Currently viewing the tag: "John Steen"

 

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Good Ideas and Great Ideas by Greg Satell

The world is full of ideas, but very few good ones. As an old saying goes, “ideas are like assholes, everybody’s got one and they’re usually full of shit.” They are, however, important.

 

Two Footed Questions Fuse Arts and Science by Ellen Weber

Two-footed questions drive curiosity and they can  convert even ordinary minds, into expert problem solvers?

 

The Role of Relaxation in Consumer Behavior by ScienceDaily via Ralph Ohr

This phenomenon is demonstrated in six experiments involving two different methods of inducing relaxation, a large number of products of different types, and various methods of assessing monetary valuation.

 

Vision: How It’s Created Is As Important As What It Says by Jesse Lyn Stoner

If you want to create a vision that engages the hearts and spirits of everyone in your organization, remember what’s important is not only “what it says” but also how it’s created.

 

Little Innovations Matter! By John Steen

What’s better…. a lot of little innovations or one big innovation? If we had to choose, would it better to have an economy made up of a lot of firms trying to make small improvements to their business or do we want a game-changer like Apple or Google?

 

Management by Imagination by Roger Martin

The perception that good management is closely linked to good measurement runs deep. How often do you hear these old saws repeated: “If you can’t measure it, it doesn’t count”;

 

Strategic Innovation And The Quest For Breakthrough Ideas by Idris Mootee

Innovation is now a very hot topic at the C-Suites. I have speaking a lot on the subject the last 5 years. The funny part is I am talking about Strategic Innovation and many still talk about Technology Innovation as if it was the sole source of innovation.

 

A Talk On Fast Innovation, All In One Great Picture by Bob Sutton

A couple weeks ago, I did a talk on “fast innovation” at IDEO.  I gave the talk from a powerpoint deck, but at the same time, while the audience and I discussed the talk, there was a guy named Kevin Bain who does this thing called
“graphics scribing.”

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Service Design meets (Social) CRM by Wim Rampen

This is part 2 in a short series on Service Design. I would recommend reading part 1 before reading this.

Recap: What is Service?

As I tried to explain a couple of days ago, I think Service Design is about designing for Service, not serviceS. Where I defined Services as:

 

Natural Innovation by John Steen 

A couple of weeks before Christmas I noticed something odd in the garden of my house in Brisbane. While I often see ants around the home, there were now large clusters of ants moving upstairs and taking their eggs with them. The folklore is that when this happens it means that we are in for a really wet spell of weather and I am on the record with Tim as making a prediction based on this.

 

Use constraints to fuel your creativity by Jorge Barba

Quickly think of as many white things as you can in ten seconds.  Now think of white things in your kitchen.  Did the more constrained prompt spark more ideas? Yes.

 

Lens Shifting: Leading Indicators for Innovation by Deb Mills-Scofield

Recently, my friend Jackie Hutter and I did a workshop on Leading Indicators for Innovation from 2 aspects: 1) how can you look around you for leading indicators of areas ripe for innovation; and 2) what are leading indicators in your innovation process itself. 

 

The art of innovation by Kate Oakley, Brooke Sperry and Andy Pratt via Ralph-Ohr (PDF)

 

How Children Perceive “Vintage” Technology – Design mind via Wim Rampen

Design is all about context. When that contextual information is removed, products can be very confusing. As designers we often see this when people are introduced to a new technology that is manifested in a design that breaks so strongly with tradition that they don’t know how to use it. We often try to build in affordances that allow them to relate their current technology to their new technology. Think of how the play button from your Walkman went straight to you Discman, then to your iPod, and as a digtal button on interfaces.

 

Communities of Passion…and com-passion? Raymond Campbell

The main challenges we faced was doing what seemed to be an impossible task for the group leading the effort and seeking the assistance of others to come alongside us…catch the same fire and enthusiasm to make this happen in such a short period of time.

 

The open innovation model – Ideas from Henry Chesbrough Ideas economy

 

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Collaboration Calculus by Mark Eggleston

Why is it so difficult to incorporate new collaborative processes and tools into an organization?  I’ve recently been observing a small team in a Fortune 500 company as they wrestle with this question. 

 

How to Unleash Your Human Potential by Austin Carr via Jorge Barba

“This is the biggest thing I’ve learned about business,” says Scott Cook. “It’s changed how we innovate.”

