result, a wonderful friendship has developed (which is easy to do at BIF). This guy was Michael Lee Stallard.

The Mindset and Key Skills Needed for Successful Innovation by Stefan Lindegaard

In my talks, I like to get into discussions on why we need to update our mindset and key skills in order to become successful at innovation. Below, I have given a couple of reasons as well as some suggestions on the key skills we need to develop.

Is Innovation Expensive? By Paul Sloane

How can companies afford to allocate scarce resources to innovation in these unprecedented times. When every extraneous expenditure is cut back to preserve cash flow how can it be justified to lavish money on


The Innovation Matrix: People or Tools? By Tim Kastelle

I had lunch last week with some managers from a company that is trying to improve their innovation performance. They kept asking me what tools should they be using to do this? Is there software that will help, or a process, or some other tool? I had to explain that there are a lot of tools available, but that first you have to figure out your innovation strengths and weaknesses.

The Two Dimensions of Market Orientation by Ralph Christian Ohr

Recently, I was reading an interesting HBR article, named: “Meeting the Apple Game of Customer Perception” by Ndubuisi Ekekwe.

The key paragraphs for me were:

How Are You Smart for Innovation Era? By Ellen Weber

The new innovation era builds on different talents – those overlooked by exclusive practices that limit  wealth for grabbers at the top.

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Respecting the Box  by Matthew E. May  via @ralph_ohr

You hear it all the time: think outside the box. You hear it to the point that it’s lost its meaning. And I’m okay with that, because I don’t think it’s the right guidance anyway, at least not all the time.

The increasing worldwide demand for innovation  by Jeffrey Phillips

I’ve just finished an innovation workshop in Kuala Lumpur.  The energy and enthusiasm for innovation from firms that attended is really impressive.  We had attendees from Malaysia and Thailand, as well as from Sudan. 

Management Innovation is Radical by Deb Mills-Scofield

Steve Denning begins his book, The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century with a quote from John HagelJohn Seely Brown and Lang Davison ‘s 2009 Shift Index to lay the foundation of the problem we face:


Design Thinking for Social Innovation: A Conversation with IDEO’s Sally Madsen by Jess Sand

As the private sector beings to embrace the possibility that social innovation can lead to a robust bottom line, companies face the very real challenge of figuring out what these efforts might actually look like on the ground

Radical Proposal for Knowledge to Drive Innovation by Ellen Weber

In past, valid knowledge equaled the sum of what people viewed, discovered, or learned. That changes radically in an innovation era, where a new concept of knowledge is needed to open doors of discovery and stoke curiosity for novelty and invention. Business information requires more evidence of knowledge in action for inventions and for reconfigured approaches that replace rigid routines.  These differences require a radical new lens, and unique approaches to problem solving.

Is “Normal” Real or an Elusive Social Construct? By Donna Flagg

I’ve heard it a million times and it drives me nuts. “Donna, you’re not normal.” I heard it in school, I hear it at work and I hear it in my personal life all the time too. But what does that mean?

Creative stretching by Jorge Barba

One of the challenges of proposing and then implementing new ideas is the resistance that comes from the success that a business already has. If it ain’t broke, don’t fix it right? Wrong!

Rethinking Design Thinking – Paul Pangaro – PICNIC ’10

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I think reading is fun!

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The Power of Co-Creation by Terry Kosdrosky via @ariegoldshlager

A Q&A with marketing professor Venkat Ramaswamy.

The traditional goods-and-services model of business is getting a makeover. Shoe companies, fashion houses — even cement companies — increasingly are engaged with customers, suppliers, and other stakeholders in a quest to co-create value.


Prepare for the unexpected by Jorge Barba

Imagine that you are a pilot and you have to fly through a 5 mile canyon upside down. It’s actually kind of hard to imagine because it’s not something you’re trained to do but it’s something that could happen in a real life situation.


Innovation and Porter’s Value Chain by Jeffrey Phillips via @ralph_ohr

I’m reviewing the relationship between a number of tried and true strategic management models and innovation, to see if those models and concepts hold up under the increasing importance of innovation.


Great Quotes on Open Innovation by Psion by Stefan Lindegaard

I just went through the tweets from our recent Twitter Chat with the executives from Psion and I found some great quotes worth sharing.

Seek Conflicting Views to Improve Innovation by Tim Kastelle

Innovation occurs when we creatively connect ideas in new and novel ways. If we are trying to differentiate ourselves, or our organisation, we need to be able to do this well. One way to approach this is to consciously seek out viewpoints and information that we normally wouldn’t encounter, or which conflict with our normal world view.

There Is One Thing That Is In Common Between Apple And China. Both Are Unstoppable And Locomotives Of Innovation For The Future. By Idris Mootee

It is so fascinating that everywhere I go in China this week, people are trying to sell me the Chinese versions of iPhone, iPad and other iThings that Apple has yet invented.

Sex and Smart Phones by Dan Ariely

Popular online dating site OkCupid recently released some numbers users reported regarding their sex lives. One interesting correlation was between smart phone usage and number of sexual partners. As you see below, women iPhone users (at the age of 30) report having had 12.3 sexual partners, over twice as many as women Android users. Male smart phone users show a similar jump: from 6.0 sexual partners on Android to 10 on the iPhone. Blackberry users fall almost exactly in the middle.

Bad Is Stronger Than Good: Why Good Bosses Eliminate the Negative First by Bob Sutton

Of all the tunes in the Johnny Mercer songbook, the most generally beloved must be “Accentuate the Positive” — whether your favorite cover is Bing Crosby’s, Willie Nelson’s, or someone else’s.

Stories Can Change the World by Saul  Kaplan

“Facts are facts, but stories are who we are, how we learn, and what it all means.”  My friend Alan Webber, Co-founder of Fast Company and author of Rules of Thumb, has it exactly right. 

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(Texto em Português depois deste)

Gambling can be fun!

In a recent article, Chris Brogan makes an analogy (in part) very insightful about our attitude to the game and for life!

Chris leads us to consider three different situations:

1 – The game you see.

“You also see the success without thinking about the sacrifice. You also see the stumbles without thinking about what they teach me. There’s the game you see, just like I see only part of your game.”

The game you see is not always the game you’ll see play because, first, our endless desire to play a certain game upsets our perception and diverts our original intentions, and secondly , the game we see is the game, they want to show us.

Already some time ago that we see innovation with games varied, full of different concepts including the concept of innovation. It’s a game of knowledge and a game of seeing and looking. This however does not preclude continuing to look forward in order to participate in building a future.

It is an evolutionary game where you learn from the good and bad practice!

Saul Kaplan, Says “Innovators spend very little time looking in the rear view mirror. They tend to be forward thinking and looking… Looking in the rear view mirror magnifies the view from behind making objects seem closer than they really are. This distorted view puts too much emphasis on the past and is troubling to an innovator trying to create the future. While situational awareness is important innovation is about creating new and better ways to deliver value. It is about moving forward and away from intransigent models and systems that only appear larger in the rear view mirror than they really are. Fixating on the past looming large in the mirror is not helpful other than to motivate the innovator to enable change faster.”

This is a first approach that I make in innovation, seek information, identify environments and reflect on the characters and on their credibility for the purpose that I intend.

But it’s missing another step that is to understand the enormous amount of data and information that reaches me as well as rules that are shared or not.

2 – The game you can understand.

“It’s the same with all of us. Lots of times, you might not yet sense the dimensions of that new game. Sometimes, others around you might know that you don’t yet sense it. Depending on your relationship to them, they may or may not be helpful (and nudge you towards that new game) or they may be hurtful, and snatch that new game away from you before you’ve noticed it missing.”

But if we pay attention to what Gary Hamel says, perhaps we can better understand the interplay of innovation and business. This is because innovation without business is pure invention!

“If there’s one thing we need to understand about this bruised business environment, it’s this: Yesterday’s success has never mattered less. Today’s success has never been more fragile. Tomorrow has never been more uncertain. And the courage to lead the kind of change that it takes to survive — or, even more important, to win — in this world has never been in such short supply.”

So I think understanding is not enough, it takes courage to face and claim that consolidating our information and that often are intentionally omitted.