 

The Emergence of Twenty-First Century Leadership by Cathy Y. Taylor

Flexible, adaptable and innovative companies require a different kind of leader, those with a passion for discovering how to do what no one else is doing and doing it better than anyone else. twenty-first century leadership is one in which all the power to make change is no longer concentrated at the top

 

Thinking about the future of work by Anneli Knight via Ralph-Ohr

Creating a workplace where employees have a clear sense of purpose and the time and space for reflection are important ways to nurture a culture of creativity and innovation. That’s according to three thought leaders who came together at last week’s Creative Innovation Conference to explain the ingredients to organisational success.

Column: Best Practices Get You Only So Far by by C.K. Prahalad

Companies identify best practices, particularly those of market leaders, and try to implement them. Such benchmarking has a role to play in business, but I’m not exactly a fan of the process.

Open or Closed Settings: When Does Open Innovation Work Best? By Stefan Lindegaard

A discussion on one of my older posts which asked the question whether R&D units should run open innovation efforts, made me think on strategic alliances and their role for open innovation and whether open innovation works best in closed or open settings.

 

To find a better way to do things, stop and think! By Jorge Barba

I’ve argued before that innovation is the result of consistently trying to do something better than it’s done before, sometimes this also means that it has to be different. This simple idea is well understood but not easy to put into action because it’s very difficult for most people to think about why they do what they do and how they could do it better. Routines and habits are very very powerful!

Don’t Use the Same Network for Every Stage of Innovation by John Steen

Tim and I have recently edited a network focussed issue of a journal called Innovation: Management, Policy and Practice. The really pleasing outcome from the submssions was the wide variety of applications that network analysis was having in the study of innovation management. We received papers from Asia, Europe and Australia and the overall standard of the submissions was very good.

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Reading is Thinking Chart

 

If a person is not innovative with self, can she be innovative in an organization?  Jorge Barba

Good question posted by @Stevekoss from yesterday’s post: Do companies need less innovation?

The Two-Pronged Approach To Innovation Your Company Needs by Inder Sidhu via Ralph-Ohr

As companies begin to emerge from the Great Recession, organizations that spent the economic downturn innovating seem to be the most optimistic. After all, they’re the ones with new products and services to offer and new markets to pursue.

Stephen Shapiro explains why open innovation is the new paradigm of work by Michelle James and Stephen Shapiro

Interview # 21 in the Creativity in Business Thought Leader Series is with Stephen Shapiro, one of the foremost authorities on innovation culture, collaboration, and open innovation. Stephen is an author, consultant, speaker, and the Chief Innovation Evangelist for InnoCentive, a pioneer in the burgeoning field of open innovation.

 

La DaaS, famille d’accueil des données orphelines by bluenove

Pas n’importe lesquels, les citrons de George Akerlof, prix Nobel d’économie en 2001 et professeur à Berkley. Alors que les hippies se dirigent en combi VW vers Woodstock, il peaufine le concept d’asymétrie de l’information en étudiant, justement, le marché des voitures d’occasion.

Open Innovation Requires Visibility by Stefan Lindegaard

I had a meeting with a couple of innovation managers from a Danish company today. We got into a discussion on the open innovation efforts of Danish companies – or should I say the lack thereof.

Work Life Happiness? You Bet by Tony Hsieh

“The customer is always right” was the retailing innovation of Wisconsin-born merchant Harry Gordon Selfridge, who founded Selfridge’s department store in London in 1909.

Watch: Business Innovation Factory and Babson College Entrepreneurship Experience Lab Video Announcement by BIF Business Innovation Factory

Novel platform will focus on illuminating entrepreneur experience and development of new entrepreneur support solutions.

 

My Ford Touch Driver Interface – Core77 Guest post by Russell Maschmeyer.

On the final afternoon of Adaptive Path’s UX Week, Iain Roberts (Partner and Co-Leader of IDEO Chicago) presented his team’s remarkable work on My Ford Touch, Ford’s new driver interface platform. I sat down with Iain and Gary Braddock (Ford’s Chief Interior Designer) earlier that morning to discuss their research, prototyping, and production process and got a sneak peak at Gary’s Lincoln prototype.

Using Networks to Find Knowledge by John Steen

Last week Ralph Ohr left me with a challenge to think about how to use experts to get the best outcomes on making decisions under conditions of uncertainty. We constantly miss disruptive changes in the operating environment and I suppose if I really knew the answer, I wouldn’t be posting it on a blog.

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Words that matters!