Finally, there are firms (we at OVO are one) that think of innovation as a consistent business process.  In other words, we believe innovation can be a process that anyone can follow within your business, much like a purchasing process or other established process, says Jeffrey Phillips

Well, we see and look, we try to understand and we understand enough to know what game we want to participate ?

The game that you want to play.

“If I spent more time worrying and feeling bad about the game I wanted to play, I’d have missed the opportunity to master the game in front of me.

Sometimes, we get these reversed. We think we want to play another game, and we think we have the wrong game in front of us. But lots of times, that’s just an error in perception, or in our growth. A lot of times, the game in front of us is the better game. We just haven’t learned how to play it well. Yet”

Maybe some important and useful information that Pisano and Verganti provide us in “Which Kind of Collaboration Is Right for You ?” by saying that a company or who represents before making a choice of collaboration (do you see collaboration as a game?) must answer two fundamental questions in accordance with the structure and principles of organization.

How open or closed network of collaboration should be?

Who should decide what problems the network is to fight and what possible solution ?

Deep down they suggest four distinct games that we may be, want to play , all depending on our “DNA “and potential behaviors:

– Collaborative networks closed and hierarchical – Circle elite.

– Networks of open collaboration and hierarchical – Center for innovation.

– Open networks of collaboration and flat – Community of innovation.

– Collaborative networks closed and flat – Consortium.

For more information about these four games you may consult Intuinovare!

Make your move !

Inovação – Qual é o meu jogo?

Jogar pode ser divertido!

Num artigo recente, Chris Brogan faz uma analogia (parcial) muito perspicaz sobre a nossa atitude face ao jogo e face à vida!

Chris leva-nos a reflectir sobre três situações diferentes:

1 – O jogo que vês.

“Você também pode ver o sucesso, sem pensar no sacrifício. Você também pode ver os tropeços, sem pensar sobre o que me ensinar. Há o jogo que você vê, como eu vejo apenas uma parte do seu jogo.”

O jogo que vemos nem sempre é o jogo que se vê jogar, porque, por um lado, a nossa infinita vontade de jogar um determinado jogo transtorna a nossa percepção e desvia as nossas intenções iniciais, e por outro lado, o jogo que vemos é o jogo, que nos querem mostrar.

Já, há algum tempo que em inovação se vêem jogos variados, plenos de conceitos distintos incluído o próprio conceito de inovação. È um jogo de conhecimento e um jogo de ver e olhar. Isso contudo não impede que se continue a olhar em frente na perspectiva de participar na construção de um futuro.

É um jogo evolutivo onde se aprende com as boas e as más práticas!

Saul Kaplan, diz que “Os inovadores passam muito pouco tempo a olhar no espelho retrovisor. Eles tendem a ser pensando e olhando para a frente…Ao olhar pelo espelho retrovisor amplia a visão por trás fazendo com que os objectos pareçam mais próximos do que realmente são. Esta visão distorcida coloca muita ênfase sobre o passado e incomoda um inovador ao tentar criar o futuro. Enquanto a consciência situacional é importante a inovação é acerca de criar novas e melhores maneiras de entregar valor. Trata-se de avançar e de manter distância de modelos intransigentes e sistemas que só parecem maiores no espelho retrovisor do que realmente são. Fixar a atenção, nos últimos objectos ampliados no espelho, não é útil, em vez de motivar o inovador para permitir a mudança mais rápida.”

Esta, é uma primeira abordagem que faço, em inovação, procurar informação, identificar ambientes e reflectir sobre os personagens e sobre a sua credibilidade para os fins que eu pretendo.

Mas falta um outro passo que é compreender a enorme quantidade de dados e informação que me chega bem como as regras que são ou não partilhadas.

2 – O jogo que compreendes.

“É o mesmo com todos nós. Muitas vezes, podemos não sentir ainda as dimensões desse novo jogo. Às vezes, outros em torno de nós podem saber que ainda não o sentimos. Dependendo do nosso relacionamento com eles, eles podem ou não ser úteis (e deslocar-nos para esse novo jogo), ou podem ser dolorosos, e desviam esse novo jogo para longe de nós antes notarmos o que falta.”

Mas se prestarmos atenção ao que Gary Hamel diz, talvez possamos compreender melhor o jogo da inovação e dos negócios. Isto porque inovação sem negócio é pura invenção!

“Se há uma coisa que precisamos entender sobre esse ambiente de negócios machucado, é isto: o sucesso de ontem nunca interessou tão pouco. O sucesso de hoje nunca foi mais frágil. O amanhã nunca foi tão incerto. E a coragem de levar o tipo de mudança que é preciso para sobreviver – ou, mais importante, para ganhar – nesse mundo nunca esteve tão em falta.

Por isso, eu acho que compreender não basta, é preciso coragem para enfrentar e reclamar aquilo que consolida a nossa informação e que muitas vezes nos é, intencionalmente, omisso.

Finalmente, há empresas (na OVO somos um), que pensam na inovação como um processo de negócio consistente. Por outras palavras, acreditamos que a inovação pode ser um processo que qualquer um pode seguir dentro de seu negócio, bem como um processo de compra ou outro processo estabelecido, diz Jeffrey Phillips

Bom, vimos e olhamos, tentamos compreender e compreendemos o suficiente para saber em que jogo queremos participar?

O jogo que queres jogar.

“Se eu gastar mais tempo em preocupações e mau pressentimento sobre o jogo que eu queria jogar, eu terei perdido a oportunidade de dominar o jogo na minha frente.

Às vezes, temos estes reversos. Pensamos querer jogar outro jogo, e pensamos que temos o jogo errado na nossa frente. Mas muitas vezes, isso é apenas um erro de percepção, ou no nosso crescimento. Muitas vezes, o jogo diante de nós é o melhor jogo. Nós apenas não aprendemos a jogar bem. Ainda!”

Talvez seja importante alguma informação útil que Pisano e Verganti nos fornecem em “Which Kind of Collaboration Is Right for You?”, ao dizer que uma empresa ou quem a representa, antes de fazer uma escolha de colaboração deve responder a duas questões fundamentais de acordo com a estrutura e os princípios da organização.

Quão aberta ou fechada a rede de colaboração deve ser?

Quem deve decidir que problemas a rede deve combater e quais as soluções a adoptar?

No fundo eles apontam quatro jogos distintos que poderemos querer jogar, tudo dependendo do nosso “ADN” e potencial em comportamentos:

– Redes de colaboração fechada e hierárquica – Círculo de elite.

– Redes de colaboração aberta e hierárquica – Centro de inovação.

– Redes de colaboração Abertas e planas – Comunidade de inovação.

– Redes de colaboração Fechadas e planas – Consórcio.

Para mais informação sobre estes quatro jogos pode consultar Intuinovare!

Faça o seu jogo!

What do you think about this…?


Dissonant Design by Stuart Hogue

In the Upper East and West Sides, the West Village, and Brooklyn Heights – some of the New York City neighborhoods where well-off new parents reside – Bugaboo strollers are pervasive

Are You Innovation Ready? by Soumitra Dutta via Ralph-Ohr

Collaborative innovation will be key for success in the future. Corporate leaders realise that they need to work collaboratively with their business partners, customers and governments to innovate successfully for the future. Innovation ecosystems that span across public and private sectors and extend to include citizens and societies have to be formed. Collaborative innovation is the name of the game for future success.

Changing the rules of innovation by radically innovating what things mean by Roberto Verganti

The etymology of the word design goes back to the Latin ‘designare’ which means to designate, to give meaning to things… Design is not about styling. It’s not about technology. It’s about radical change in meaning. These are things that people were not asking for, but when they saw them, they fell in love.

Three Ways to Fail at Innovation by Tim Kastelle

Three blog posts that caught my eye this week demonstrate three different ways that you can fail at innovation:

  • Ignore the small innovations: James Todhunter wrote an excellent post yesterday defending thinking about improvements as innovation. You should read the whole post, but here is a highlight:


The Innovation gap between Executives and their teams by Jeffrey Phillips

It strikes me regularly that senior executives of many firms underestimate the insights and abilities of their companies.  I guess that many of us grow up with a backward-looking preference.