 

Selecting the Best Idea is a Universal Innovation Problem by John Steen

 Tim and I write a lot about managing innovation as a process. This is important for a number of reasons, but the two main ones are that if we manage innovation this way then it isn’t dependent on any particular person and that it is proactive and constant rather than reacting to a crisis. In short, its about managing innovation as a sustainable contribution to the performance of the organization.

The Essence of Disruption by Tim Kastelle

Here’s Quincy Smith, who was the head of digital content at CBS at the time, talking about traditional media’s response to Google and the digital revolution (from Googled by Ken Auletta):

Metaphors Be With You! By Mitch Ditkoff

If you want to originate breakthrough business solutions, you will need to think differently than you usually do. In a phrase, you will need to “get out of the box.”

Creative communication is critical to success today, urges Sam Horn by Michelle James – Innovation Tools

 The Modern Corporation: It’s About People, People by Helen Walters

As turmoil continues to roil economies both large and small, as politicians struggle to figure out how to deal with the conditions of the 21st century, and as the United States and the West heads into what Paul Krugman describes as no less than “The Third Depression”, a new way of thinking about management and innovation is making the rounds.

How I learned to stop worrying and love idea collection by Jeffrey Phillips

If like me you are a film buff, you may be familiar with the Peter Sellers movie Dr. Strangelove.  The subtitle has always been my favorite:  How I learned to stop worrying and love the bomb.  In case you haven’t seen it, I’d highly recommend it. 

Building Corporate Innovation Capability: Great Initiative from Statkraft by Stefan Lindegaard

I have been invited to work with Statkraft, Europe’s largest renewable energy company on their Innovation Agent Programme. This is the second year, I am involved in this programme and I am quite impressed by their efforts.

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If you read this you create a new knowledge! Your’s!

 

The Stop-Do List on Open Innovation: What Should We Include? By Stefan Lindegaard

There is so much advice on what we should do to make open innovation work. Do this and do that. Often, we get sound advice and thus a good help.

Nevertheless, I am wondering what a stop-do list on open innovation should look like and I am asking for your help to create this list. A few starters:

Is Business Model Innovation Just Another Name for Strategy? By John Steen

If you have been following the posts over recent days you can probably guess that Tim and I have been talking a lot about business model innovation. To quote a phrase, we know business model innovation when we see it and some business model innovators such as Ryan Air and Ikea have become global market leaders. Also, there is good evidence that business model innovators have superior performance compared to other forms of innovation.

The Power of Openness: Open Innovation Lessons from McLaren by The Open Innovation Team

Early in the month of April, 2010, the National Endowment for Science, Technology and the Arts (NESTA),  an independent body on innovation in the United Kingdom announced the top 100 global winners of open innovation.  NESTA organized the “Open 100” competition in order “to find global companies and organisations that excel at open innovation and exploit the power of mass collaboration“.

 

Defend Your Idea Without Being Defensive by John Baldoni  

Getting behind an idea means imbuing it with our conviction and our passion. Such commitment is vital when pushing for an initiative or suggestion that you think is important to implement. This enthusiasm also helps you bring others to your cause.

Designer-Dictators or Sustainability Kings? The Limits of User-Centered Innovation by Kristen Koch

Roberto Verganti recently argued in the Harvard Business Review that user-centered innovation, instead of delivering us from an unsustainable global economy, actually contributes to it. The reason, he writes, is that “sustainability is not embedded in the anthropology of our existing culture, society, and economy.” Until users’ desires and imaginations change, enterprises cannot expect sustainable solutions to come from users. Verganti advises enterprises to turn instead to the visionaries: designers and researchers who, as contemporary philosopher-kings, can help us innovate our way to the future sustainable city.

Why We Share Information by Prescott C. Ensign and Louis Hebert

Today social networks are a defining feature of information exchange. And within industries that have intensive amounts of research and development, social networks are key to fostering innovation. But when does a researcher decide to share something with fellow researchers? The answer potentially separates organizations that have truly innovative cultures from those that don’t.

The world turned upside down From The Economist

IN 1980 American car executives were so shaken to find that Japan had replaced the United States as the world’s leading carmaker that they began to visit Japan to find out what was going on. How could the Japanese beat the Americans on both price and reliability? And how did they manage to produce new models so quickly? The visitors discovered that the answer was not industrial policy or state subsidies, as they had expected, but business innovation. The Japanese had invented a new system of making things that was quickly dubbed “lean manufacturing”.

Have a nice week!