Interactions: A Great Source of Inspiration for Thought Leaders by Stefan Lindegaard

Your blog is up and running and you are so ready to share your thoughts and ideas with others. The first blog posts come out nicely as you can simply tap into your notes and mental drawer and write about issues that you have been wondering about for a long time.


In Innovation, Culture Trumps! Learnings from P&G by Deb Mills-Scofield

Quick – what company do you think of when you hear “Open Innovation”? Many think of P&G – they were, and are, at the forefront of Open Innovation (OI) and the results are now case studies at business schools around the world and benchmarks for many.

Innovating your business model by Jorge Barba

Competition in industries is essentially competition between business models. A recent  tweet by @TimKastelle which led to a post about the evolution of the business model concept reminded me of a great creative exercise to help you look at your and other industries dominant business model as a lego kit, which when broken apart can be reconnected like building blocks to create new types of business concepts.

Six Keys to Being Excellent at Anything by Tony Schwartz

I’ve been playing tennis for nearly five decades. I love the game and I hit the ball well, but I’m far from the player I wish I were.

Some good things to read!

How to Build Cooperation by Greg Satell

Can’t we all just get along?

No we can’t.  Not if we think we can win by screwing over the other guy.  We are all predators by nature (some of us more than others) and we do what we must in order to survive.

True Leaders Are Also Managers by Robert I. Sutton

Ever have occasion to do an in-depth review of the academic and practical literature on leadership? I have — twice in the past five years


Openness or How Do You Design for the Loss of Control? By Tim Leberecht via Ralph-Ohr

Openness is the mega-trend for innovation in the 21st century, and it remains the topic du jour for businesses of all kinds. Granted, it has been on the agenda of every executive ever since Henry Chesbrough’s seminal Open Innovation came out in 2003.

Which Part of Your Business Model is Creating Value? By Tim Kastelle

Andrew Keen posted a fascinating interview with Jeff Jarvis yesterday. All of the interview clips are worth watching – they touch on a number of interesting topics, including the relative benefits of publicness and privacy, the future of news and how to best develop new business models for journalism, why google struggles with social applications, and the changing nature of internet-based business models. The latter is included in this clip:

Strategy starts with identifying changes by Jorge Barba

Pay attention to this McKinsey Quarterly interview of Richard Rumelt, professor of strategy at UCLA’s Anderson School of Management:

Smartfailing – a new concept for learning through failure by Stefan Lindegaard

We need to become better at learning through failure, but the word failure itself is so negatively loaded. How can we create a new concept and vocabulary on the intersection of failure and learning?

The efficient use of ideas by Jeffrey Phillips

Every significant “leap forward” in the span of human consciousness has coincided with a significant change in the efficient use of a significant resource.  For example – the transition from nomadic life to farming.

Ideas Jam – How it works by Paul Sloane

We ran the Ideas Jam meeting yesterday and it went well. It was an intensive idea generation session.

Creativity Matters by John Maeda

Last month when Newsweek [07.19.10] ran a piece on how to fix the “Creativity Crisis” in America, the mainstream media brought to light critical issues that are routinely ignored in the U.S. today

How to Find Opportunities in Fragmentation by Andrea Meyer

Point: If you’re looking for a new business opportunity, look for individually-fragmented but collectively large areas of economic activity, such as where individuals or small business own a large segment of the market

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What Is A Social Enterprise? There Is Still A Lot Of Debate? By Idris Mootee

Social enterprise is a hot idea. Being asocial entrepreneurship these days is way cooler than being a iBanker. I think we are only seeing the beginning of a long term trend, people realize it takes a new kind of enterprise to solve the world’s problem. And NGOs are not the solutions.

Innovation Failure & Ownership: What happens when we own our successes and abdicate our failures by Andrew (DrewCM)

Innovation is a high-stakes endeavor. Much may be risked on the hoped-for chance of reward. The success or failure of a single innovation may win or lose reputations and careers. In some organizations, the retribution for failure may be swift and harsh, while the rewards for success may be just as fickle

Is Innovation a Process or an Outcome? By Karen Christensen via Ralph Ohr

You believe that everything we know and desire is the outcome of a single discovery that was made 1.9 million years ago. Please explain.


Sharp Insights: What Everyone Wants by Stefan Lindgaard

Sharp insights that can help others develop personally as well as professionally. This is what everyone craves for and as a thought leader many will look in your direction for this.

Innovations begin when the system is stuck by Jorge Barba

All great innovations emerge out of rigidity. They are born when someone recognizes that the system – the company, the industry, the country – has frozen and can no longer react to new opportunities or threats.

Creativity Requires Courage by Jeffrey Phillips

I took the day off on Friday. A spur of the moment decision, really. My daughter was finishing a summer camp near Asheville, NC and I decided to go up with the family and spend the weekend there.

Eat More Innovation by Holly G. Green

It’s a powerful story about a woman, Temple Grandin, who overcame autism to become one of the most influential figures in today’s livestock and animal husbandry industry. Not only is Temple’s story a testament to the ability of the human spirit to overcome tremendous obstacles, it teaches many principles that all business leaders would do well to embrace.

Convergence Culture & Innovation by Tim Kastelle

I think that this is also critically important for innovation. One of the issues in innovation is that we not only have to come up with great ideas, and figure out ways to make them work, but we must also figure out how to get them to spread. This is a storytelling problem.

Have a nice weekend!

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The Future of Customer Relationship Management by  Arie Goldshlager

I expect Customer Relationship Management and Marketing to move forward on the following several trajectories:

 1) From Value Extraction to Value Exchange to Value Co-Creation

As customers become more knowledgeable, informed and connected successful companies will find Value Exchange and Value Co-Creation Strategies more and more attractive.

Innovate What You Know? By Tim Kastelle

Here’s a topic I’ve been thinking about a fair bit recently – are we more innovative when we focus on solving our own problems? As Matt put it on the 37 Signals, there’s a strong argument for designing what you know:

Design for better behavior in mind by Jorge Barba

If we want to encourage better behaviors we have to make it easier for people to do whatever it is that we want them to do by removing obstacles in their path.

Innovation is interrelated and interdependent by Jeffrey Phillips

One of the most illuminating comments I heard recently in a training program we offered was one participant’s realization that innovation, especially bringing a new idea to fruition, might require more than just product innovation.

The End of Open Innovation by Stefan Lindegaard

I had an interesting session in Sao Paulo, Brazil yesterday when a group of about 40 people listened to my talk based on my book, The Open Innovation Revolution.

3 Ways to Think Like a Designer by Open Forum

It has become apparent to me through comments, questions and work with clients that many business owners and operators believe design-based innovation, aka design thinking, is limited to products… that services and processes and web operations don’t really lend themselves to the discipline of design thinking, beyond perhaps the aesthetics of “making pretty.”


The Future of Tech According to Kids: Immersive, Intuitive and Surprisingly Down-to-Earth – ReadWriteWeb

If we were to ask you to name one thing you wish your computer (or another Web-enabled device) could do, but doesn’t now, what would you say? How about the ability to “touch the things that are in the screen, to feel and move them.” That’s what 7-year-old Daniela* wants. Matthew, 6, wishes he could play 3D games on his computer, and Jenna, 7, would like a solar-powered laptop. Cristina, 12, thinks it’d be great to travel more – to experience new, far-away places with the help of virtual reality


Assess your Innovation Capability with a Healthcheck by Paul Sloane

Just how innovative is your organisation? What is holding you back from being truly agile?


Five Common Innovation and Change Mistakes by Idris Mootee

Walk into a Barnes and Noble you can find dozens of books on innovation. There are books ranging from teaching the ‘how to” to teaching creative thinking. There are not many good ones simply because the subject is a moving target with rules being broken and created every day

Ideas as Killer Social Objects for Enterprise 2.0   by Hutch Carpenter

Social objects.

Familiar with that term? If you’re steeped in social media and Enterprise 2.0, you probably are. If not, here’s a good description by Sarah Perez on ReadWriteWeb:

Social objects are objects that connect people with shared interests.